17 Burst results for "Dr Kathleen Allen"

"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

01:46 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Right there just simply look for dov barron leadership and loyalty podcast find out how you can hire me dr baroness a speaker. Australia's bureau denies ation. You can find me at full. Monty leadership dot com forward slash consulting of full monty leadership dot com com forward slash speaking the research consistently shows that the fastest growing companies face the challenges the udu spending a fortune in <hes> money in energy time attracting training and developing the tone only leaving alarming rate if you're frustrated with investing all that time money energy and effort and and having people leave before you get your ally then come told to us at full monty leadership dot com well we provide the essentially ship skills to rekindle amplify the hidden blows yes inside your organization by tapping into purpose full monty leadership dot com because you count outsource authenticity also also remember to stop by the matrix matrix full monty leadership dot com. Don't need a triple w. Just matrix like the movie dot full months dot com and get your authentic leadership matrix self assessment tools for you to assess the five areas of leadership and see where your true strengths ours volleyed one hundred ninety dollars absolutely free you wanna thank you chris sharing the show with everybody you know so next time. Stay curious. My friend curious about how nature is your natural teacher teacher of the highest possible level of leadership. I'm dov barron henschel assist you tapping into greatness threes the next level of clarity the focus purpose and profit in your business life and your leadership him back. I am out uh..

dov barron Australia one hundred ninety dollars
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

01:48 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Viewers now. Listeners can find out more about you and all of your wonderful resources well <hes> you can if you're really fascinated with nature's design and regenerative systems you can read my book leading from the roots nature feature inspired leadership lessons <hes> for today's world. The leading from the roots is a it's a roadmap for people who wanna bring the the nature is designed and living systems leadership into their organizations. You can also check me out on my website. Kathleen allen dot net <hes> um. I'm on linked in and twitter but i would love to attract you into reading my my blog so he can go to my website again w._w._w. Kathleen athlete alan dot net and <hes> once a week. I send out a nice little nugget around something that we can learn from nature to kind of stimulate relate. You're thinking and keep you on on focus around a applying these ideas to your teams so so i said we will definitely post over links to that in in the show notes but again. It's triple w. Dot kathleen alan dot com and i'll let sorry dot net out for you so k. a. t. h. l. e. n. A. l. e. n. and yes dot net dot dot net so kathleen alan dot net. Please go over that. Take a look. There's a ton of great resources and again we want to thank you got lean pleasure and an honor and hope you'll stay with the end and of course you can hang out with other consciously and chat about this episode the one you've been listening to or watching i'm already past episodes by on facebook page and and chatting

"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:48 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Direction instead of receiving help and mutual support i i had to get i had to <hes> be laid up for about three months to face that demon to face the fear that if i needed help nobody would be there that was the fear here and when i <hes> needed help because i couldn't get around because they had a blood clot and somewhere applications i was stunned at the number of people people who came over and weeded my garden and food shopping and cooked for me and it was i had it was a beautiful way to face and blow up that fear and beautiful the community will support you if you let it basically one of the things i've said to the leaders that i work with because as you know as league is a bit of an issue with control and one of the things i will. I will say to them. If you really want to find out how much control oh you have give it away. It's no and if you give it a while. It will be taken away. Wow i 'cause i landed on my head you know over my dizzy heights and you get smashed basis and suddenly you don't have any control and you suddenly realize where you actually have control and where you actually need to give ebitda hal up because it doesn't matter because people will support you and as though real leadership without the reciprocity to receive as well as give if you will see two the only gives whether you're giving your advice or your authority or whatever it is you're freaking control-freak not only in the reciprocity the of receiving you allow other people to lead and that's what this this collective. I love the you. Talkin about. Reciprocity is interesting because that's the third thing that i think <hes> is photosynthesis in our organization reciprocity authenticity and higher purpose and when we have those three things going we can unleash this human energy and turn it from a negative polarity to a positive or from a neutral to positive energy source in our organization so fabulous ellis metaphor as we we're finishing up here just want you to ask you please the you've shed so many absolute salute gem zero but again as i said i understand people listen to podcasts in cows and they're doing other things. I always like to say. Tell us something something that can do right now. That's practical. I can do something within the next twenty four hours so they could put into action to really begin to integrate this wonderful knowledge sharing that you've done with us today. What would that guidance be. That's a beautiful question. I think one thing you could do would be to <hes> not start. We're noticing <hes> you could take a walk in nature you could <hes> sit on your front porch and watch trees wind water and just notice how nature what is happening in nature when you think of a coffee cup. It's it's a <hes>. It's an object its own -able. I don't have to ask permission. It doesn't care about about relationships. I can move it wherever i want but when you go into a forest it's moving all the time there are if you wanna learn about living systems i would say take a take some time walking or sitting in nature <hes> sitting quietly nature chur invites us to stay there long enough so that the natural rhythms of that forest ecology or prairie will come back and the insects insects will start to buzz again and the birds will will <hes> start talking to each other and just notice and then ask the question. How can i bring this into to my my space. My organizational leadership space you know i think the <hes> is super simple but extraordinarily profound and i think that <hes> as as it was said many many years ago that is simple but not easy to so you you will not do this once you will do this many times before you even notice but once you're but once you commit to noticing it from a context of of leadership. How is this where i'm sitting right now..

