You are probably a person with great skills and will, but why you do not succeed in what you do? What’s the mistake? What’s wrong with you? Maybe what you have is Lack of. It’s a lack of something. In our first articles of this series, we talked about lack of “priorities”, lack of “team”, lack of “listening”, and lack of “courage”. Now we are going to talk about “Lack of ” community.

 

A lack of community

Any project has its own stakeholders. There is no project without stakeholders. Even the simplest egoistic project like buying a car, need you to interface with some people to make money to buy it and to get the best option in the market. We have already talked about a lack of “listening” and said that in the 21st century being able to listen deeply to the project stakeholders is an essential skill. We also have talked about “a lack of team” and we said that being a part of a team (not too big) can be a great opportunity for increasing your possibilities of succeeding with your project. Now we are going to talk about “a lack of community”. Sometimes you have a project that is local, and you need to push yourself into a community of people: you need much more than spur your team, you need a community involvement; you need a community at work. A real leader is not simply the one that works as a top manager in a big company. A real leader is the one that is able to push his/her community into a project and together get the goal.

 

“People are unable to fully understand their neighbour. Each of us is partly obscure even to himself. Being able to understand one another one hundred percent is always impossible. This is why people constantly strive to get to know themselves and others. And that’s what makes life so interesting. “

Evangelion

 

Remove your ATField

The AT Field is the code name of Absolute Terror Field. This expression has been taken from Evangelion, a Japanese anime, and is the soul barrier, a sort of shield, thanks to which we are individuals that are well-distinct from others. The A.T. Field is the result of the porcupine dilemma: it’s the barrier men raise around themselves to avoid being hurt by reality and others. It is also sometimes used in psychology to describe the barrier autistic children put between themselves and the external world. The biggest is your AT field the smaller is your ability to communicate with other people or even to get what Otto Scharmer from the MIT calls deep listening.

To get a community at work, you need to remove part of your AT field so that the other members do the same. This is the only way to reduce the distances between yourself and your community. If in the 20th-century hierarchy was what granted a leader to move a company, now we need to remove the AT field to get a community at work. You and the other members are no longer individual people protected by your AT Field, but you are part of a much bigger organism, you are part of a community.

It is not simple but it starts with having no fear in opening yourself and start dialogue with who is part of the community. Try to talk with them. Listen to them. Help them. Show them that you are full of competence but that at the same time you are a person like them. Remove what distances yourself from them. Remove your psychological shield; remove your At field.

 

 

“Community leadership is the courage, creativity and capacity to inspire participation, development and sustainability for strong communities.”

Sir Gustav Nossal

former Australian of the Year

 

What kind of skills does a community leader have?

Not everyone is cut out to be a leader and not everyone is cut out to be the same sort of leader. It is very difficult to define just what makes a good leader, although there are some common traits that most people agree upon.

  • Self-awareness: Knowledge of your own values, passions, skills, strengths and weaknesses. An ability to admit and learn from mistakes and to seek information to fill knowledge gaps.
  • Integrity: A strong sense of “what is right” and a demonstration of ethical practices that sets the tone for others. A commitment to teaching by example.
  • Courage: The strength to act in accordance with your own values and the greater good despite pressures pushing you in other directions. The ability to put the cause before the desire to be popular.
  • Confidence: A belief in your ability to meet most challenges that come your way
  • Vision: A strong sense of where you are going as a person and where you think society, your community and your organisation should be going – and how it might get there.
  • Enthusiasm: A lively interest in the people, issues and events around you, a feeling of excitement about the possibilities, and the energy to guide them towards fruition.
  • Innovation: The ability to “think outside the box,” take risks and develop new and effective solutions to old and emerging problems.
  • Wisdom: Intelligence coupled with insight and empathy, as opposed to raw intelligence.
  • Adaptability: A willingness to be flexible and to respond quickly and effectively to changing circumstances, along with a commitment to continual learning – formal and informal – and the ability to put that learning into practice.
  • Strong interpersonal skills: An ability to interact and work harmoniously with others, while being prepared to take on individual responsibilities.
  • Effective communication: A willingness and ability to listen to and understand the thoughts, ideas and concerns of others and to clearly communicate your own. A vision is nothing if it can’t be sold to others.
  • Belief in others: The desire to build the capabilities of others, praise them where appropriate, go into bat for them when appropriate, provide them with helpful feedback and motivate them to do their best.
  • Peer respect: An ability to inspire respect, allowing a person to capably lead discussions, maintain discipline and encourage the contribution of others.
  • Insight: The ability to see the big picture, coupled with a strong sense of what stage you are at along the path, and intuit problems before they arise or before they become insurmountable.
  • Sense of humour: The ability to laugh at yourself and relieve tense or stressful situations with humour.
  • Competence: Others are unlikely to follow the lead of a person who does not appear to know what s/he is doing.
  • Delegation skills: A willingness to trust others and cede some responsibility.

