Want to know what we’re up to right now? Take a look…

We like to deliver more than you'd expect - here's where we're headed at the moment.   The Pollinator Project - a study of Opportunity Makers like me. I'm talking to those with a natural instinct for providing that vital impulse - an introduction that leads to so much more; experience that saves time and effort; knowledge that changes possibilities; wisdom that settles differences; and curiosity that inspires creativity.  Can you support this project? We're looking for funding to analyse the behaviour of these unsung heroes of progress so we can and publish their brilliant insights. Write to us if you can.   UK Coworking Assembly - Chair of the company, co-founder and facilitator. I'm helping gather, strengthen and guide the board and a Wisdom Council to work out strategic priorities and find the resources to deliver them. Building this site - after 10 years 'away' from consulting, it was time time to re-assess and...

Nature’s mindset can save us: Have you tuned in to her wisdom?

The problem with being rational, is that what you think is reasonable depends on what you believe. You know science is reasonable and you think you’ve got it licked — but then you bump into quantum physics and find out there’s a liquid that can run uphill, or some other crazy thing like the faster you travel, the slimmer you get. Totally nuts, but true*. These discoveries were not made by those who ignored or rejected the evidence because they couldn’t explain it. They were made by people who suspended their disbelief and opened their minds enough to see the possibility of something new. I think the chaotic times we’re living in aren’t here by chance — they’re here because so many of our most popular and firmly held beliefs aren’t as reasonable as they seem. One of the main culprits is the big disconnect from nature. There’s a gulf between the views...

15 years ago I made nature my boss: Here’s what she taught me about running companies

The way a company is run depends mainly on the goal. There’s lots of guidance like ‘9 types of organisational structure every company should consider’, but most company designs start out ad hoc. It’s not until something significant changes that people start to focus on what they’ve created, as this excellent article from MindTools explains. Since people tend to feel safer with the clarity of command and control, it’s by far the most common strategy, but it has its pitfalls. Elevating responsibility concentrates risk, and those who shoulder that burden are likely to demand more, and to spend more as they seek to justify, protect or force their positions. The irony is that the feeling of control is often far greater than the reality. Nature does things differently. In 2005, I played a key role in creating The Association of Sustainability Practitioners. Since the goal was to promote sustainable behaviour, I had a hunch the organisation...

More Energy, Less Stress — An Easy Guide to Better Quality Time

Don’t watch the clock, watch whatever you’re doing(First published in The Innovation on Medium here)Last time I baked, I burned the bread. Such a stupid mistake to make, and yet it’s so common. Watch the clock instead of the thing you’re doing, and things will often go wrong. I was paying attention to the wrong kind of time… If only I’d stuck to the principles of Open Space, it would all have worked out fine. Open Space started out as a “simple way to run productive meetings, for five to 2000+ people” which we quickly learned also turns out to be a “powerful approach to leadership”. I fell in love with the method 15 years ago, finding it so useful that besides using it to facilitate work, I regularly call on it’s wisdom in everyday life. There are just 4 principles and one ‘law’ in Open Space, and you don’t need to learn anything new or have...

Simon Sinek on Leadership

Liz arrived back from the World Government Summit in Dubai this month armed with a wealth of fascinating new knowledge, connections and ideas.  She spent time with John Helliwell, Jeffrey Sachs, Don Norman, Tim Kobe, Daniel Kahneman, Charles Montgomery  and Martin Seligman among others.  This simple expression from Simon Sinek though, strikes a real chord.  More on his presentation about Leadership in an infinite world anon. "Leadership is not about being in charge, leadership is about taking care of those in your charge"

Why Collaborative Advantage matters

This post was first published on my old 'Pollin8or's Blog' site (30/Nov/2018). Collaborative Advantage, a phrase coined by Siv Vangen and Chris Huxham in 1989, is the compelling argument for investing time and effort into partnership work.  The Ubiquity University slide below cites a UNESCO study ranking collaborative skills as the most important for effectively addressing problems in the context of complex systems. At the time of writing, I haven’t found an website dedicated to the promotion of generic partnership skills and the art of collaboration.  There’s plenty of organisational guidance for stakeholders on the subject, and good resources scattered among the pages of excellent things like the Participatory Learning and Action Guide but the only knowledge base for learning, exchange and improvement of the collaborative working/ partnership practices I’ve found so far is this one for charities by the NCVO. In the meantime – here’s a set of notes based mainly on insights from Elizabeth Lank’s  excellent book ‘Collaborative Advantage’ from...