front porch twenty four hours three months
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:47 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"That thing that might push a few buttons but it's just just it's so true you know for you. It's fundamentalist <unk> rapist opinion. We have to bring our humanity back into a workplace. I think the <hes> this the the ease in which we objectify people and identify who counts and who doesn't count in our society is appalling to me and <hes> <hes> i i <hes> i think at the root that kind of separation that we experience and this shame blame mm-hmm and guilt game or pointing fingers game that we engage with our political rhetoric is often founded on that i think <hes> we have to shift the narrative and the narrative has to shift from self interest to come to interest that enhances or creates conditions conducive to the future and at saf couldn't agree more. It's fabulous. Thank you very much. You you asked is to write a single question that everybody must answer life's final test. What is the question. What is the legacy that you've left can be better than that kind of makes what makes kathleen cry flats really sentimental tv ad it. I think <hes> i tear up when i see authentic connection between people and when i see people coming together for a higher purpose that will <hes> create something better for their kids their grandchildren. They're great grandchildren. I think that when we are connecting our future to the the the kids in the nephews nieces says grand nephews nieces that that are part of our family system we we can see the future and our and the critical need that we have to shift the way we're thinking now because it's going to impact them and that's that relationship that love that comes through a family system is is very powerful and it makes me cry when when we see those kinds of beautiful dancing with the universe kinds of things that happened that connect us to each other now to the past and the future we'll makes makes kathleen cry. I laughing. I'm a horrible monster that i love people who are really great at <music> singing the humor in everyday occurrences. I've got really good friend. Who's just beautiful at that. He can't tell a joke worth anything but he can lift up the irony or the the the subtle humor of ordinary time and <hes> he does it with such succinctness and beauty that he can make me laugh until i cry. That's fabulous. What is the most guess word would would be difficult but the most difficult in a demon you've had to battle <hes> because i think leadership is people who are who <hes> courageous outside but are also courageous inside the real leaders of a face dragons and are let me let me i facing now dragons on a daily basis. I think one inner dragon for me was i was always much better are at giving than receiving but distributive leadership to truly <unk> unlock the magic of the system. You have to be vulnerable. Oh and you have to ask for help and that was really tough for me. You know i kind of grew up in a time when i tend to be the only woman on the leadership team or in the director group and they're that kind of carried lessons and i felt that i needed to be all put together <hes> <hes> which kind of goes to the second demon which is perfectionism and <hes> you know but when you're striving to be perfect always always in control and always in the giving.

kathleen director
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:22 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"We can throw structures in processes but literally our free resource is human energy and then i think leadership is our photosynthesis and there are three he kind of characteristics that i think unleash and change the polarity that people bring to their organizations one of them is <hes> <hes> authenticity so the more our our relationships are the less self serving or self protective or fear base when and that stuff goes away and we begin to have these more transparent authentic relationships it unleashes some of that positive energy. The second is a higher a your shared purpose. I write about this in the book. It's a very simple old story of interviewing three bricklayers and you talk to the first bricklayer and ask what he's and what are you doing. He says i'm laying brick. You go to the second one between wall and you go to the third one as cam. What are you doing. He's doing the same tasks usc as the other two but he says i'm building a cathedral he saw higher shared purpose and he saw how his day to day work contributed to that higher higher purpose and i think that higher purpose is what also invites and brings this positive energy into the workspace and i think that a purpose <hes> higher shared purpose is different from mission or a vision because a purpose actually as an articulation of how a your organization connects to the envir- the larger environment that it's operating so our organizations are not silo d- just like are the inside inside of organizations aren't silo d- we are connected to the communities that were doing business in we're connected to the the environment that we're gaining our resources uses from and when we saw purposes a statement of how we can have this connection is manifested and i used to go into leadership teens means and ask them to identify what is the purpose of your leadership team and you know people would be kind of stunned but eventually they'd get to kind of a superficial statement of what it is <hes> and so i stopped asking that question i started asking what is the deep need. Your leadership team is here to respond to and then that got us to a deeper level like we're here to fiercely defend the future capacity of our organization or were were here to contribute to the larger community and oftentimes we lose as our organizations grow we lose the core reason why are organizations were put into place in the first place but almost all organizations start with a deep need that they see that they design and organization to fill and the deep need isn't in themselves. The need is literally in the community that they are in relationship with whether it's the global or not and then a final is always global so yeah this is fascinating of we are already close to the end of the show and you know and you you and i can it could go for several more hours on this without any <hes> any chance so it's it's a wonderful conversation but we have to move into a lightning round. Okay okay lightning round. Yeah go for it. Okay good so lightning round. We ask questions that <hes> maybe a a little off topic but maybe not what are you presently most curious about. <hes> this regenerative design <hes> i'm deeply. I'm curious. About how do i help change people's mindsets so that they can begin to see the possibility of redesigning designing their the way they think about leadership in organizations and communities so that we can deeply and quickly move in this direction fabulous in a in a time that we live in which is a time where everybody's offended by anything and everything. What is your bravest opinion. My my bravest opinion.

"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

01:49 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Photosynthesis us to translate this free resource into something that sustains all life on this planet sunlight falls on the moon. You know there's no green up there no photosynthesis to turn it into something that fuels life so it falls on literally barren soil and and i think organ in organization so one is you know what is the what are our generous acts. I mean the fact that this this system is generous. Instead of self serving is really stunning and i think it's part of one of the reasons why it's a regenerative hundred of system. It's it continues to regenerate because there's this generous generosity and reciprocal relationships that keep evolving and building the system but then the sunlight design piece began caused me to start asking the question will does or do organizations have a version the sunlight a free resource new energy resource in organizations an asset that we aren't really tracking and don't really you know or aren't really leveraging or unleashing i after lots of reflection eventually came to the place that i think it's human energy that every monday morning our employees decide whether they're going to bring positive negative or neutral troll energy to their workspace and when we you know any change any adaptation any evolution any high performance system actually requires energy and <hes> we can throw money at it we can throw supervision we.

