We have to create our own futureWe have to create our own futurePeople are realizing that they are a force of People are realizing that they are a force of nature and essentially free to create their lives nature and essentially free to create their lives

however they want them to be.however they want them to be.To realize the extraordinary power of a To realize the extraordinary power of a group of group of people who, securely rooted in their people who, securely rooted in their

individual creative power, bond together individual creative power, bond together to to collectively bring into being a vision that collectively bring into being a vision that none none could accomplish alone.could accomplish alone.

METONIC ORGANISATIONMETONIC ORGANISATION

A metanoic organization is oneA metanoic organization is one

that has undergone a fundamental shift of that has undergone a fundamental shift of orientation orientation

from the individual and collective belief that from the individual and collective belief that people must cope with life and are, in the people must cope with life and are, in the

extreme, helpless and powerlessextreme, helpless and powerlessto the conviction that they are individually and to the conviction that they are individually and

collectively empowered to create their future collectively empowered to create their future and shape their destiny.and shape their destiny.

LEADERSLEADERSA metanoic organization calls for leaders who have A metanoic organization calls for leaders who have developed themselves beyond personal mastery to developed themselves beyond personal mastery to

organizational mastery; that is, organizational mastery; that is,

they have the ability to sustain a collective they have the ability to sustain a collective vision and vision and

work in union with others to bring it work in union with others to bring it about. about.

LEADERSHIPLEADERSHIPLeadership in a metanoic organization functions Leadership in a metanoic organization functions

principally in three areas. principally in three areas. The leader is the custodian or steward of the The leader is the custodian or steward of the organizational vision.organizational vision. The leader empowers and coaches others to create The leader empowers and coaches others to create

what they want; that is, to be true to themselves what they want; that is, to be true to themselves and to expend their life-energy creating results and to expend their life-energy creating results worthy of their human spirit. worthy of their human spirit.

The leader is a creator of structure. The leader The leader is a creator of structure. The leader maintains and shapes structures that channel the maintains and shapes structures that channel the creative energy of everyone toward producing creative energy of everyone toward producing the the results to which they are all committed. results to which they are all committed.

LEADERSHIPLEADERSHIPTo focus on creating a truly collective vision to To focus on creating a truly collective vision to

which everyone can wholeheartedly commit himself, which everyone can wholeheartedly commit himself, and on empowering members to create the results that and on empowering members to create the results that

they as individuals want to create.they as individuals want to create.Many do not work with the often unnoticed elements Many do not work with the often unnoticed elements of structure, such as beliefs and values, that are central of structure, such as beliefs and values, that are central

to focus and unifying human energy. to focus and unifying human energy. One major challenge for the metanoic leader is to One major challenge for the metanoic leader is to

help weave the many threads of individual vision into help weave the many threads of individual vision into a collective fabric which is satisfying to everyone’s a collective fabric which is satisfying to everyone’s

personal vision.personal vision.

LEADERSHIPLEADERSHIPMetanoic organizations seek a vision to which everyone in Metanoic organizations seek a vision to which everyone in the organization can wholeheartedly subscribe. In the quest the organization can wholeheartedly subscribe. In the quest

for an organizational vision, a leader’s own vision may indeed for an organizational vision, a leader’s own vision may indeed evolve and change during the group process each person’s evolve and change during the group process each person’s vision for the organization can be as vital as any other’s, vision for the organization can be as vital as any other’s,

because it is in the differences between these visions, as well because it is in the differences between these visions, as well as in their similarities, that the underlying purpose of the as in their similarities, that the underlying purpose of the

organization is clarified.organization is clarified.Each person’s contribution is vital to that clarity; each person Each person’s contribution is vital to that clarity; each person

participates in the leadership of the organization, whether or participates in the leadership of the organization, whether or not they occupy formal leadership roles.not they occupy formal leadership roles.

LEADERSHIP-AlignmentLEADERSHIP-Alignment The desired state of alignment is one in which The desired state of alignment is one in which people can freely commit their life energy to a people can freely commit their life energy to a

certain collectively desired result (an organizational certain collectively desired result (an organizational vision).vision).

It is a state in which individuals realize that the It is a state in which individuals realize that the actions they desire to take will allow them to be actions they desire to take will allow them to be true true

to themselves as well as to their organization.to themselves as well as to their organization.The leader’s custodial role is, first, to see that a The leader’s custodial role is, first, to see that a

genuine organizational vision emerges and, genuine organizational vision emerges and, second, second, to make sure it remains alive and well. to make sure it remains alive and well.

In metanoic organizations, leaders create an In metanoic organizations, leaders create an environment for alignment by evoking from the environment for alignment by evoking from the members a collective vision to which they can all be members a collective vision to which they can all be committed.committed.

