When we think of an ecosystem, there are several factors that contribute to its success. One of these factors is the lack of clear expectations for leaders. Without clear expectations, leaders are unlikely to grow and be evaluated effectively. Addressing this aspect of the leadership ecosystem would most positively impact the other components of the ecosystem. Here are some ways to create an ecosystem that will help you develop leaders and achieve your organisational goals.
Leveraging design thinking and agile practices to create an “ecosystem of engagement”
The future of leadership depends on four strategies. To create a more resilient and engaging organisation, leaders must learn to use the ‘ecosystem of engagement’ concept to solve complex problems. This process is inclusive and adaptive and focuses on creating human-centric solutions to problems that arise. Here are 4 strategies for creating an ecosystem of engagement:
Retrospectives: Weekly or bi-weekly retrospectives help teams to discuss and prioritize their work. The team also shares its frustrations and joys, and observes the priorities of the leader. Agile practices foster communication and engagement. This article describes a design thinking approach that involves conducting weekly or bi-weekly retrospectives. The key is to engage in open dialogue, identify the priorities of the team, and share solutions.
Defining the “who” matters in an ecosystem
Defining the “who” matters within a leadership ecosystem is critical for the success of your leadership initiative. You can’t simply break the problem down into a series of bilateral relationships, as this could result in missing important information. Instead, try thinking of your situation as an ecosystem, where the value proposition of each member depends on the contributions of the other members. Once you’ve defined the ecosystem, you’ll be able to define the value proposition of each participant and build a strategy around them.
A leadership ecosystem is a system that connects different stakeholders and supports a central value proposition. The elements within a leadership ecosystem should align in order to support the value proposition of the focal element. Those elements may be different for different stakeholders, but they are interdependent. Defining the “who” matters within a leadership ecosystem can help you develop a strategy to align all stakeholders for maximum success.
The diversity of individuals within the ecosystem should reflect the diversity of the total system. Your entire ecosystem may consist of diverse partners, customers, and employees. Your employees are likely to reflect a diverse range of gender identities, national origins, ethnicities, and abilities. The same is true of economic and educational backgrounds. The more inclusive the ecosystem is, the more value it will create. However, there is no denying that diversity is necessary in a leadership ecosystem.
In today’s complex and dynamic environment, ecosystems need to be analyzed to identify the optimal level of collaboration and cooperation. In strategy, ecosystems are viewed as complex portfolios of interdependent relationships with their environment. Organizations cannot avoid being a part of this ecosystem. Furthermore, ecosystems are created and managed by players with influence and the ability to aggregate. The concept of ecosystems is not new; it’s just different.
Whether your organization’s value chain is a single, multi-level ecosystem or a complex network of relationships, it is important to understand how the different players fit together. In a complex ecosystem, multiple actors define their own strategies, which reflect the structure of the ecosystem. While each firm’s strategy may be consistent in one aspect, it might be inconsistent across all entities. Thus, a successful ecosystem needs both convergent and overlapping strategies.
Creating an “ecosystem of engagement”
Creating an “ecosystem of engagement”, or a culture of collaboration and inclusion, is crucial for your organisation’s continued success. An “ecosystem of engagement” is the result of a thoughtful, adaptive process that addresses multiple layers of a problem. For example, an “ecosystem of engagement” might foster cooperation and co-authorship among team members. A culture of collaboration and inclusion is essential for an organization to thrive, and it begins with leadership.
A culture of disengagement is damaging for an organisation’s bottom line. Gallup recently reported that the percentage of actively disengaged employees in the U.S. will increase by 2021. The majority of these individuals report poor management and a miserable work environment. Meanwhile, the Bureau of Labor Statistics reports record quit rates among workers. These high levels of employee disengagement affect the workforce, the business, and society as a whole.
Engaging employees and consumers means transforming the culture, systems, and values of your organization. Engagement is a multidimensional psychological experience that develops within a relational context. While previous research on engagement has provided a rich foundation for the debate, further exploration is required. Further, new, transdisciplinary research on engagement across cultural and organizational domains is needed to better understand how people engage with an organization.
Creating this s an essential aspect of creating a high-performing organisation. In addition to creating a culture of collaboration, employees must also be empowered to make decisions. While engagement is a multi-dimensional phenomenon, it is not the same as employee satisfaction or morale. The best way to create an ecosystem of engagement is to think holistically.