"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

03:32 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Your organization and the talent that you have i had a friend who was in banking and he was stunned when he saw how much amazon paid for zappa shoes and he was so struck doc by how the the buyout figure was much higher than what he could he could track in terms of tangible assets and so we decided to go visit visit them and fundamentally what he realized is that they're trading. The higher value is all embedded in culture that culture of innovation the code and that's all all driven by people so if you're trying to build a company or sustain a company or grow a company around <hes>. You're that kind of additional gap that you're trading your trading on its trading on your people and if you objectify your people they basically will understand that okay. I'm an object in this organization and therefore an object is so who owns this this organization and then they look to the leaders and they say oh well. You're getting the big paychecks you must own the organization and when you come to me and say would you please engage in help me solve this problem. They look around and they say hey. I'm an object you own the organization. This is your problem. Why should i show up exactly and then that is really the thinking at the core around our engagement problem is that we have have leaders who may be object defying the employees and the employees know that and so they don't engage because it's not their problem or you can have it in flipside. You can have a leader who sees living -ness of the system but the employees through their their experience you know past experience <hes> think that they're they're objects instead of a human being and then the employees are holding that objectification instead of leadership and sometimes we can see it within leadership teams where absolutism are are highly are are working from living system frame and then some are looking at it more from objectified frame and those folks that that that hold the object they their team suffer from it but also they don't cooperate and literally work from an interdependent framework with their colleagues on the leadership team and so you can have five divisions that are highly innovative and one division that is stuck in this kind of objectification frame and that that division one division keeps jerking literally jerking the interdependence of the system that brings that brings me to something from your book that i think is befitting at this point which is a couple of things speak about in the book. Ah organizational sunlight and photosynthesis of the organizations talk to us about a little bit about that. I'd love this frame for a number of reasons. One is nature starts with generous act and that generous act is a free resource called sunlight eight and the energy of sunlight but the less seen jenner seven generous act is that it requires active engagement in the form of photosynthesis.

amazon zappa jenner
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:16 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"That's designed to continually regenerate adapt evolve so if we're going to look at prophet in nature nature would defined prophet is evolution of the whole system. Wow it's loud so that again nature would define prophet as the evolution of the whole all system so what happens in nature is that as <hes> we have some disruption it forces an adaptation tation and those adaptations bill more specialization in the ecosystem and that ecosystem than with specialization becomes more diverse first and then it becomes more complex. It's kind of like a spiral and then after it gets more complex you begin to realize as species that it you don't <hes> if used to just harvest all of your own nutrients that in this greater diversity kind of like food web that one mm species waste can be your fuel your nutrients and so it then it begins to shift towards interdependence and then you build these a predisposition to cooperate because you begin to see these reciprocal relationships that instead of extracting resources from the soil which is what previous ecological stages do they begin to exchange resources among the living species in an ecosystem system and then they start contributing back to the soil so that's where you begin to get to the generative design and then that's where you get to emergence and new synergy oh gee and then the whole system evolves and has more capable of being a resilient thriving system and able to handle disruption without losing function see i stunning it. Is i think if people could i mean i highly recommend that people do reach out to your ram gonna make sure that they know how to do that but if they could just grasp that piece that you just gave their on those five levels and and the the self reflection and the organizational reflection of these five levels to say you know if we're really honest about this you know you might not believing global warming. Oh you might believe in global warming but you might think it's got nothing to do with mankind. Whatever you believe that's let's finance your stuff but you can self assess and you know the truth of the matter is we are either operating as beings who are always looking after self fine you wanna do that but there's a cost all cost operating at inch a inside of a system and we understand that were part of that system and it's not the cost of the individual because that's how the mind works the mind mind says oh well if i'm part of the collective than of lost the self well you kind of do in an intellectual sense but you don't in the truth you grow and you become tom bigger so well and i it's actually give up the restrictions of being right the the thing well and why do we have why do we i keep defaulting either or you know <hes> i used to work at a benedictine college here in minnesota and they their their whole community fifteen hundred years of finding a place putting their roots down place looking up to see what needs to happen in that place when you look at how that community works it's filled with these tensions of individual freedom and community of a conversation and and core values so you keep adapting an event and inventing with the current generation but it's always within a framework of deep wisdom and core values of the community so they it's filled with these kind of creative tensions is kind of how i look at it. Look at it and i i think if you just didn't if you wanted to take climate change right out of this and just say okay look at those stages and look at.

minnesota fifteen hundred years one mm
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

03:57 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Our communities are <hes> educational systems are nonprofits all the way across usc 'cause that gets us to regenerative a regenerative world as opposed to a world. That's degrading as we speak so you know what you just said that i think is incredibly powerful and i want people to get it like you know 'cause it. We you and i both know that people listen to podcast in their car in the background whatever it was going to bring this because what you just said is profound and vitally important because <hes> <hes> i think the most not all but most people can get to the do no <hes> walkers because through those steps again which end of course in the regenerative but what each of the pieces so we can go okay the hours of us to do who is to even write the woods down and even go which stage of my in which phase if this is the evolution of leadership if this is the evolution of business if this is the volition of inhumanity where am i on that scale the bun and devastate and ears whatever the hell i like at the top end like walker serve you would again just so people can really grasp so you start with kind of a degradation and almost all of our prevailing conventional wisdom and practice about leadership and management and business is all imbedded in that it's all it's it's extracting resources for private profit but it diminishes the ah ecological not just environmental but the ecosystems in that ecosystem could be your future business or it could be an ecosystem of community pretty. You know when we <hes> anyway so i won't go down that path but so that's that's the extraction degradation degrading literally then you go up and say okay. Let's be green. Let's be a little better and that helps but then you go to sustainability which is do no harm <hes> and but now we have a huge kind of disruptive environment that we're living in because of the connective city connectivity drives more and more wild cards and it keeps throwing these things at us that disrupt and the you know. We just had a week in <hes> in the u._s. In the oklahoma area where there was like five hundred tornadoes touched down a very short time span and it just the weather pattern just kept hitting the the the communities while this restoration ration- the ability to restore is as get you if you're looking at a minus one hundred that's the degrading sustainability sustainability is zero. Green is maybe minus twenty. Five restorative is like a plus twenty five so basically you're taking taking the environment or you can apply this to people to you know are we take are we able to restore the people that have withdrawn from from our organizations because they have passion they have commitment but they've been hurt by the processes that are part of our degradation tation and so they'd withdrawn their talents and time for organizations. Can we restore that trust. Can we restore that relationship. Then in the top. One is like the plus one hundred would be regenerative design so can we literally build a a system an organization business business..

