‘Who started this work – the organisation’s founder, or the child who inspired him to do it?’
This challenge came as a healthy jolt, a moment of insight and inspiration, from Carlos, a humble, radical leader working with poor communities in Brazil. It was at an induction event for new leaders of a now very large, global non-governmental organisation (NGO). Its history was being presented through the lens of the organisation’s founder and its successive global presidents. The founder was a war photographer who had been appalled to see the terrible suffering of children during the Korean War. An encounter with a child had galvanised his determination to do something about it.
The resultant NGO had worked very hard over the years to support poor and vulnerable children throughout the world and had indeed achieved some remarkable results. Over time, however, as the organisation had grown in scale and scope, it had started increasingly to view the world through an organisational lens rather than through the eyes of a child. The simple-yet-profound voice of a child had become lost in the midst of complex strategies, structures, policies, plans and programmes. The presidential perspective symbolised a shift from client/beneficiary-centric to organisation-centric.
Why is this important? Firstly, this child’s interaction with and influence on the founder challenges traditional ideas of leadership as a hierarchical-structural phenomenon rather than, as according to Chris Rodgers (2015), ‘an emergent property of people interacting together, not as an elite practice confined to those at the top of organizations.’ Secondly, this NGO’s experience highlights the risk of subtle-yet-critical drifts away from a customer-client, outside-in focus to an intra-organisational, inside-out/inside-inside focus. How can we address these issues as leaders, coaches, OD and trainers?
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