At TILT we are excited to host a three-part webinar series entitled: 

Transforming our Leadership in Complex Times                                                                                                                                             
 
The duration of each webinar would be 30-40 minutes, but we’ve not decided on the specific times yet, only that it will run some time between 6 and 8pm RSA time.



Webinar 1
21 July @ 6-8pm RSA time
Transforming our Leadership – Are our Containers Breaking?
(i.e. messiness of leadership, Leader as container: are our containers breaking, transforming our leadership warts and all)
Register in advance for this meeting:
https://us06web.zoom.us/meeting/register/tZcsf-6pqzkqHNMAAiEIW4X1ScDy-ZOgGWNK 

Webinar 2
30 July @ 6-8pm RSA time
Transforming our leadership as we deal with Corruption.
(including things like: the many faces of corruption (not just financial, but corruption in broader sense – identity, person, self, acting out as part of stress etc.); resisting corruption by leaders; the moral imperative; etc.
Register in advance for this meeting:
https://us06web.zoom.us/meeting/register/tZEqd-CvrzwqEtfye1t9o6i0Ot7GsZDx_kqy


Webinar 3
10 August @ 6-8pm RSA time
Transforming our leadership through connectedness 
(incl. things like how does leadership connectedness show up in the midst of a pandemic; why is it important/is it important?; is connectedness transformation or can it be? And how can leaders take up their roles to transform through connectedness? etc.)
Register in advance for this meeting:
https://us06web.zoom.us/meeting/register/tZIvfuCvrjgtEtyq_oaHdlmC2SjbpSb9yxkp
​

​James Krantz* writes beautifully how important it is for leaders to have the courage to betray
personal relationships and expectations when required. If you are the one in charge, you will
sometimes have to make decisions that will upset some of your closest allies in order to do what
is best for the team, business or country that you are leading. President Ramaphosa has started
this process, but it is clear that it will not get any easier as the realisation sets in that corruption
is systemic - meaning that it is impossible to root it out by only focusing on the individuals that
get caught out.

A radical transformation of how the ANC views itself and its place in the world is needed. If the
mindset is, “I am the leader, I fought the struggle, so I deserve power and prestige”, then
corruption will continue and the powerful will have to consolidate power and persecute any
opposition. But if the mindset is, “I am the leader, I will continue to serve and fight for the benefit
of all”, then people will start to call each other out if they betray the central philosophy.
​
To betray (call out, not promote, not award a tender to, retrench) an ally in service of the primary
task and ethos of the organisation is incredibly painful and difficult. To do so when the primary
task and ethos of the organisation is almost unrecognisably distorted by different and
contradicting assumptions that are rooted deeply in a traumatised past, is impossible if not done
alongside a concerted systemic effort at radically transforming the mind of the organisation.

Jean Cooper

* Krantz, James (2006). Leadership, betrayal and adaptation. Human Relations. Feb 2006; 59, 2

I wanted to write something about how short life is, and that we should beware of just
repeating the same old patterns that get us stuck and waste our time. Then I read this
paragraph. Nothing more to add...

"Only the person who has reached a substantial level of maturity can acknowledge this
paradox, that he or she now is the enemy. One needs to reach at least the middle years
before one can take on the immensity of this project. One needs to have made projections
onto the outer world - career, relationships, social roles - and suffered their insufficiency;
one needs to have made enough mistakes to begin to see a pattern; one needs to have
attained a strong enough ego to dare look within for the source of one's choices. Only then
does one have the experience, and the courage, to sort through, to differentiate, the
unconscious causal factors and then to make a break for a new life"

James Hollis, Swamplands of the Soul - New Life in Dismal Places. 1996.

Speaking of time.....have you registered for this years Group Relations Conference??
​
Jean Cooper