learn to be learners with each other,” says CEO Janet M. Harvey. A choice to be generative offers an inherently more human way of leading. By adopting this mentality, leaders transcend mere oversight. Effective leading involves more than delegating tasks. For team members to accept and fulfill responsibility, leaders must clarify the authority a person may exercise in their role as well as define and ensure team members understand the criteria for success for any delegated task. Those leaders who do both steps outperform their peers. Embracing a generative perspective on accountability is a shift in leadership mindset and a strategic move that can significantly enhance business outcomes. Failure to clearly articulate the type and scope of authority their team members have to act gets amplified when problems arise, and leaders swoop in under the false assumption that only they have the correct answer to solve the problem. This is one of the most damaging limiting belief patterns that inviteCHANGE transforms through its innovative coaching paradigm. By moving away from a command-and-control model and creating environments that empower people to use their competence, leaders can scale and accelerate the achievement of their business goals. The Generative WholenessTM method also strengthens the leader’s capacity to anticipate the essential development of team members well in advance of when that’s required. Leaders who restore the balance between technical/transactional and emotional/relational acumen will sustain productivity improvement no matter the pace or complexity of change. As embodied behaviors, generative leading fosters accountability and enthusiastic ownership at every level of the organization. “Teams are expected to produce results, no question, and if they do that at the cost of their humanity, organizations won’t experience the full creative impulse of their teams,” Harvey explains. When leaders focus on the relational element 268 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 09
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