Leadership roles are less about problems to be solved than about tensions/paradoxes/polarities to be managed. These are pairs of goals that may appear to be contradictory, but BOTH are necessary. An example would be in team dynamics, with a dual focus on being safe/supportive AND honest/accountable. Both are needed to create positive results for the team. @Deloitte has just published the 2nd of two papers. Part one: explores the characteristics of managing these tensions/paradoxes well Part two: describes the key qualities/conditions that leaders need to navigate in addressing them Both parts are here: www2.deloitte.com/xe/en/page…

Being a leader of change means challenging the status quo. This can be tough. People have a "status quo bias". Behavioural economists tell us the fear of what might be lost is twice as strong as the hope of what might be gained. The more we are invested in something, the harder it is to abandon it. Strategies to challenge the status quo: 1) Take time to understand why/how things are as they are currently; be curious. 2) Start small, try out/test new ways of working and take things step by step. 3) Communicate your change vision effectively, backed up by data, framed in a way that resonates with people. 4) Be open to having your own ideas challenged. 5) Celebrate small wins & foster a culture of continuous improvement. medium.com/p/bbc14841370e By @ridhimagupta. Graphic: @thedecision_lab

We don't have to have formal authority to be able to influence. Hierarchical systems can replicate parent–child relationships & create oppressive work environments. Leading without relying on authority is a higher evolutionary skill. Eight ways that all of us can influence without authority: seapointcenter.com/influence… By @JesseLynStoner. Graphic: @tnvora