How do leaders at all scales of organisation create the conditions for innovation, excellence, and performance? Initial clues are to be found in the Wholehearted organisation – one that recognises the leadership of those who find the right challenges to engage with, invite others into that process, and celebrate their successes.
I’ve really struggled with this book. It feels very academic, and that’s probably why I bounced off it a bit, and probably why I wouldn’t recommend it to many.
I feel like I’ve struggled to grasp a lot of what it’s trying to say, although it feels like there’s some really valuable stuff in there.
The system model I think makes sense and aligns to a lot of what we believe in is as follows: the top level purpose at the top, clear strategic (LPM) layer, doing of work, self-organised, but with co-ordination required between teams, leadership not management, and organising around products/services. It feels like there’s really valuable stuff in there on how to scale, how to organise, how to dynamically re-team, but just not articulated in a way that worked for me.
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