open organizational model

See the following -

Optimal Flow: Building Open Organizations Where Leaders Can Emerge

Previously in this series on open organizations and talent management, I've discussed the importance of cultivating an organization's open leaders by getting out of their way and letting them flourish. As someone invested in developing your organization's next generation of leaders, know that your goal here isn't to be entirely "hands off"; instead, your goal is to spend time building the systems and processes that help new leaders find their footing and unleash their passion. The truth is that leadership talent rarely develops on its own. Building these systems and processes is critical during your open organization's hybrid phase. In this article, I'll discuss what that means and why it's so important. I'll also offer a few crucial questions you should be asking yourself as you nurture talent during this phase of your organization's transformation.

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To Nurture Open Leaders, Managers Must Learn To Let Go

In my previous article on talent development in open organizations, I explained how senior and upper-level managers can help young leadership talent develop without taking an entirely "hands off" approach. The truth is that leadership talent rarely develops on its own, and if organizations wishing to become more open want to see open leaders thrive, upper management has a specific job to do. It must create balance-not only between the organization's conventional management principles and more open ones, but also (as I've explained before) between reason and feeling, head and heart. In other words, this involves creating a balance between individual ego and collective needs. These are the primary conditions for getting the entire organization moving in an open direction.

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What Next-Generation Leaders Expect: The Choice To Work Openly

Earlier in this series on talent management, I argued that emerging, talented leaders need space to flow to those places in the organization where they add value based on their unique talents and intrinsic motivations. If the organization's management and senior management set the right examples, extend trust, and listen, they can greatly accelerate the organization's transformation to a more open culture. But talent needs access to an organization's cliques and inner circles, its boards and executive teams, to really kickstart the kind of collaboration and mutual learning that will move the organization forward and create sustainable succession.

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