Leadership for Transformation

Ki ThoughtBridge knows that most changes in which leaders are engaged require adaptive leadership skills, the skills necessary for the work of transformation.  We believe in leadership for transformation not just transformational leadership.  Transformation becomes the result of leadership rather than an individual characteristic of the leader.  The reframing of transformational leadership to leadership for transformation is a shift of consciousness; a reminder that we are not just focused on who the leader is (being) but the processes that precipitate and evoke significant change at the deepest levels (doing).

If "transformation is not one grand event," we are reminded that we cannot measure it in one moment in time, but over time.  There are many reasons why this is true.  Although there is universality in the journey of transformation, there is also a uniqueness.  Who we are and our past and present realities form and shape us differently.  The beginning, our experience over time, and the pace of our changes will differ and need to be respected. 

Transformation is a process of simultaneous change. At the same time we are on an individual journey; the people with whom we work, live and play are also on one. The complex interactions that occur between us reflect this truth, and in their convergence create a new trajectory of change and growth collectively.  How this all happens is a bit mystifying, but one of the ways to better understand it is through self-engaging in our inner work.

Transformation requires increased consciousness and self-awareness.  As Greenleaf writes, "Awareness is not a giver of solace; it is an awakener, a disturber."  As we become increasingly aware and conscious, we enter a state of dis-ease - the beginning of transformation.  This phase feels very uncomfortable and unsettling to most, but the inner and outer life is being reordered and the sense of impending chaos is really an opportunity to create the new reality or a stronger self.  We can easily forget that chaos is the starting point for every new beginning, and we often revert to the need for order and the illusion of control. 

If we enter into self-exploration, through such avenues as group work, inner work, physical movement, the creative and performing arts, meditation, etc. our way of seeing and being in the world will change and we will be able to see more fully and clearly.  We will be able see ourselves and others in new ways.

"Consciousness precedes transformation," according to Václav Havel, so attaining it is essential work for self change and the transformation of individuals, organizations and communities.

There is a great danger and potential harm in unenlightened responses to the needs and issues of our time, no matter how well intentioned we may be.  If we want to see dramatic and significant changes we must learn to first be still, and then to remain in an in-between time without fear or panic.  If we are in alignment with our values, beliefs and actions, this will help us to return from our journeys with more patience, more compassion, and a template for commitment to improve our world.

Asking for specific behavioral changes or actions without a significant shift in consciousness and awareness will not result in transformation.  It will only be cosmetic, a masquerade of real change.  Short-term and short-lived responses will invariably postpone true transformation by deluding us into thinking that we have accomplished our real work.

Given how different our journeys of self-development for transformation can be and how we move differently through them, the wisdom I have gained is that there are many pathways to transformational work, but there are some core practices and principles that are universal in leadership for transformation.

1. We need hospitable space for disciplined reflection.
2. The space for the inner work of transformation must be a safe, accepting and trusting one in which radical hospitality is practiced.
3. The work of transformation comprehends the power of history - it entails a knowledge of personal and collective stories from which meaning is made.
4. The work of transformation demands an openness - an openness of intellect and emotion, and a willingness to have one's cherished beliefs and values challenged.
5. Deep within each of us is a unique sense of why we are here - our calling. The work of transformation evokes this, nurtures it, and releases it to the world for the Good.
6. The work of transformation requires trust in one's ability to undertake the journey to self-discovery and trust in our mentors, guides and allies.  
7. The experience of being held in trust connects us to a power that is transcendent.

The vision of the work of transformation looks like the Native American "dream catcher," a symbol of change.  In transforming ourselves, our organizations, and our communities, we become "dream catchers" for others. We become the guides for others to identify and use their gifts for change.  Transformation creates ever-widening circles of caring and commitment, offering the power to change to more and more people.

Vision of Leadership for Transformation

"Dream Catcher"

About the Author

Katherine Tyler Scott is the managing partner of Ki ThoughtBridge. Katherine is the founder and former President of Trustee Leadership Development, Inc., a resource center for governance leaders and not-for-profit organizations, located in Indianapolis, Indiana. She has more than 30 years of experience in leadership education and development, consultation, coaching and facilitation. Katherine is a nationally recognized speaker and has written extensively on the topics of leadership, trusteeship, organizational development, and change work.