The origin of the word “war” dates back the 12th century concept of “strife”, meaning both “bitter conflict” and “strenuous effort”. Perhaps it’s time use the latter meaning in order to realise peace, rather than […]
The process of noticing, doubting the meaning we’ve made, questioning to clarify our understanding, recognising the accuracy of our assumptions and then responding based on this information — even if it means admitting we’re wrong — is a discipline. It requires awareness, reflection, curiosity, humility and a commitment to relate to each other authentically and respectfully.
If you’re arguing about whether individual productivity or meetings are more important, stop. It’s a useless conversation. The conversation is about how to harness the benefit of both individual and collective impact.
Recently I spent an hour at Rosebank Primary School in Avondale, speaking as a Duffy Books in Homes Role Model. It’s something I’ve done a couple of times each year since connecting with Linda Vagana, Duffy’s GM, when we both did the Leadership New Zealand programme in 2012. It’s a tough but rewarding gig. Primary-aged kids pull no punches as an audience. I’m not the usual and as I begin to speak, the giggles start.
When it comes to leading change and creating social movements, particularly when it involves people on the margins of society, it’s easy to fall into the trap of assuming success means “widening” the mainstream to accept a new group of previously excluded citizens. What I would call fringe leadership is the commitment to doing things the other way around. It’s about bringing the mainstream to the marginalised minority with the intention of disrupting the dominant culture.