usc oklahoma walker Green
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

03:36 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"I'm uh-huh. I'm the leader you know. I'm i'm the senior while i'm the junior will i'm young and what it is that i i don't give a crap about the next generation ration- <unk> and so if fades away and and and when we look at what what was the intent not purpose but the intent of bob starting the business initially very often simple intent was i want to make a better life for myself and for my family that was the intent and often times the the founder doesn't hasn't even considered purpose until later on until it was established then the second generation of already lot they. They don't know what the purpose this was. They don't have the intent because they've already got a great lifestyle and this is not thinking in multiple generations straight other than maybe money but not not beyond that you're talking about is greater impact and again. I love this analogy of nature because it it allows us us to consider business at the level of sustainability. That's never been considered. We think about sustainability as in well. We're going to a use less power in our company going to source materials batta. We're going to not use child labour. We're going to you know whatever robert is but when you think about it in a even beyond global way of thinking global even limits as to the physiological but materialistic but at a great level we then have to think about you know. How does we think don't push crap into the ocean poisoning the coral what we don't think about well what aides to carl about well you know i love we walking down the st the day and a notice the fish sign like painted fish by by the manhole doesn't mean this fish down the manhole. It means when you pull crap down the manhole. That's going to reach vichy essentially and you're going to be in the paint thinner. You just pull it all comes around. It all comes down recently. I began in leadership yeah. There's a there's a ripple effect where the where you are on the other side of that tied ride. It's gonna come back to you anyway because it's it's an interdependent system and eventually what you put out. We'll come back and i think i've done a lot of work working the leadership in sustainability world but now i don't think sustainability is the final stage i think if you think about degenerative practices those that's basically all of our conventional wisdom about leadership management it degenerates or <hes> degrades aids are not just our environment but our human capital our <hes> capacity to create better organization that will thrive in in one hundred years from now. It's all about extraction but then you go to green and that's a little improvement then you get to sustainability and sustainability i see he is kind of a neutral place. It's do no harm so you're basically <hes> not harming the next generation but you're not restoring all the ways do you <hes> diminished the environment and the people before you so then you get to restore so restorative practice is literally how well l. can you build resilience in design resilience into your organizational system so that.

bob founder carl robert one hundred years
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

05:38 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Is run on instinct information <hes> but it doesn't have the same kind of consciousness that human beings have and nature sure has some kinds of motions but it doesn't have the rich deep variety both functional and dysfunctional of nature of emotions that human beings and so i think <hes> <hes> some folks would say that <hes> you know we would have to distinguish wish what areas of nature and lessons of nature would be most relevant most helpful for organizations but but i have found the lessons in consciousness and emotions actually has a fairly simple solution which is how do we as leaders begin to develop the people that are in our organizations build this kind of mindfulness to our consciousness so we can go into into a deep background assumptions we can lift that up and it's not just built individually but it's literally built collectively in the organization and then how do you build both individual emotional intelligence and collective emotional intelligence on your team's your leadership team and your organization honestly honestly. I think i remember stat from the u._s. Labor department this was probably fifteen years ago and they said that when in an organization is engaged well general productivity is around four to five hours out of an eight hour day when we an organization is going <hes> <hes> three change it drops to about two hours a day i mean that's pretty stunning but that's because we can't manage our emotions and we don't have any collective emotional intelligence in our organizations to handle that and so people are bringing their pain and their drama to the water cooler and talking talking about what might be happening or not happening and if you can just build more emotional intelligence and consciousness and mindfulness <hes> <hes> it changes literally your practice of leadership and it changes the productivity of your organization and the results now that's interesting thank. You and i speak about something very similar but i believe from a slightly different angle goal. I speak about and work with companies and even individuals in eliciting that purpose finding that that purpose but tell us based on that <hes> eight point three billion years of research actually it's three point eight billion years of research at this moment eight billion years of research. What do you believe is nature's purpose. <hes> nature is designed to create conditions conducive to the life of feature generations. Say that again because i think that's vitally important the poster jerus- nature is designed to create conditions conducive to the life of future generations. It's it's a stunning stunning purpose. If if we just took that one thing from nature that purpose how would it fundamentally changed the way we think about our business. Would we be league choosing a different set of <hes> product. Would we source our products differently would we you would we look at our <hes> employees differently if we would. We look at our supply lines. Would we look at our customers. If we fought our job was to create conditions conducive to the life in the future the life of our organizations. I'm working with an organization now that has actively for many years seen <hes> <hes> there a desire to be thriving a hundred years from now and it has changed the way the leadership culture in that organization has evolved. They believe that instead of this being a collection of egos and individuals jockeying for position they see the leadership team as part of a leadership relay race so they've taken the lawn from previous generations of leaders <unk> of this organization seventy five years in in the making and they believe they have a steward of four the organization is aviation so it is still thriving when they pass the baton to the next leadership team than comes in think about that and how it fundamentally only changes why they're in the room what is their purpose as a team and how do they make decisions in the present that will <hes> create better possibilities and platforms for the organization and the next leadership iteration and then they in turn the same thing for the one after that it's just changing around purpose kenya a simple powerful shift we to work with a multi generational family business and and so often well actually so often. That's the downfall because most of those business awesomely based businesses collapsed by third generation and the reason is is because it can probably get by on three generations of it's about me..

