A silhouetted group gather around an outcrop, the sun low in a yellow sky.

From Narrow to Innovative Leadership and Diverse Organisations

By Chally Kacelnik

At LKS Quaero’s Meeting the Challenge of Amalgamation forum in Sydney in February this year, speaker Jeff Tate shared insights from his extensive experience as a local government expert and former CEO of two South Australian Councils. Listening to Jeff, I was interested in how he tackled gender imbalance in leadership roles when he was a CEO.

I caught up with Jeff after his talk and asked how he found a solution for something so pervasive and that affects people’s whole career paths.

The answer was really simple: you choose candidates based on their skills and capabilities, not a narrow range of previous job titles. You pick the person who’s best for the job, who is not always the person who has had the most normative career path.

This means that you get the right people in the right roles, with a range of life experience and ideas, and you get a more robust, more interesting organisation. In fact, you can apply this sort of thinking to many things in organisational life. If you critically examine your assumptions rather than retreating to the safety of what’s always been done before, you end up with the best possible organisation. This can’t be done by only looking at what’s already been done, but by considering all the possibilities.

So why do we make assumptions about people’s value that limit both people and organisations?

A group of people stand on top of a rock formation against a blue sky with small white clouds.

(Un)surprising Findings from Google’s Quest to Build the Perfect Team

By Sam Robinson

A recent article in the New York Times Magazine, “What Google Learned From Its Quest to Build the Perfect Team,” breathlessly told us about ‘new research’ that revealed surprising truths about why some work groups thrive and others falter… and then told us what we knew already about the most highly effective teams.

That’s not a bad thing at all – in fact, it was deeply satisfying to read about yet more evidence that the strength of shared beliefs within teams is the key to that team working well together. This has actually been known for many years and documented extensively in Systems Leadership: Creating Positive Organisations, but perhaps not in the same terms.

The article refers to ‘psychological safety,’ a group culture that the Harvard Business School professor Amy Edmondson defines as a ‘shared belief held by members of a team that the team is safe for interpersonal risk-taking’.

We tell our clients that culture isn’t simply “what we do around here,” nor is it a complicated abstracted academic concept encouraging analysis only and not action.

When I discuss culture with clients, it’s about “culture” as a group of people who share beliefs about behaviour that (members of the culture believe) demonstrate positive and negative values.