{"id":320,"date":"2024-10-19T09:21:22","date_gmt":"2024-10-19T16:21:22","guid":{"rendered":"https:\/\/betterplaces.blog\/?p=320"},"modified":"2025-05-03T20:37:36","modified_gmt":"2025-05-04T03:37:36","slug":"building-leaders-by-scaling-trust","status":"publish","type":"post","link":"https:\/\/betterplaces.blog\/?p=320","title":{"rendered":"Building Leaders by Scaling Trust"},"content":{"rendered":"\n

<\/p>\n\n\n\n

Call me crazy, but I\u2019m writing two more books to help leaders create more conscious organizations and a better world<\/em>.<\/p>\n\n\n\n

By Robert Rasmussen<\/p>\n\n\n\n

My next book will begin with the last page of my first book. <\/p>\n\n\n\n

At the conclusion of Better Places<\/em>, I made a plea for a different kind of leadership:<\/p>\n\n\n\n

Now, more than ever, the world needs a new kind of leader who sees abundance and not scarcity, takes risks to question their conceptions, and dares to talk of love, belonging, esteem, wholeness, and transcendence. We desperately need these leaders in our government, classrooms, communities, and businesses to see what unites us, what is alive in us, and what needs to be unfolded, not tangled up.<\/em><\/p>\n\n\n\n

With my next book, I will answer this need and offer a way for people to become that \u201cnew kind of leader.\u201d My working title is Scaling Trust<\/em>, and I plan to share my own experience as CEO of technology services provider Agile Six, the wisdom of others, and practical guidance for leading from a place of faith rather than fear. <\/p>\n\n\n\n

My tentative name for this kind of leadership is \u201cnonviolent leadership.\u201d That\u2019s an homage to Marshall Rosenberg and his work on nonviolent communication. His core idea is that human conflict and violence stem from unmet fundamental needs. Nonviolent leaders trust that we can resolve differences peacefully when we recognize those needs in ourselves and others. Nonviolent leaders aren\u2019t just profoundly compassionate; they help people identify their authentic passions and tap their full potential. As a result, these leaders build stronger companies and communities. <\/p>\n\n\n\n

Scaling Trust<\/em> will be one of two interconnected books. The other, tentatively titled Scaling Teal<\/em>, will be a field guide for leaders aiming to create more soulful organizations. \u201cTeal\u201d refers to companies that are self-managed, grounded in wholeness, and driven by an evolving sense of purpose. <\/p>\n\n\n\n

Author Frederic Laloux described these organizations in his 2014 book Reinventing Organizations<\/em>. With Scaling Teal, I will pick up where Laloux left off, offering a blueprint to nonviolent, trust-based leaders on how to build a conscious organization from scratch or migrate an existing business to Teal.  <\/p>\n\n\n\n

I plan to complete the manuscripts for both books by the end of 2025 and publish them soon after.<\/p>\n\n\n\n

While I hope people of many professions, industries and geographies will read these books, there\u2019s one community I\u2019m especially keen to reach: the world of Agile.<\/p>\n\n\n\n

***<\/p>\n\n\n\n

Agile refers to a software coding methodology and a better way of working. As a technology professional, I was drawn to Agile\u2019s egalitarian spirit, inclusion, and trust-based teamwork. I have spent several thousand hours serving as an Agile coach. <\/p>\n\n\n\n

I see a close overlap between Agile and Teal. After all, Agile and its descendant Scrum are about putting people at the center of processes, limiting rigid and wasteful bureaucracy, embracing emergent strategy, trusting the creators of value (the doers, not the managers), and dismantling the traditional power structures that hold people back. <\/p>\n\n\n\n

Agile has grown rapidly, aided in part by the pandemic and the growing use of distributed teams. Between 2020 and 2021, according to one study, Agile adoption within software development teams increased from 37% to 86%.<\/p>\n\n\n\n

And yet, Agile is limited. The movement has been constrained by practices that have been overly codified and commercialized. <\/p>\n\n\n\n

I believe Agile needs the deeper set of values offered by Teal, especially the belief in abundance and a mindset of profound trust. By evolving to Teal, Agile practitioners, teams, and organizations will be able to develop even greater levels of innovation and fulfilment.<\/p>\n\n\n\n

That said, I aim to borrow a key strength of Agile as I write Scaling Trust<\/em> and Scaling Teal<\/em>. Agile thinkers like Jeff Sutherland<\/a> described their methods with great clarity and down-to-earth language. <\/p>\n\n\n\n

The Teal realm can use esoteric, confusing language. I was guilty of this at times in Better Places<\/em>. For example, I used the terms \u201ctranscendence\u201d and \u201cfeed people\u201d in ways readers may not have understood. <\/p>\n\n\n\n