kenya Labor department eight billion years three billion years seventy five years fifteen years hundred years eight hour five hours two hours
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:55 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"We are connected in our organizations and how our productivity really diminishes when we don't acknowledge the connection to be happy you bring up something so important for us to to grasp in leadership this ship at any golick level we are all separate and and and fighting for our own survival if if reluctant to nature yes we've always we've seen nature as survival of the fittest of most violent vicious rushes it's not true and more as we never even said that domin never said it's the survival fifty said it's the survival of those who adapt apt the fastest the best fed up tation which is what net nature naturally does and we looked through any golick lens. Is it everything including nature. It's the reason we don't understand our impact on the planet is we were looking through any going lens and so we see a tree and we cut down a tree we we don't understand the root systems of all those trees are connected and or is it actual now science proving i'm. I'm sure i'm singing to the quiet okay but but they know that there's a there's an intelligence at a root system. The goes on across an entire forests that an entire forest is impacted by cutting down one tree and mushroom spores are part of the the the myself between almost the synthetic connection of of fungus to to sue the living system which you know whatever adds nothing and we we separate everything instead of stepping back and going how is everything connected and that's why i was so fascinated without pre compensation was because i think that this is something that is vastly misunderstood food and part of it is in this the separation piece of ego is also the separation of self known only from us does the separation of self from self by that. I mean those my bullshit idea. That is my professional self and there's my personal self and i recall trade okay mr this is not how would the bower are is separate from our heart if our body one body all connected within one skin actually has separate parts that aren't connected at it's really bizarre. This would be an example of this kind of deep mindset the berkeley way of thinking or believing then shapes what you see and then you act out of what you see what you think you see or what you selectively see and then you aren't open to you listening deeply to the feedback from the system or from nature and then using that to a debt. That's really how we how we thrive into the future is is by paying attention to what the messages are and trying not to use our emotions or are pre existing beliefs to shape or curtail or damping down that was those pieces of feedback for but i imagine that even <hes> <hes> in the context of the subtitle of your book. There's a good deal of misunderstanding about what it is you do. What is the most a common misunderstanding about what it did. Do is it is it. The people think it's some kind of new agey woo hungry later the ship is or is it somebody else together. I considered it well. <hes> i think two things one is. Are you a part of nature or are you apart from nature. If you think you're apart from nature not a part of then you don't know or believes that there are lessons in nature that actually could apply to you as a human being and a lot of scary around that notion that we're a part of apart from instead head of a part of that we are and at some point to get to regenerative design in our organizations we have to reconcile and reintegrate humans in nature so that would be one piece the other is that <hes> just the kind of the maybe the arrogance of consciousness and emotions you know there are many things that we are that apply from nature to us as human systems but there are a couple of areas where humans are different and one of them is that we carry consciousness. We have a brain we think nature is.

domin
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:59 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Develop a new way of thinking about leadership and practicing leadership are the people who at some point are self aware enough to know so that the world is getting really complex at the disruptions are coming at us pretty fast and furious and no matter how effective they are as an individual leader they can't actually do it all and so once a person goes there then they seek out people people like me 'cause. That's really my whole consulting. Practice is built on people who have come to that conclusion and are ready to push the envelope to design a new system and to lead in a different way and so they <hes> so it it probably starts at some level with the self awareness of what their capacities are. How big is their span of control. What is getting him into trouble over and over and over again so here's an example another example zampa of nature's design is that nature curbs excess from within the system through the use of feedback and in our organizations leadership often often is an excess that should be curbed because if we are into high command and control <hes> what happens is that we actually <unk> diminish the engagement and the talents and assets that are rest of our employees can offer the organization and helped the organization and you can often see pockets of dysfunction in an organization basically by tracking the richness and the openness to feedback and if people aren't open the feedback they basically are off on their own kind of journey of what they think leadership is and they're not really listening to what is getting getting them into trouble. <hes> what is creating bad decisions in their organization. What's costing them more money to produce certain products <hes> than it needs two so the the idea of pushing the envelope is actually how i built my consulting practice so then once you start pushing the envelope there are kind of layers that you have to kind of go down. If you wanna shift your your paradigm in your practice most of us spend time <unk> either trying to <hes> just react to situations were not really bringing mine full noticing to our leadership practice then some go down to individual behavior and we're trying to look at how do we predict <hes> control individual behavior then we go down to another level which is kind of programs programs strategy process structure. Can we shift those and that tends to be a pretty strong kind of organizational shift of but the real deep change happens at the lowest level which is really what our deep background assumptions about how the world works. What's our worldview. What's our mindset absolute soon. We can get down to that place. All of a sudden innovation and really authentic shift happens in leadership leadership so in my coaching practice. That's that's where i work. I work on those defaults that are often unconscious <hes> unintended but are getting the individual leader in trouble and if a person has actively looking for another way of being in in another way of designing organizations than <hes> this journey into what's holding them back from doing it can be a very powerful journey and it it changes about everything. Another example is <hes> so one of the are defaults are kind of conventional practice. Is this <hes> we don't see the interdependence in our system and yet living systems in nature is fundamentally a network system and it's driven on interdependence. It's so another example is that i've often taken leadership teams through an exercise where each <hes> leadership <hes> member on on that team is asked to identify how each other all the other people sitting around that table help or hinder them in in their ability to get the work done you know the marketing person looks to the marketing and sales looks to service yes or manufacturing you know looks to our in d. or whatever and they do all of these paired up and they just list okay. How is his finance helping me or hindering how is marketing or developments or whatever and it is stunning to me that they haven't really fully seen the whole network of why they depend on each other to accomplish the organization's goals but at this simple exercise it can.

