Hi, my name is Mike Jay
Since 1987 years I have been developing a leadership model based on the wide application of leadership in every venue you can imagine--globally.
If you're interested and want to keep up with our development of this generative leadership model, answer a question for me after entering your name and email below, I'll send you some information about this system.
Generati: The Art & Science of Generative Leadership
The question I'm going to answer is “how will who lead whom to do what, when, where and why.” This question comes in part from the work of Dr. Clare W. Graves, an obscure researcher at Union College in Schenectady , New York , as modified by Spiral Dynamics® founders Don Beck and Chris Cowan. I've added pieces to the question to illustrate that leaders and even managers must answer questions about the who, what, when, where, why and how of being, doing, having and becoming every day.
For the past 20 years as a professional coach, consultant and accomplished entrepreneur, I've found myself and my clients attempting to answer this question. I've studied pundits, gurus, leaders, managers, coaches and the people who suffered and prospered behind them. In spite of all that, I've found 5 things a “generative” leader, or manager must do in order to manage and lead in the 21 st Century of complexity.
These five leadership “metacompetencies” crossover all domains of action and are present in each one of our lives, personally, professionally, in our businesses, and in our networks, social and otherwise. While I can do nothing more in this short overview than provide you with the schematic, the nuts and bolts are worth pursuing and perfecting.
Steven Hawking, the renowned physicist said that the 21 st Century would be known as the Century of Complexity. Without going into depth, there are two things that are basic to complexity which managers and leaders must be concerned about: change and uncertainty. They appear in every molecule of the present and will be present in the unfolding of the future. You, nor I will be able to predict either one. Without these predictive abilities, how are we to help our families, professions, businesses or organizations thrive?
Two keys: resilience and generativity.
Whatever we do in managing and leading ourselves and others, we have no choice but to promote our ability to be resilient; adaptability in high change environments; to function in uncertain conditions; and our capacity to be generative—to solve more problems than we create. Notice I didn't say it would be easy. I have been able to provide you with the essential components in a model I've named Generati. This name reflects more than just a model of leadership, but a model of living differently in an age where sustainability may be more important than any other factor.
The Generati Toolkit
Five metacompetencies: competence about competencies.
Attention is the trim-tab of leadership. Without it, the rudder will break under heavy loads. Attention has five competencies which explains how we pay attention: information, time, energy, action, and memes. Memes being a “cultural&rdquo unit of instruction like: the customer is always right, or “don't talk to strangers”, or “this is how it's done around here”, as examples. Attention is about the ITEAM. People say there is no “I” in team? They are incorrect. If you don't attend to your information, time, energy, action and memes, and those of others, there is no team at all.
Intention has nine components: assumptions (current), vision (future), values (present), and principles (past), which make up what I call “Identity”. Strategic direction (compass headings), key success factors (metrics), goals (tasks—what by when), and standards (minimum operating levels) make up what I call strategic intention. Identity and Intention are linked by Purpose. That's nine competencies that orient the leadership and management system from its core to completeness.
Alignment: includes ten competencies that serve a person or an organization in steering the ship. Motivation, development, function, instrumentation, reciprocation, integration, differentiation, experience, emergence and energy. Ten essential components of alignment. It was Nietzsche who said, “if the why is big enough, the how doesn't matter.” Philosophy aside, in an age of uncertainty, a ship without a rudder and a navigator go nowhere.
Capability is the engine of leadership. Listing these fourteen competencies does little justice to creating capability, but this overview permits only a glimpse at the system. Self-Knowledge, Constructiveness, Proprioception, Mindfulness, Inquiry, Simplicity, Reality, Leverage, Tension, Detachment, Humility, Actionability, Strategic Focus, and Dynamic Engagement.
The language of leadership
Coaching. In the end, I found the beginning. Generative leadership begins and ends with coaching. The reason I call it the language of leadership is it's profound ability to work across conflict, problem solving and practicing required for development. While coaching can be prescriptive when used as such, it's profoundly more efficient and effective when used developmentally. Simply, coaching is executed through listening, observing, discerning, modeling and delivering; made up of feedback, questions, statements, challenges and ideas.
How will who lead whom to do, be, have and become what, when, where and why? No other question is more profound, or easier to answer if you employ generative leadership to create resilience and sustainability.
Want a next step?
Stay tuned for our program announcement.
If you registered and answered the question we asked, you'll be contacted automatically.
Thank you for your interest in this Planetary Initiative.
Mike R. Jay, Creator of Generati