Released in June, this book is timely and relevant. It provides a fresh point of view on our future as business people, consumers, and human beings. The authors, professional consultants and coaches, explain the major transformations that are under way both in ourselves and in the world around us. They argue that by embracing our soul and intuition, we can build organisations and opportunities that reflect our goals and values. Strategy, Leadership and the Soul presents a new paradigm for organisations. In building their case, the authors present a unique analysis of the dynamics of organisational evolution since 1850 to the present day. They reflect on how the context of the changing nature of society over time has adjusted organisational structure and leadership and demonstrate how this has been vital to the sustainability of those organisations.
Self-awareness, empowerment of others, passionate and purposeful communication, and mentoring are suggested as ideals that will make the global economy work. The current quixotic context for both small and large organisations i.e. the rapidly changing business landscapes, global interconnectedness, technological innovation and the diversity of the needs of customers and employees alike, is that organisations to be in a state of permanent transformation if they are to survive. The authors talk about transorganizations which require a new style of leader, a transleader or a leader that genuinely cares.
Drawing on their experience as consultants, the authors conclude that transleaders must transform themselves first rather than look to the outside for a solution. The soul of an organisation is the intrinsic corporate identity that underlies all that it does, that informs its business practices, its aims and goals, its internal and external relationships and its intangible sense of direction-shared in an aligned way between its employees, its managers, its shareholders and its business partners.
It is the extremely present and powerful set of beliefs that make the organisation what it is. This is not the same as superficial PR or the advertised image, nor is it just brand identity or corporate culture. This identity defines and aligns the relationships within the various sectors of the organization and also its interface with the global community.
The key to personal fulfilment, meaning and happiness is authenticity, being ourseleves rather than wearing a mask of who we think we are supposed to be. We are in an age that will continue to evolve as a co-action culture where accepting personal responsibility, being flexible and resilient in response to continuous change, and sharing talents and skills for the benefit of all, will be the norm. In a global economy that is moving from "me" to "we", this easy to read book provides an excellent road map.
