• Leadership Myth 6: There is One Best Style or Methodology of Leadership

    There is no single “best way” to lead. This belief, though attractive for its simplicity, fails to account for the complex, dynamic nature of human organizations and the diverse challenges they face. Leadership is not a one-size-fits-all phenomenon; rather, it is a multifaceted practice that requires flexibility, adaptability, and a nuanced understanding of context.

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  • Leadership Myth 4: Leaders are Authoritarian and Avoid Conflict

    Effective leaders understand that constructive conflict can be beneficial for the growth of individuals, teams and the organization overall. They recognize that conflict can be an essential contributor to creativity and innovation. Having the skills and knowledge to manage and resolve conflict in a healthy manner is a skill leaders must acquire. Leaders who are Worldview Intelligent and bring inspiration, collaboration and the ability to work with conflict constructively build a performance oriented, healthy workplace culture, fuelled by trust and relationship, that attracts and retains the top talent.

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  • Leadership Myth 3: Leaders Have All the Answers

    Most great leaders through time have had advisors, confidants and councils to inform their decisions. As leaders they were, and are, confident enough in themselves to surround themselves with intelligent people who think differently than they do, bringing multiple worldview perspectives to the table.

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  • Leadership Myth 2: Leadership is a Position

    Individuals at any level of an organization or in any role can exhibit leadership qualities and make a significant impact on an organization’s ability to achieve its goals and provide motivation to others. This is where the ability to appropriately engage people and an investment in learning and development pays off, characteristics of a healthy and productive workplace culture.

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  • Be Strategic About Workplace Culture – It’s a Sound Investment

    In most organizations, company and team culture forms organically rather than intentionally. It often carries forward historical worldviews, deep-seated patterns, and even trauma, within the company. This means that counter-productive behaviors and actions can take root and be amplified by the stories that people tell about their experiences with their managers, supervisors or direct reports,

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  • Worldview Shifts-Transformations-Alignments

    Very early on in our work with worldviews we discovered their transformative abilities through the conversations people engaged in, equipped with a new language that allowed for taking a step back and entering conversations through a different orientation or vantage point. The simple invitation has always been, “Perhaps you can expand your worldview just enough

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