marketing and sales
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:22 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"And taking initiative and when i was working with an organization and we wanted to build out more distributive leadership we use this principle of self organization station and said how can we design the systems within the organization so that we unleash the self organizing capacity that exists not only in nature but in every single person that's working for us so we changed <hes> the performance review and in addition to re <hes> evaluating people's capacity to <hes> do their work. We also asked them. We also evaluated people on on whether they could initiate and organize their own work and their own learning we evaluated them on their ability to <hes> be a self aware so they would continue to get feedback that would help them evolve and grow we evaluated them on on their ability to align and <hes> actively contribute to the larger core mission and purpose of the organization because you can't have self organization without direction and we allot we asked if we ask questions around their emotional intelligence can manage and and are they aware and can they manage their own emotions so they're not spreading drama and chaos throughout the organization nation that would be a very simple way and then we went back and <hes> into the job descriptions and we went back to the supervision so we basically redesigned the whole h._r. System to complement reward and reinforce that we were serious about self organization in this this in this organization and it was stunning it it worked then we also designed the way we did the performance reviews so it fit the self organizing in capacity so we asked them to actually go out and talk to people about these four questions to get their feedback feedback around their ability to align with mission initiate an organizer learning <hes> manage their emotions and be self aware right so the the process of filling out the performance review actually modeled the four things that were critical for us <music> to demonstrate and support the self organizing principle. I mean there's a lot of and i will say this in in quotations a lot of talk about <hes> dismantling the hierarchy of power flattening nisa the organizational authority those kinds of things but the problem is is talk and and the reason i the reason i believe it's let's talk <hes> is because we have grown up in a high rocco system and what i mean by that is spoken about many many times right here on this podcast is that we do leadership the way we did leadership in the roman empire right so it's not changed. Much is pretty ingrained leaned. <hes> people like rupert sheldrick would say we've built a mall for genetic field around the whole line of <hes> of what leadership is and we keep falling into into the moffett field of what that is so. How do we break that field because this is so quote unquote knee jerk so this is what i you know i i love the idea but now i'm under stress and under stress we regress so distressing. I go right back to being the authoritarian leader. Even though i i being who that is the leader might believe entirely highly in a in a decentralized organization self leadership principles. How do we help them to to break through that knee-jerk that mall well i find the people that are really first in in line to break through and.

rupert sheldrick
"dr kathleen allen" Discussed on Leadership and Loyalty

Leadership and Loyalty

04:54 min | 1 year ago

"dr kathleen allen" Discussed on Leadership and Loyalty

"Berkeley among us i got as she is a member of the national occupational occupy international occupations association association of leadership. Thank you for that. She writes a leadership an organization's in a way that describes a new paradigm of leadership that is based in lessons from nature picture from living systems ladies and gentlemen. Please put your hands together. Great thank you. I am on a. I'm really looking forward to this. You and i had a pre chat longtime ago. It was wonderful and i i know that our listeners they're gonna view is. They're going to have a lot of this before we start. Let's jump into little off. Kilter talked to us about someone. Who's been a major influence in your life that we maybe likely wouldn't no. It's somebody really impacted you. Who would that be well. You know intellectually. I think margaret wheatley would be one the writers that i've followed for a lot of years and have really enjoyed the way she framed in her leadership in the a new science how she framed looking leadership differently and learning from another discipline in this case science but i think if i were going to go more personal route i probably would say my mom was a great teacher of leadership. <hes> she always kept the higher purpose of what she was doing. She was a volunteer. You know mom ray six kids but her legacy. This is really what i now think. The soul all of leadership is is the legacy that you lied for future general leave for the future generations and in her community she left a legacy of <hes> parks recreation libraries <hes> but not just tangible things that are still there today and still nourishing the next generation so she just pretty awesome role model for for me yeah that that certainly sounds amazing. That's fabulous now in your book and and and in even in your presentations -tations you you've done a lot of research into what is known as bio mimicry and when when you and i were talking about that i thought this is so great about leading from from the roots is not about about a quick fix. It's about making us think holistically about organizations through the lens of the most successful system there has ever ever been which is nature bio mimicry. Tell us a little bit about that. So you know sometimes i find that i walked the bookstores stores and certain books kind of leap out at me and they draw me in and jimmy bemba's is the author of the book called bio mimicry a nature inspired tired <hes> innovation i think is idle and she and i started reading that book and i just felt uh boy this is significant and by that time so this was in the early two thousands and i when i was reading it and i was working deeply clearly with organizations around helping them <hes> change their culture to something that was more sustainable and that unleashed just more <hes> participation and engagement and more innovation and more agitation and i looked at what she wrote and i thought oh this is this is my world i work with people in people settings and even though her work was looking at the license basins of design in nature i found that <hes> all of those lessons that worked for nature also worked in human organizations and that took me off and bio mimicry has generally been highly adapted into a design and engineering work architecture work <hes> and now they're just slowly starting. Let's say in the last four or five years to look at bio mimicry applied to human systems but this has it's been something i've been doing for a long time in my career and i just <hes> it is so rewarding and so <hes> impactful impactful for organizations when they shift from when they when they stop objectified the people in the organization and start treating them as living human beings and they treat the overall.

association of leadership jimmy bemba margaret wheatley Berkeley Kilter five years
"dr kathleen allen" Discussed on James Miller | Lifeology