This time, my goal is to be much more straightforward and concrete about how leaders can develop healthier, wiser mindsets and build companies that enable people to grow into their full potential.  <\/p>\n\n\n\n

***<\/p>\n\n\n\n

You can help me. I plan to share much of the books\u2019 content in blogs over the coming months. Will you let me know if I\u2019m writing in a way that resonates and is clear?<\/strong><\/p>\n\n\n\n

You may be tempted first to call me crazy. Why am I writing two more books when the ink barely dries on my first one? It feels like therapy to me. I would be more likely to go crazy if I didn\u2019t write these books. This two-part project feels like the best way I can contribute to a world that is not in a great place today. <\/p>\n\n\n\n

We face deep divisions in our country. Our environment is on the brink of devastation. Much of humanity suffers from unexamined trauma as well as widespread anxiety and despair. <\/p>\n\n\n\n

But there is hope. There are better places available to us\u2014in our own souls, in our organizations, in our communities, and in our countries. <\/p>\n\n\n\n

If we can connect to our authentic callings, recognize our innate compassion for each other, and embrace our fundamental interdependence, we can create a much better world overall\u2014a place where people and the planet thrive.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

\u00c5 bygge ledere gjennom \u00e5 skalere tillit<\/h2>\n\n\n\n

Kall meg gal, men jeg skriver to nye b\u00f8ker for \u00e5 hjelpe ledere med \u00e5 skape mer bevisste organisasjoner \u2013 og en bedre verden.<\/strong><\/p>\n\n\n\n

Av Robert Rasmussen<\/strong><\/p>\n\n\n\n

Min neste bok vil begynne der den f\u00f8rste sluttet.<\/p>\n\n\n\n

P\u00e5 slutten av Better Places<\/em> kom jeg med en appell om en ny type lederskap:<\/p>\n\n\n\n

N\u00e5, mer enn noen gang, trenger verden en ny type leder \u2013 en som ser overflod i stedet for knapphet, som v\u00e5ger \u00e5 utfordre egne forestillinger, og som t\u00f8r \u00e5 snakke om kj\u00e6rlighet, tilh\u00f8righet, selvrespekt, helhet og transcendens. Vi trenger disse lederne s\u00e5rt \u2013 i regjeringer, klasserom, lokalsamfunn og bedrifter \u2013 til \u00e5 se det som forener oss, det som lever i oss, og det som trenger \u00e5 folde seg ut, ikke flokke seg til.<\/em><\/p>\n\n\n\n

Med min neste bok \u00f8nsker jeg \u00e5 svare p\u00e5 dette behovet \u2013 og vise hvordan mennesker kan bli akkurat denne \u201cnye typen leder.\u201d Arbeidstittelen er Scaling Trust<\/em>, og jeg planlegger \u00e5 dele mine egne erfaringer som CEO i teknologiselskapet Agile Six, supplert med andres visdom og praktisk veiledning i \u00e5 lede fra et sted av tillit, ikke frykt.<\/p>\n\n\n\n

Mitt forel\u00f8pige navn p\u00e5 denne lederstilen er ikke-voldelig ledelse<\/em>. Det er en hyllest til Marshall Rosenberg og hans arbeid med ikke-voldelig kommunikasjon. Hans kjerneid\u00e9 er at konflikt og vold stammer fra udekkede grunnleggende behov. Ikke-voldelige ledere stoler p\u00e5 at vi kan l\u00f8se forskjeller fredelig n\u00e5r vi anerkjenner disse behovene \u2013 i oss selv og andre. De er ikke bare dypt medf\u00f8lende; de hjelper folk \u00e5 finne sine ekte lidenskaper og virkelig blomstre. Som resultat bygger de sterkere selskaper og samfunn.<\/p>\n\n\n\n

Scaling Trust<\/em> blir \u00e9n av to sammenhengende b\u00f8ker. Den andre, med arbeidstittelen Scaling Teal<\/em>, blir en feltguide for ledere som \u00f8nsker \u00e5 skape mer sjelefulle organisasjoner. \u201cTeal\u201d viser til selskaper som praktiserer selvledelse, baserer seg p\u00e5 helhet og styres av et evolusjon\u00e6rt form\u00e5l.<\/p>\n\n\n\n

Forfatter Frederic Laloux beskrev slike organisasjoner i boken Reinventing Organizations<\/em> fra 2014. Med Scaling Teal<\/em> \u00f8nsker jeg \u00e5 fortsette der Laloux slapp, og tilby et veikart til ikke-voldelige, tillitsbaserte ledere som \u00f8nsker \u00e5 bygge bevisste organisasjoner \u2013 fra bunnen av, eller ved \u00e5 migrere eksisterende bedrifter.<\/p>\n\n\n\n

