One of the few people who talks and writes about Conversational Leadership is David Whyte. This is how he defines the concept on his Conversational Leadership website.
Conversational leadership is an approach to working together, emphasizing on the power of conversation.
What are the conversations that enable and disable the quality and performance of work?
As an individual, as a group or team and as an entire organization.
Given the stage you are in, what are the conversations that need to stop, to start or to change?
Conversational leadership does not mean indulging in endless talking but rather identifying and engaging with the crucial and often courageous exchanges.
This facilitates meaningful change, increases adaptability and supports development.
Defining its as an approach to working together, emphasizing on the power of conversation is almost identical to my view.
Conversational Leadership is about how we respond to the complexity of the world we’re living in. It’s about taking responsibility for the changes we want to see, and recognising that none of us can do that alone.
By practising leadership through dialogue, we bring in different perspectives, we listen, we question, and we learn and think together. In this way, dialogue becomes the means by which we create the possibility of a better world.
I especially like the line I have highlighted in yellow.
Given the stage you are in, what are the conversations that need to stop, to start or to change?
So what are the conversations that you need to stop, start or change? In particular, what conversations should you stop having?
Knowledge Letter: Issue: 269 (Subscribe)
Tags: conversation (188) | conversational leadership (49) | David Whyte (3)
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Photo Credits: Midjourney (Public Domain)
