Liberto Pereda has been the managing director in several big organizations. He has lead international teams successfully and recently made the shift in his carrier to bring collective effectiveness to all teams.
Vitality is the capacity to have a meaningful and purposeful existence, of self and organisations.
However, if we look into the last hundred years, we see that we have been asked to be profitable in a hard way, in a very focused way. And that has in instances resulted in low vitality.
We need to move from organisational development to human development because humans develop organizations.
In order to develop our organisations, we need to focus on the development of people who make up part of the organisation. As Robert Kegan speaks in one of his books, creating organisations that are deliberately developmental helps people grow, change and improve and eventually help organisations thrive.
When organisations exist to develop humans and the human race, we come together to deliver a higher purpose through real cooperation and authentic relationships.
Whenever there are conversations of US vs THEM in the organisation, it is a clear indicator of low vitality.
Whenever the profitability is down, despite chasing the markets for a while, or when performance over time has been flat, delivery, maybe between 2%-5%. The bottom line is holding the same results over a period of time, is most likely an indicator of low vitality and a lack of creativity in the company. So profitability can also be an indicator of low vitality.
[11:16] The answer is quite simple.
I realised in my role as a Managing Director I actually didn’t need to have all the answers. That’s a belief that was really limiting me.
Leaders need to unlearn:
That’s impossible for a human being and this is very limiting.
Leaders need to:
Statistics shows that in the next 40 years we are going to spend about 10 years in front of a screen. What if we removed some of that time to sit with people, real people, actual meetings, face to face, where we can have conversations connecting with what matters most to us.
Liberto believes that children have a lot of teach us, so whenever you face a challenge, step into the perspective of the grandfather or grandmother and ask yourself, what would a grandfather or grandmother do in this situation?
Then you will realise that it’s not about you or me and and that it is about about all of us being well.