 

Conclusion

Leaders of the 21st century need completely different skills from those in the 20th century. Openness is one of the most important. You need to work with a community of people virtually or on the real field. Removing your AT field and enhancing the skills we have just described are the keys to be a good community leader. One is all and all is one.

 

 

https://ctb.ku.edu/en/table-of-contents/leadership/leadership-functions/become-community-leader/main

https://www.sciencedirect.com/science/article/pii/S2210422416300417

https://www.ourcommunity.com.au/marketing/marketing_article.jsp?articleId=1356

 

Dario Ruggiero

Initiator and founder of Long Term Economy, coordinator and Editor in chief of Long Term Economy web-site and Blog

Dario Ruggiero has 30 posts and counting. See all posts by Dario Ruggiero

Dario Ruggiero

3 thoughts on “A lack of “Community”

  • Renzo Provedel

    Your article titled “lack of community” arrives to me as your point of view about “leadership, to be effective today”.

    A first remark on your “long list” of needed skills: my first feeling reminds me the word “utopia”.
    I’ll explain: the profile of your community leader has been conceived and designed as the collection of the most recognized and well accepted skills according to psycological and sociological state of the art.
    Let’s classify the “long list” skills into three categories:
    A. individual related: self-awareness, integrity, courage, confidence
    B. community related: vision, enthusiasm, adaptability, effective communications, beliefs in others, peer respect, competence, delegation;
    C. outside world: innovation, wisdom, interpersonal skills, insights, sense of humour.

    The message is, as I understand, “the leader of a community has to have, to-day, all these skills, or, at least, has to grow these skills, because they are necessary to lead the community.

    The situation, I perceive, could be different from this “view”.
    Let’s start from “community”. Community is not a model of peers, collaboration, listening, etc.

    The community should be the beginning of the story, then we can talk of a “leadership scheme” which can work properly: I mean we should start from the Community Profile, then we can argue about “leaders”.

    The community can be seen as a “system”: the “inside” is not easy to be understood, even less to be directed or managed. The community has its own dynamics, which means the hidden and complex rules which are followed by people: the first action to be done, for a contemporary leader, is to learn and practise a “Mimesis”

    The first step would be applying a “system thinking” capability to identify how the Community works, what are their parts, which are the feedbacks and the positive circuits which determine the stability/instability of the whole system. Skills are: scenario analyses, empathy with community’s people, systemic thinking.

    The second step would be “go to action”, that means to play the game of the community, belonging to the community and being recognized as one of its components. Skills are, by and large, the ones which you listed.

    The third step is the decision about the role of leader to be played. We can cope with this point through a “model” I express in the following table 1.
    The two axis put into light two key decisions which the “candidate”leader should take:
    – first his intention to play as a “stand alone” entrepreneurship for his activity (startup company, professional, artisan, etc.) or to be an active member of the community; I called this axis “Socialized POWER” to outline the importance of sharing (or not) the power in the “community”;
    – – the second axis being the “goods”; are we dealing with private goods or we want to preserve and valorize the common goods? The axis is called “ Shared GOODS”

    Table 1 – Change Makers Roles

    Just to explain the positions of some “actors” (stakeholder) in the table1:
    – Consultant: they are the Coaches, the facilitators of the social transformation process; they are much interested in the common goods, and make a liason between community targets and entrepreneurial targets;
    – Community Cooperative are the initiatives by the community, in order to create values (eg. retails of zero chilometers food), to pay salaries but also promote local products;
    – Benefit companies: they decided to create values and not only profits; they follow new standards;
    – Innovative startup: they apply the “open innovation” paradigm, open to integrate and apply their knowledge with large companies needs.

    SORRY…I am not able to publish the graphics, which is Table 1. I am asking Dario to find a solution!

    • Dario Ruggiero

      Dear Renzo I think it’s the leadership of the 21st century and the only one which can overcome the Climate crisis… You know better than me that the MIT with Otto Scharmer is making a lot of good steps towards this kind of leadership teaching

  • Franca Colozzo

    Unfortunately, overpopulation and lack of attention to the environment have accelerated social distancing, not understood in the classic sense of the term coined by the pandemic, but as interpersonal coldness, the inability to see our brother rather than our enemy in the stranger.

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