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Leaders hold ingrained assumptions—an unseen Leadership Operating System—that shapes behavior before decisions are made.
Frederick W. Taylor, father of scientific management, and Mary Parker Follett, mother of modern management created opposing "leadership operating systems." One dominated the century; the other was ahead of its time. Now the world has shifted, and the overlooked OS is the one we need.
In this article, Julia Choi emphasizes the importance of empathy, inclusivity, and the willingness to listen to diverse viewpoints.
Embrace adaptive change, foster inclusivity, and discover the untapped potential within your organization.
As leadership and team coaches, we firmly believe that social capital is not limited by location. In fact, remote work can provide unique opportunities to strengthen it. But leaders must be intentional.
The psychological toll of perpetual change, characterized by uncertainty and loss of control, underscores the importance of stability and belonging in the workplace.
The crux of this shift lies in renegotiating power dynamics within teams and organizations.
After a particularly challenging session with a leadership team, I shared with my coaching partner, Dr. Steven Wolff, that it felt like we were all in a pressure cooker.
In the early 1900s Follett understood something profound:
People are not machines, and organizations are not factories.
They are deeply social systems where meaning, power, purpose, and creativity flow between human beings.