Dit was my voorreg om hierdie week, Maandag en Dinsdag, as spreker op te tree by die ATKV se Jeugleiersimposiums by die Goudini Spa naby Worcester en Buffelspoort naby Hartebeespoortdam.
My onderwerp: Vyf soorte weerstand teen leierskap en hoe om dit te hefboom. As jy daar was kan jy die opsomming hier aflaai in die vorm van die skyfie reeks wat ek gebruik het. As jy nie daar was nie, sal dit maar min sin maak vir jou.
It was my privilege to speak at the ATKV Youth Leaders symposia on Monday and Tuesday this week at Goudini Spa in the Western Cape and Buffelspoort in Gauteng.
My topic: Five types of resistance to leadership and how to leverage them. If you were there you can download the slide show above. If you were not there, it won’t make much sense to you.
Insights from this experience:
I am unable to divorce strategy and narrative from embodiment
I have come to distrust speaking as an effective way of bringing about change completely. There was a time when I thought that experiential interactive processes were mostly effective but that, now and then, speaking was still the best way. That idea might still be true for some and in certain contexts, but no longer for me and I can’t think of a context anymore where I would do it this way. It was my two talks at the ATKV Youth Leadership Symposiums this week that finalised this deduction for me.
The audience was wonderfully attentive, intelligent and as interactive as can be expected from 170 youngsters listening to a talk. And they were so beautifully compliant.
However, I wanted to interact with them more – hear about what erks them and talk about resistance. Being an applied theatre practitioner, I did interact, of course, but not in an embodied manner. It was mostly through conversation and feedback. They were model citizens, responding just like I would have wanted them to – if my talk was not about resistance. I no longer want neat well crafted processes where the audience do what the mode of presentation requires. I wanted some disagreement, some sparks. Yes, some resistance.
What I did in these talks was a combination of strategy and narrative, but it is the embodied part of the model that allows participants to interact with the narrative, the ‘story in the room’. If they don’t, it is left, for the most part, un-interrogated. The strategic narrative embodiment model of designing workshops and interventions is the model I developed over the last 7 years in my work in organisation development and leadership coaching.
I have made peace, I think, with the fact that no work I do creates any bangs and does not cause the populace to rise up in adoration. The work is too challenging and out of the ordinary. However, I have come to expect that I will love what I do. Interactive talking just did not do it for me here. I left feeling completely unmoved. That is just no good. So, if you want a 45 min to 1 hour talk on the five types of resistance to leadership and how to leverage them, forget it. I will rather ask for 90 min or 3 hours and do a truly Strategic Narrative Embodiment session.
It seems I am a one song bird.