Alignment is a natural byproduct of a group of Alignment is a natural byproduct of a group of people striving together to achieve a lofty vision. It people striving together to achieve a lofty vision. It happens when people are focused on a common happens when people are focused on a common objective that they also see as in some way fulfilling objective that they also see as in some way fulfilling their own personal visions.their own personal visions.

People cannot commit their energy to a compromise People cannot commit their energy to a compromise or particularly, to something that falls short of or particularly, to something that falls short of allowing them to express their personal life allowing them to express their personal life purpose.purpose.

LEADERSHIP-AlignmentLEADERSHIP-Alignment

LEADERSHIPLEADERSHIPAs a leader, it is essential for you to verify whether As a leader, it is essential for you to verify whether you are committed to the organization’s purpose you are committed to the organization’s purpose and and vision. to the extent that you pretend to be, vision. to the extent that you pretend to be, you will you will be manipulating yourself and others. Moreover, you be manipulating yourself and others. Moreover, you will be unable to enroll others in it.will be unable to enroll others in it.The second major function of leadership in a The second major function of leadership in a metanoic organization is to enable others to metanoic organization is to enable others to come into come into the full presence of their own creative the full presence of their own creative power. The power. The essence of personal power is to see essence of personal power is to see clearly what clearly what you want to create and then to habitually mobilize you want to create and then to habitually mobilize your resources to manifest that vision. your resources to manifest that vision.

LEADERSHIP-empowermentLEADERSHIP-empowermentWhen empowering others, the leader’s task is to help them When empowering others, the leader’s task is to help them determine what is truly important for them and the results they determine what is truly important for them and the results they will commit themselves to bringing into being.will commit themselves to bringing into being.This requires that you have a relationship of trust and This requires that you have a relationship of trust and truthfulness with them that you are on the level with them, and truthfulness with them that you are on the level with them, and are willing to let the chips fall where they may. If the vision are willing to let the chips fall where they may. If the vision captures their spirit, they will enroll themselves. If not, they captures their spirit, they will enroll themselves. If not, they won’t.won’t.Evoking creative potential from people and calling them Evoking creative potential from people and calling them personal mastery involves continually and gently coaching personal mastery involves continually and gently coaching them to clarify the results they truly want and encouraging them to clarify the results they truly want and encouraging them to mobilize their resources to pursue those results.them to mobilize their resources to pursue those results.Coaching people to create what they truly desire is inherently Coaching people to create what they truly desire is inherently non manipulative because, at any moment in time, the power non manipulative because, at any moment in time, the power remains in the hands of the individual being coached. remains in the hands of the individual being coached.

LEADERSHIP-creating structureLEADERSHIP-creating structureThe third principal role of a leader in a metanoic The third principal role of a leader in a metanoic organization is to create structures conducive to organization is to create structures conducive to creating desired results.creating desired results.Structure largely predetermines organizational Structure largely predetermines organizational behavior and performance and is, therefore, very behavior and performance and is, therefore, very important, since poorly designed organizational important, since poorly designed organizational structure will tend to limit energy flow among structure will tend to limit energy flow among members and thwart inspiration.members and thwart inspiration.Aligned, personally masterful individuals not only Aligned, personally masterful individuals not only create directly what they want, they also create create directly what they want, they also create personal structures that are conducive to creating these personal structures that are conducive to creating these results. results.

Personal &organizational structuresPersonal &organizational structuresSeniors clearly responsible Seniors clearly responsible Rewards and incentives Rewards and incentives Compensation and performance review systems Compensation and performance review systems Personal and organizational goals Personal and organizational goals Belief structures Belief structures Values Values Habits or normsHabits or normsThe availability and flow of information The availability and flow of information Physical processesPhysical processes

Personal &organizational structuresPersonal &organizational structuresBuilding structures that channel their personal energy Building structures that channel their personal energy toward their visions, they also create structures that toward their visions, they also create structures that channel the energy of everyone toward producing the channel the energy of everyone toward producing the results to which they are all committedresults to which they are all committedThe power and beauty of these personal and The power and beauty of these personal and organizational structures is that, once constructed, organizational structures is that, once constructed, they operate almost automatically and require very they operate almost automatically and require very little conscious attention.little conscious attention.These contradictory structures do, in fact, cause us to These contradictory structures do, in fact, cause us to work at cross purposes and expend our creative work at cross purposes and expend our creative energies getting nowhere, structural conflict in energies getting nowhere, structural conflict in organizations is generally viewed as undesirable.organizations is generally viewed as undesirable.