James Miller | Lifeology

13:24 min | 1 year ago

"dr kathleen allen" Discussed on James Miller | Lifeology

"I hear more about interpersonal, -ffective nece, all different ways in which leaders can grow. But I've actually never heard it bridge with nature before we're definitely going to talk about that in a minute. But before that I want to get a little bit of your origin story. How old were you when you discover that you had a national clearly or natural gift for leadership? That's a great question. I think that I've always had a predisposition to look at the world and be responsible for more than myself and I think that I've also my parents were very big on leaving the world better than you found. So that between those two things I kind of showed up in the world in a different way, I showed up as, if I could make a difference, and I could make things better and that goes back to being really small when three four five years old. That's great. I think the difference is well for many individuals when you truly believe something that you can achieve it doesn't really matter what anybody else says, because your belief system is so so concrete. In other words, it's factual doesn't matter what anybody says it's truth to. And so, I think when you're when someone is that young really believe that the natural course. It is going to happen in here. You are today as amazing expert. Yes. Who knew? We look at the whole thing transitioning from today. What was the pivotal moment for you to say you know what I'm going to create my own practice and I have this amazing gift and I'm going to change all these organizations. Was there a pivotal moment in your life when that happened? Yes. Yes, I had been working my previous career was working in higher education. And I was a vice president and I just got burnt out on administration. But even in those contexts I all I love to create environments that created opportunities for people to achieve their highest possibility. So that was what I was really good at. And but as I got burnt out on the administration portion of it. I just decided to take a leap of faith. I thought that maybe I'd gone through about five years of reflection on what my life purpose was before that. And that included trying to figure out what were you my unique gifts? And, and then what was I really supposed to do here? You know what was what, what am I meant to do? And I believe at the end of that kind of discernment five years of it, that I needed to reach out and do. This not just for the organization that I was getting paid for, but for a variety of organizations that I work that I could work with. And so I took a leap and it is worked beautifully form. It's amazing. Congratulations grant. So you said when you were a child that you have this natural understanding of the world in your place in the world, and how you wanted to leave a legacy or change change the world for the better. And so you have that, natural, those are my words and using that concept of, of your life. And then all of a sudden, having this ability organizational change wanting to help individuals, and then you, you merge, those two things together and my sumptious. And that's where this book came from once again, from the roots. I mean, not sounds like it's an amazing correlation of connection between that why don't we jump into that as far as when you look around? What was some things that you're like, oh, my gosh, just really make sense to me in a natural world in the world and organization. Well, the if nature were said to have a purpose nature would purpose would be to create conditions conducive to the life of future generations, and how beautiful is that conditions to conducive to the life of future generations, and it has three point eight? Billion years of development, just pretty good. It has something to teach. So the whole concept so nature when you we're at a time in our world, where we can look more deeply into nature. Nature's design and there is a group called bio mimicry, who literally has been looking deeper into nature and trying to understand, how is it fundamentally designed? And that work of bio, mimicry, literally using natures meant as a mentor a'model, and a measure for how we think about stuff, just really attracted me. And I've always lived and worked and lead in social environments. But most of mimicry is really looking at. Engineering and taking lessons from nature to create better products like the shape of a windmill. Or the, you know, I have new windows, my house, and there's a little insect that exerts an enzyme that now coach windows so that real sloughs off the window more and you don't have to wash them as much. Violin? But for me, I was struck by what would happen to our organizations if we created conditions conducive to the life of the people in it, what would happen to our organizations, if we could have places where both the organization and the people fried what would happen if that extended to our customers and to our supply line. And I just thought there is something here. That's very powerful. The way I'm hearing this as well for the first part, you said, essentially, creating a legacy when your business or your nature can create a legacy, it's means it's gonna be a long standing. It's going to be able to sustain itself, and from that sustainability allows for offspring if you will progeny or whatever it may be. And so, when you think of that as well that means the culture has to thrive that means that the individuals each limb or each part of the organization. So, in other words, the limbs or the extended appendages of whatever nature has. That is just like the different organizational parts of you know, you can have like HR you can have your sales. Development so many different elements of that. So when it does work this, what I'm hearing, you say, when it works in concert like that, it is going to be viable is going to be sustainable. It's going to be able to move along with the trends, or other words, what, what Evelyn is of the of the environment needs. For example, you know what was it was it blockbuster? They did not thrive and grow with the trend of streaming streaming video. And unfortunately they went out of business, where flicks was able to do that and kind of took it over. So the understanding of how can you involve as opposed to become stagnant, and that's kind of what I'm hearing? Yeah. So, for example, in nature nature, always fits form to function. That's part of its fundamental design. It has adapted cycles releasing is part of an adaptive cycle, if you get attached to a form in your work of life, Allah. Gee, if people get attached to a certain identity of who they are, and they don't notice, what else is happening and showing up in their life, and they become rigid in the way. They think that becomes they get stuck and then eventually something happens. And it creates a significant disruption in their life nature, just keeps adapting it if you think of a stream that starts at the melting of ice and snow in the mountain it comes down as a trickle. But then it turns into backwaters, Eddie's and waterfalls and Rapids and slow winding rivers all of. Moves form very easily literally like water. If you strip does not hold onto stuff in the way that human being. So one of the interesting things about what's the difference in nature and human beings is that we have consciousness and we have emotions and. Earn a blessing and a burden consciousness. Our mindsets can cause us to stop our own evolution and development. And our fears can do that, or or motions, but nature doesn't have that. So it, it fits formed a function, so had has caused me to ask questions. Like how can I listen better? How can I create or help organizations? Learn to listen better to what is happening around them, and then actively choose to adapt instead of actively choose, or unconsciously, choose to resist. And when you make that shift, a whole bunch of things change, and I was going to ask you ask you this, as well as with all of your work that you've done, what is one of the key factors that you've noticed where a lot of organizations, just don't do that. They don't learn this. They don't learn to, to really adapt to the trends. Well, two things. One is that most of our organizations are not considered living systems. They aren't they're considered objects. And when we objectify organization, we also objectify, the people in them and objects, don't grow evolve. They're not like human beings, but human beings. We do grow involve. So if somebody says you're replaceable, you leave, and we'll get someone that obviously minimizes ones one's one's self minimize position. I mean, it's it doesn't feel good at all right? And objects are confined. If you think of copy coffee Cup, it's confined bounded existence. It doesn't connect to its larger environment, but nature and life is all about connection. It's all about relationship. We are in an interdependent system. So when you're in an interdependent system, you're going to be looking outside of yourself to see what's coming your way and what's changing the external environment. But if you're an object, you just try to use power resources to power and not change to muscle. Muscle it through kind of. And so that's one of the reasons and then the others, I've just been enjoying reflecting on what I call where how feedback and dysfunction shows up in organizations. And when you go into teams or divisions or overall whole organizations, and there's lots of rich and diverse feedback loops information that people are paying attention to listening to their they tend to be really healthy and high performance places. And if you go into a department where somebody just doesn't wanna listen. And they are there. People are trying to give them feedback. That says, you know, you're not being very effective here. And you're blocking the work or whatever I call those kind of feedback dead zones, and they almost always are associated with this function and lower productivity in. They create real problems for organizations to move forward. And one of the things about living systems is that living systems scale. So if you have a problem individually, you also have a problem in the team, you have a similar problem and you have a similar problem in a community or an organization. So it's, it's really interesting to just notice how the how the power of feedback can an its presence or absence. And how we listen or we don't listen, we respond or how we don't respond can shape the pain or the joy in our lives. Yeah. That's, that's beautifully said, I was just kind of thinking about that as well as you were saying, this is a splinter in a human. Splinter in my finger something. That's all I think about. That's all I feel. So I can get it up because it's be this pervasive this I don't hurt. But it's knowing what would be some of the things that you would say, for an internal audit, if you will of for organizations to be able to really say, let me let's check the pulse of this. Let's see what's going really, well, let's see where some of these stopgaps our, some of these individuals may be stopping from growing development developing, what would be some ways in which they could do that. So one of my consulting parts practices is to go in and help organizations. Think about lick transform their cultures in one of my two of my favorite questions in those culture culture audits are what drains your energy at work, and what generates positive energy at work, and those two answers are very revealing. So when you ask people, what is draining their energy, they almost always talk about a process, a team sometimes it's a person. That is somehow or other interfering with their ability to bring their best most authentic self to work and all of their talents as well. And what creates positive energy, when you listen to them, they believe that they're doing work that matters. They have shared for purpose. They are able to build relationships that are offended, and they have relationships built on reciprocity. So it's not a kind of rank order one person matters more than another. And when you have those things in an organization and a culture it changes how we work. But when I think about leadership and leading from the roots. There's two kind of fundamental principles here. One is what can we learn from nature's design and can,.

