In light of “network theory” and “living systems theory,” I’m intrigued by the idea of leadership as “convening conversation.” Below is a series of quotes on this leadership quality:
The Need for Continuous Conversation
Mort Meyerson, chairman of Perot Systems, said that the primary task of being a leader is to make sure that the organization knows itself.
That is we must realize that our task is to call people together often, so that everyone gains clarity about who we are, who we’ve just become, who we still want to be.
If the organization can stay in a continuous conversation about who it is and who it is becoming, then leaders don’t have to undertake the impossible task of trying to hold it all together.
Organizations that are clear at their core hold themselves together because of their deep congruence. People are then free to explore new avenues of activity, new ventures and customers in ways that make sense for the organization.
Foster Quality Learning Conversations
In his own take on leadership as process Dwight Friesen observed that, “Leadership is about conversation. Leadership has less to do with the clarity of vision, and much more do to with the quality of conversation.
“How one fosters conversation is everything. Bringing self to the table, creating open space, speaking, naming, surrendering the need to be right, etc. Hidden agendas, unstated vision, passive aggressive needs to control, and rigid categories are just a few of the many ills ready to subvert [a learning] conversation.”
Conversations Build Community
German sociologist Niklas Luhmann describes human community as “a network of conversations.” From this perspective the best way to nurture community is to facilitate and sustain conversations.
Margaret Wheatley argues that “It is only through conversation that we connect.”
What are Quality Conversations?
Organizational analysts Brown and Isaacs asked effective leaders to describe quality conversations. In response the common characteristics were listed as:
- a sense of mutual respect
- taking time to talk and reflect on what is really important
- listened even when there were differences
- accepted and not judged by the others in the conversation
- exploring questions that mattered
- developing a shared meaning that wasn’t originally there.