- File Size: 3103 KB
- Print Length: 142 pages
- Publisher: Gauthier-Kenley Partners; 2 edition (January 17, 2014)
- Publication Date: January 17, 2014
- Sold by: Amazon Digital Services LLC
- Language: English
- ASIN: B00JE4FRHY
- Text-to-Speech: Enabled
- Word Wise: Enabled
- Lending: Enabled
- Amazon Best Sellers Rank: #546,026 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
Actualizing Evolutionary Co-Leadership: To Evolve a Creative and Responsible Society Kindle Edition
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The book itself reads like an academic work, with extensive literature and historical review, combined with a personal journal of self-discovery and a number of personal, interpersonal, and systemic practices. There is no escaping his obvious conclusion that co-leadership, and only co-leadership, is the necessary next stage of leadership that will literally save human civilization and our planet.
Some might initially think co-leadership implies two leaders, as in co-CEOs of a company. We generally get co-CEOs when a board does not have what it takes to make clear who it has chosen to hold accountable for performance of a business. To Gauthier, co- means several, or many, not just two.
My own experience is that a single leader can only do so much alone and that it takes three to seven top players with distinctly different strengths to pull together as one for a common cause in order to accomplish anything significant. This insight is the same as Alain’s. He goes on to say that the point applies whether co-leaders are running the same organization, running different parts of the same organization, or working across organizations. This is a powerful and important insight.
For example, no one person or organization can solve the California water problem. It will take a league of leaders from across public and private sector organizations working together. Can something of this magnitude ever happen? More likely than not, it already has.
For example, when the founding fathers crossed the aisle and worked together to launch their little experiment even though they did not always agree with each other on everything. Gauthier introduces us to an appealing concept, the unity of opposites, which may help explain how and why such a configuration of talent can accomplish great things.
Gauthier also identifies that facilitation is a form of co-leadership. While I have experienced the great value of being helped by a strong facilitator, it had eluded me to think that the tandem of leader and coach are every bit a co-leadership architecture as a CEO-COO-CTO-CFO team.
Those interested in the history and future of a leadership approach with great power and potential that is still just coming into its own should read Gauthier’s book.
PeterD - Author of: Manage to Lead: Seven Truths to Help You Change the World.