blockbuster vice president Evelyn Eddie five years three four five years Billion years
"dr kathleen allen" Discussed on James Miller | Lifeology

James Miller | Lifeology

02:33 min | 1 year ago

"dr kathleen allen" Discussed on James Miller | Lifeology

"Learn today, for example, if you're struggling with depression, if you see the joy that apparent has for their baby. They look into their eyes. It brings you a sense of joy or if you have a pet and you come home, and that is so ecstatic to see you get it brings a smile to your face. Or if you're looking for spiritual awakening, you have to quiet, down your mind to be able to see what's around you. I remember one time I was blessed to be in Ireland and I was just outside of the cliffs of Moher, which on the far side of Ireland and for some. I was struggling with something even though I was in a beautiful kitchen. And I was staying at a hostel, which is a form of a hotel and I happen to see that there was this old Hauer off in the distance. So I walked over there, and I had a jump over a couple of fences and I stood next to this amazing tower that how thousands of years old. But as I sat next to it, I happened to look up and didn't realize that I was sitting next to a cliff and in that cliff I looked over into this bay and I saw the sunset in horizon. The windows blown in my face to Siegel's were diving all around me, and it was one of the most spiritual times of ever had in my life. I often reflected that memory because I felt so connected to something greater than myself. My point sharing that is this when we get so inundated with our thoughts and our emotions and all the things that we feel are important to us, and they are important to us. We lose sight of the lessons that are all around us, if we literally slow down and once again, live in the moment, and I don't mean to use that as cliche. But if we do live in the moment to be a part of every single thing we do when we walked down the streets feel the concrete. Eat as shoes strike the surface look at the people in the situations around you. And when you're aware of that, you'll find that you learn so many amazing things about your life, or anecdotes, that you can apply to your life. Those are the most important lessons you will learn unfortunately, if we're not aware of our surroundings or aware, what's happening around us. We will not have those opportunities to grow and develop. Yes, it's wonderful to listen to a show like this to read a book and to speak with our friends, but the greatest lessons, we will learn are all around us. But we're doing our self disservice if we're not paying attention to offend tastic yesterday. Dr capping Allen, who's gonna talk about that. She has a phenomenal way, which she likens businesses and organizations with nature, you can use this same analogy or example, in your own life to remember today, their lessons all around us. But unfortunately, if you're not paying attention, you won't learn them. Did you know I have a YouTube channel that's actually followed? You started. I have well over one hundred fifty five episodes, and I've created specifically for you. I do know that many people struggle with listening to a full thirty minute show. So these episodes are.

Siegel Ireland Hauer Dr capping Allen YouTube tastic thirty minute