“What is the work to be done?”
It’s a question that is at the heart of how Cru helps leaders develop and grow. We do not start with “Who has the authority to lead?”, or “Who has the charisma to lead?”, or “Who has the experience to lead?” We start with “What is the work to be done?”.
Any struggle to make progress on tough challenges lays bare the capacity gaps that make the challenge outside our current repertoire. Obvious capacity gaps tend to be gaps in skills, knowledge, mindset or attitude. Less obvious capacity gaps relate to organisational culture, and at a more micro level, to values and beliefs – both group and individual – that are challenged by the need to change.
When you think about your biggest concerns, what has made progress on them difficult in the past?
What can you see as the likely challenges in making progress on them now?
Answers to these questions will begin to point you towards areas where you’ll need to grow your own capacity, and the capacities of everyone involved in the situation.
Building new capacity means going beyond our edge of competence. Capacity building always requires learning. This makes being able to learn a key skill – perhaps the key skill – for the exercise of effective leadership. .
Cru’s adapt, grow, achieve model supports leaders in growing their own capacity. Adapt, grow, achieve also provides a framework for engaging with others as they adapt to changing circumstances and grow their capacity to do the work that needs to be done.
We believe President Kennedy was right when he said that “Leadership and learning are indispensable to each other.”