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Du Plessis - The Leaders Inner Source: How to Navigate Chaos and Complexity, Engage Your Whole Self, Make a Meaningful Impact and Empower Others to Do the Same.

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The Leaders Inner Source: How to Navigate Chaos and Complexity, Engage Your Whole Self, Make a Meaningful Impact and Empower Others to Do the Same.
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Du Plessis / Dr Rean
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Books / Business
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2020
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The Leaders Inner Source

How to Navigate Chaos and Complexity,
Engage Your Whole Self,
Make a Meaningful Impact
and Empower Others to Do the Same

Rean du Plessis (PhD)

First Edition.

2020 Rean du Plessis

Content editing and writing support: Elzet Blaauw

Front cover: Nadine Scheepers at Mango Design

Diagrams: Peet Bekker

Book layout: Sarah Butler

No part of this publication may be reproduced in whole or in part, or stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the author.

For information regarding permission, write to reanduplessis@rdup.com.

To the five young men in my life:
Lead the way

And to all the leaders who have walked with me
and whose collective wisdom I share here:
I am eternally grateful for each of you.

Introduction

Our complex systemic reality

Lack of engagement

Re-examing the role of the leader

Unleashing the leaders whole self

The potential of a different kind of leadership

Personal change

Introduction

Where do we go for wisdom and guidance when information and experience cannot give us the right answers? What source do we draw from if there are no data and information on the topic which requires our leadership? What is our reference point if we face a situation unlike anything we or, for that matter, anyone else in history has faced before?

How do we as leaders position ourselves and lead others in this context? Is there a place from where we can glean knowledge that lies outside the scope of our rational minds?

These are the questions which lie at the heart of this book.

The leader in the twenty-first century has to navigate several complex challenges.

Globalisation and continuously new and emerging technologies have made our already complex, interwoven world even more complex and unpredictable. Leaders do not have the luxury of only leading their constituency in the context of their sector, industry, organisation, region or country. We are always navigating our position in the complex cosmic system of our twenty-first-century world.

We must find a way through countless conflicting yet interconnected agendas, known and unknown, many far outside our sphere of influence. These conflicting forces influence our perception of reality and the sphere of our leadership directly and indirectly.

The term global leader is therefore no longer only applicable to Level 5 leaders who are responsible for complex, international situations. It also does not extend only to Level 4 leaders, who lead on a national level. These days, every leader must be a global one to navigate our interconnected global and cosmic reality.

Our complex systemic reality

We are always part of a system, that is, a web of seen and unseen relationships. Our global system encompasses every aspect of life: ideological, geopolitical, economic, environmental, health, technological and religious.

This fast-shifting, interconnected global system constantly puts us as leaders in a position where we must seek clarity and predictability. If we are not actively navigating its changing waters, we end up simply being followers of a system which creates and dictates our future. However, the reality is that we are not always able to be fully aware of what is happening on a global scale, and many events which influence us profoundly are beyond our control.

This scenario has been our reality for the past few decades already. However, we are often unaware of its impact as change generally happens gradually. We become acutely aware of our interconnected, unpredictable global reality when we are confronted with a black swan event, such as the COVID-19 pandemic that we are experiencing as I am finalising this book at the beginning of 2020. COVID-19 made us realise that, even with all of humankinds exceptional cognitive abilities, knowledge, generations of wisdom and geopolitical alliances, we are still unable to control a systemic pandemic.

Nassim Taleb (2007) coined the term Black Swan as part of his Black Swan Theory in the book by the same name, The Black Swan: The Impact of the Highly Improbable. Black swans are unexpected events of large magnitude and consequence that play a dominant role in history. Such events, considered extreme outliers, collectively play vastly larger roles than regular occurrences. Black swans reveal systemic weaknesses. They also show us just how dependent we are on a system over which we have very little control, much less than we would like to admit.

Let me be clear: it is not the actual black swan event which is to be navigated, though often that is what we end up doing reactively. The black swan simply makes underlying realities explicit and often cause a systemic shift in our perceived reality. If it is not one event, another would have exposed those or other systemic weaknesses and dependencies of which we were unaware before. We cannot prepare for everything.

Using the COVID-19 pandemic as an example: as I am writing this introduction, the healthcare systems of the worlds coun tries are not able to deal with the impact of COVID-19. Large numbers of people have died because we were ill-prepared for such an off-the-charts event. Governments of the world shut down our societies to contain the spread of the disease until the healthcare system can ready itself.

However, the globally interdependent economies of the world are not able to handle such a shutdown of activity. We will suffer economically for years if not decades from the decisions made during this pandemic. Covid-19 is testing leaders abilities to make complex decisions about economic policy, social welfare and environmental sustainability.

The tough part is that the right thing to do in this situation is not apparent. Many people think the right course of action is obvious, but even we as leaders regularly overestimate our ability to understand our position and the realities we are faced with. If the right thing to do had been obvious, everyone would have been doing it.

As humans, we like to see a person with an opposite view than ours as being wrong or motivated by ulterior motives. The truth is that most people do what they believe is right. It is merely that our beliefs about right and wrong conflict with many others beliefs.

Every persons views in life depend on which data they have access to, how they interpret that data and how they apply the information collected to a given situation. All of that is based on their values, ideas and views of how the world works and should work. Those variables differ for each person.

All of us, including the most senior leaders in the world, are at the mercy of the interpretations and decisions made by others. Those others, like us, are acting based on their limited views. They believe in their own stories, egos, and personal agendas, over which we have no or, at most, very little control.

To return to the example of COVID-19: each countrys most senior political leader has made decisions of how to react to COVID-19 in consultation with experts and to the best of their ability. However, they are also impacted by the decisions made by other countries leaders, which, for the most, are entirely outside their control.

As leaders, we thrive on the predictable and controllable. We are lulled into complacency by the fact that we have access to knowledge and data unlike ever before in human history. We feel powerful because we think we can make informed decisions unlike ever before. We rely on the analytical and strategic ability of our rational minds, those of our advisors and consultants and those of the computational powers of the powerful technologies we have access to. However, some of these analytic approaches are founded on linear and mechanical methods that undermine the complex human element of our existence.

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