Personal &organizational structuresPersonal &organizational structuresIt has been said that over 80 percent of apparent It has been said that over 80 percent of apparent personality conflicts in organizations are, at their root, personality conflicts in organizations are, at their root,

structural conflict.structural conflict.The job of leadership in a metanoic organization is to The job of leadership in a metanoic organization is to keep the primary structures, such as goals and values, keep the primary structures, such as goals and values, continuously in the organizational focus, so that a continuously in the organizational focus, so that a conflict among subordinate structures is always conflict among subordinate structures is always viewed from the larger focus.viewed from the larger focus.Leaders should always be seeking to identify those Leaders should always be seeking to identify those structural conflict that are, in fact, dysfunctional structural conflict that are, in fact, dysfunctional and should be dismantled.and should be dismantled.

Personal &organizational structuresPersonal &organizational structuresInspired performance is a function of inspired people Inspired performance is a function of inspired people operating with vision and purpose in well-conceived operating with vision and purpose in well-conceived organizational structures, those that are designed organizational structures, those that are designed primarily to foster the creation of a collective vision primarily to foster the creation of a collective vision and to channel the creative energies of everyone and to channel the creative energies of everyone toward producing the results to which they are all toward producing the results to which they are all committed.committed.

Personal &organizational structuresPersonal &organizational structures Great organizational leaders, like great scientists, Great organizational leaders, like great scientists, use intuition and reason to complement each other. use intuition and reason to complement each other.

They guide their analyses with their intuition, and they They guide their analyses with their intuition, and they verify their intuitive insights with rational analysis.verify their intuitive insights with rational analysis. Although formulating an organizational vision is Although formulating an organizational vision is

paramount, the other two leadership abilities – paramount, the other two leadership abilities – enrolling and empowering others and designing enrolling and empowering others and designing

functional structures – are just as essential..functional structures – are just as essential..

Personal &organizational structuresPersonal &organizational structuresA system may be defined as the web of A system may be defined as the web of interrelationships between elements that work together interrelationships between elements that work together for some purpose. for some purpose. The structure of a system influences performance, The structure of a system influences performance, independent of the individuals involvedindependent of the individuals involvedThe structure of the whole system governs, if not The structure of the whole system governs, if not determines, the total organization’s performance. determines, the total organization’s performance.

Systems ThinkingSystems ThinkingThe first has to do with the tendency of a system to The first has to do with the tendency of a system to resist attempts to change its performance, even when resist attempts to change its performance, even when those changes would be “for the better”. those changes would be “for the better”. This characteristic is at the root of many failures of This characteristic is at the root of many failures of our well-intentional efforts to upgrade organizational our well-intentional efforts to upgrade organizational performance,performance,The harder you push, the harder the system pushes The harder you push, the harder the system pushes back. back. At the root of this phenomenon is a quality called At the root of this phenomenon is a quality called “compensating feedback.” Efforts to increase “compensating feedback.” Efforts to increase performance are fully compensated for by the system performance are fully compensated for by the system as a whole.as a whole.

Systems ThinkingSystems Thinking Leverage points are thus generally found in a part of Leverage points are thus generally found in a part of the system distant from the first manifestations of the system distant from the first manifestations of symptoms.symptoms. In metanoic organizations people realize that the In metanoic organizations people realize that the structure of the system, although abstract and difficult structure of the system, although abstract and difficult to observe, is vital to performance. to observe, is vital to performance. They understand that leverage points in complex They understand that leverage points in complex systems can be terribly unobvious and far removed systems can be terribly unobvious and far removed from the observed symptoms. from the observed symptoms.

IntuitionIntuitionIntuition is a key to creativity and its development is Intuition is a key to creativity and its development is

vital to a metanoic organizationvital to a metanoic organization They create an environment that nurtures intuitive They create an environment that nurtures intuitive development along with rational analysis. They recognize development along with rational analysis. They recognize intuition’s vital role in personal vision, alignment, and intuition’s vital role in personal vision, alignment, and systemic thinking.systemic thinking.People’s intuitive sense of the consistency between People’s intuitive sense of the consistency between alternative objectives and personal purpose guides their choice alternative objectives and personal purpose guides their choice of personal and organizational pursuits.of personal and organizational pursuits.As individuals deepen their intuitive awareness of each other, As individuals deepen their intuitive awareness of each other, activities fall into an easy, almost unconscious activities fall into an easy, almost unconscious synchronizationsynchronizationAs an organization becomes more accepting of intuitive As an organization becomes more accepting of intuitive modes of comprehension, alignment can develop in ways modes of comprehension, alignment can develop in ways appropriate to business appropriate to business