Get the System in the Room: Becoming a Facilitative Transformational Leader
When faced with complex problems, it is essential to recognize the intricate web of relationships, perspectives, and stakeholders involved. This interconnected network is often referred to as the ‘system.’ As a transformational leader, it is your responsibility to cultivate an environment that ENCOURAGES SYSTEM AWARENESS and allows for the safe exploration and rearrangement of its parts in the transformation. In this article, I will explore how to become a FACILITATIVE TRANSFORMATIONAL LEADER, guiding the process of systemic change through experiential learning and fostering new connections and interactions.
“Systems tend to be self-healing; as the systems become more aware of itself as a whole, and the parts to become less attached to their own rightness, things shift.” Scotton & Scott
Embrace System Awareness
To become a facilitative leader, it is crucial to develop first a DEEP UNDERSTANDING OF THE SYSTEM at hand. Acknowledge that the system is more than just the sum of its parts, and it exhibits emergent properties and dynamics. Encourage your leadership team members to view the system holistically, by recognizing the interconnectedness of its components and by identifying and solving problems at a systemic level.
Create a Safe Environment
BUILDING TRUST AND PSYCHOLOGICAL SAFETY within the team is fundamental for successful system exploration to collect data about and from the system. Ensure that team members feel comfortable expressing their ideas, challenging existing structures, and proposing alternative perspectives. Foster a culture that values diversity and welcomes opposing opinions.
Facilitate Experiential Learning
The PROCESS OF EXPLORING and understanding the system should be experiential rather than theoretical. Encourage hands-on activities, simulations, and real-life experiments that allow individuals to interact with the system directly. This approach facilitates deeper insights and encourages creative thinking.
Encourage Systems Thinking
Promote system thinking among your team members. Encourage them to analyse the relationships, feedback loops, and dependencies within the system. Help them identify leverage points and SYSTEMIC PATTERNS where small changes can have significant impacts on the overall system behaviour.
Foster Cross-functional Collaboration
BREAK DOWN SILOS AND ENCOURAGE COLLABORATION across different teams and departments. Facilitate opportunities for individuals from diverse backgrounds to interact and share their perspectives. This cross-functional of ideas often leads to innovative solutions and a broader understanding of the system.
Emphasize Iterative and Adaptive Approaches
Recognize that systemic change is rarely a linear or one-time process. ENCOURAGE AN ITERATIVE AND ADAPTIVE APPROACH, WHERE EXPERIMENTATION, FEEDBACK, AND CONTINUOUS IMPROVEMENT ARE VALUED. Embrace the concept of learning from failures and adjust the course accordingly. One of the challenges for leaders here is to differentiate between mistakes that are unacceptable and those that contribute to the development of the organization.
Lead by Example
As a facilitative transformational leader, it is essential to EMBODY THE PRINCIPLES YOU PROMOTE. Actively engage in system exploration, demonstrate open-mindedness, and embrace change. Be receptive to feedback and adapt your leadership style based on the evolving needs of the system and its participants.
Be the change to lead the change!
Becoming a transformational leader with facilitative capabilities entails embracing system awareness, creating a safe environment for exploration, and fostering experiential learning. By encouraging systems thinking, promoting cross-cultural collaboration, and adopting iterative approaches, you can guide your teams toward innovative solutions and meaningful systemic change.
Remember, the journey towards a more interconnected and adaptable system begins with getting the system in the room and leading the way.
Reflection Points:
How can you become more of a facilitative leader?
What systemic patterns and problems can you recognise in your organisation?
Source: The little book of making big change happen by Neil Scotton & Dr. Alister Scott, Transformational Leadership Executive Coaching