Richard Hodge
50. Count Value

Do you count value or account for value? The difference is more than semantics…

Richard Hodge
48. Value Leadership Behaviour

A great quote from Dr Margaret Wheatley helps us tie together the strands of value we’ve been discussing so far. Dr Wheatley says this:

“Leadership is a series of behaviours not a role for heroes.”

…and we’ve all met a few heroes, haven’t we?

systemspractice

24. This Century Thinking Webcast - Value The Mess

Any idea of finding solutions for systemic issues is misleading. Systemic issues lose traceability between causes and effects – so, approaching them with a solution mindset is itself a problem.

What’s needed is an intervention mindset and approach. Dame Maggie Smith once put it, “there’s no beginning and no end, only points where you enter and leave the story.” [1]

22. Safety Culture

Intensive care specialist, Peter Roberts, told me “bad health policy is more dangerous to my patients than the flesh-eating bug.”

That notion struck accord for every organisation I’ve worked with.

Peter realised his qualifications were not enough to assure a culture of safety, that enables working to do no harm. So, he studied the systemic issues in health care exploring the inadequacies of dominant paradigms. [1]

12. Leadership and Care

Leadership and Care. On caring, Christian Madsbjerg (Sensemaking, 2017) writes:

“When you have a perspective – when you actually give a damn – you intuitively sense what’s important and what’s trivial. You can see what connects with what, and you know the data … that matter. Caring is the connective tissue that makes all things possible.

8. Agility precedes survival and sustainability

Agility precedes survival and sustainability. It’s an emergent property not a set of practices. It’s enabled by all we think, say and do. Agility is seen by others in our ability to respond to change.

On the inside, leaders have a deep responsibility for the response-ability of their enterprise.  

5. On values and leadership

On values and leadership. I was asked for my thoughts on leadership based on fear and pressure vs. passion and love. And, it raised a deeper consideration.

‘Pressure leading to fear’ and ‘passion leading to love’ contrast how leaders exercise power. Leaders hold it over people or share it with people, or both.

We all live two lives. The second one begins when we realise we have only one life.