Institute for Women's Leadership Alumnae e-News
Volume 1, Issue 6 - August, 2000
Welcome to IWL's monthly e-newsletter, designed to keep you, our alumnae, informed about current events and important information on the progress of our global community and commitments.
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In this issue:
All content is copyright © 2002-2013 Institute for Women's Leadership. All rights reserved.
Tel (415) 331-3222
P.O. Box 150150, San Rafael, CA 94915
|Glass Ceiling Alumni programs women leading change partners leading change executives_leading_sustainable_change events calendar Institute for Women's Leadership Archives|
Leading Change for Women of Color Success
Insight from the recent WLC for WOC at Agilent Technologies
Column - Improving Performance
Steps to improving performance prior to 'the big nap!'
We attended one of Dr. Lee's eye-opening talks on natural progesterone and its effect on women's (and men's) health.
Link to Dr. Lee's web site from Helpful Resources, Fitness, Health and Wellbeing section.
Please review the article
listed in his 'What's in the News' section titled, 'Study Shows Breast
4) A note from Rayona - Contextual Leadership
During the past several months we've been engaged in applying the principles and skills from the Women Leading Change program in other, more widespread applications. It is now apparent that we need to have a name for the type of work we do and advocate in our programs. We're officially trademarking 'contextual leadership' and 'contextual learning.'
Structure and Behavior
In essence, the usual approach to leadership development and organization change is to control and manage the things that normally fall into two categories:
and behaviors |
These categories are widely accepted, understood and generally receive the lion's share of attention in an organizational change program.
We encourage people to learn about the things in these categories that are necessary for success, but we don't expect that systemic and sustaining change will come from merely tweaking or enhancing the system's content and activities.
The single, most important dimension of leading change, and therefore, leadership competency, is to develop the ability to hear and see the context (mindset, frame of reference, or culture) that is 'shaping the reality' of the system or organization.
Context creates a 'field of play' or an environment in which things happen. Designing and protecting the integrity of that field is the most important job of a contextual leader. Without an empowering context, making changes to structures and behaviors is like rearranging deck chairs on the Titanic.
Some of the key practices required
in contextual leadership are:
Conversations for actions|
We are committed that everything you learn in our programs, when applied regularly and appropriately, enables you, a contextual leader, to produce breakthrough results in your organization and community.
Coaching and Communities of Practice
In addition, successful contextual leadership requires coaching and communities of practice that form a feedback system for applying what you are learning and learning from what you are applying.
Please share your successes or failures in applying contextual leadership to the organizations and communities that you care about by calling us at 650.366.7350 or emailing us at email@example.com or firstname.lastname@example.org
With warm regards,
Institute for Women's Leadership