M\u00e5let er \u00e5 ferdigstille manus for begge b\u00f8kene innen utgangen av 2025 og publisere dem kort tid etter.<\/p>\n\n\n\n

Selv om jeg h\u00e5per at mennesker fra ulike yrker, bransjer og land vil lese b\u00f8kene, er det ett fellesskap jeg s\u00e6rlig h\u00e5per \u00e5 n\u00e5: Agile-verdenen.<\/p>\n\n\n\n

\n\n\n\n

Agile er b\u00e5de en metode for programvareutvikling og en bedre m\u00e5te \u00e5 arbeide p\u00e5. Som teknologiprofesjonell ble jeg tiltrukket av Agiles egalit\u00e6re \u00e5nd, inkludering og tillitsbaserte samarbeid. Jeg har brukt flere tusen timer som Agile-coach.<\/p>\n\n\n\n

Jeg ser et sterkt slektskap mellom Agile og Teal. Agile (og etterkommeren Scrum) handler om \u00e5 sette mennesker i sentrum, redusere rigid og sl\u00f8sende byr\u00e5krati, omfavne fremvoksende strategier, ha tillit til verdiskaperne (de som gj\u00f8r jobben \u2013 ikke bare lederne), og demontere gamle maktstrukturer.<\/p>\n\n\n\n

Agile har vokst raskt \u2013 delvis takket v\u00e6re pandemien og \u00f8kt bruk av distribuerte team. I f\u00f8lge \u00e9n studie \u00f8kte Agile-adopsjon i utviklingsteam fra 37 % til 86 % mellom 2020 og 2021.<\/p>\n\n\n\n

Likevel er Agile begrenset. Bevegelsen har i for stor grad blitt kodifisert og kommersialisert.<\/p>\n\n\n\n

Jeg mener Agile trenger de dypere verdiene som Teal tilbyr \u2013 s\u00e6rlig troen p\u00e5 overflod og et tillitsfullt tankesett. Ved \u00e5 utvikle seg mot Teal kan Agile-ut\u00f8vere og -organisasjoner oppn\u00e5 enda st\u00f8rre grad av innovasjon og meningsfullhet.<\/p>\n\n\n\n

N\u00e5r det er sagt, \u00f8nsker jeg \u00e5 l\u00e5ne en av Agiles store styrker i arbeidet med Scaling Trust<\/em> og Scaling Teal<\/em>: klarhet og jordn\u00e6r formidling. Agile-tenkere som Jeff Sutherland brukte tydelig og forst\u00e5elig spr\u00e5k for \u00e5 forklare komplekse ideer.<\/p>\n\n\n\n

Teal-verdenen kan til tider fremst\u00e5 esoterisk og forvirrende. Jeg har selv syndet her i Better Places<\/em> \u2013 for eksempel med begreper som \u201ctranscendens\u201d og \u201c\u00e5 n\u00e6re mennesker\u201d, som kanskje ikke var like klare for alle lesere.<\/p>\n\n\n\n

Denne gangen \u00f8nsker jeg \u00e5 v\u00e6re langt mer direkte og konkret: hvordan ledere kan utvikle sunnere, klokere tankesett \u2013 og bygge selskaper hvor mennesker virkelig f\u00e5r vokse.<\/p>\n\n\n\n

\n\n\n\n

Og her kan du hjelpe meg.<\/p>\n\n\n\n

Jeg planlegger \u00e5 dele mye av innholdet fra b\u00f8kene i blogginnlegg de kommende m\u00e5nedene. Vil du gi meg tilbakemelding p\u00e5 om det jeg skriver er tydelig og treffer?<\/p>\n\n\n\n

Du kan kanskje fristes til \u00e5 kalle meg gal. Hvorfor skrive to nye b\u00f8ker n\u00e5r blekket knapt har t\u00f8rket p\u00e5 den f\u00f8rste? For meg f\u00f8les det som terapi. Jeg ville heller blitt gal om jeg ikke skrev dem. Dette todelte bokprosjektet f\u00f8les som mitt viktigste bidrag til en verden som ikke har det s\u00e6rlig godt akkurat n\u00e5.<\/p>\n\n\n\n

Vi st\u00e5r midt i dype splittelser i samfunnet v\u00e5rt. Milj\u00f8et v\u00e5rt balanserer p\u00e5 randen av katastrofe. Store deler av menneskeheten sliter med uadressert traume, utbredt angst og h\u00e5pl\u00f8shet.<\/p>\n\n\n\n

Men det finnes h\u00e5p. Det finnes bedre steder \u2013 i sjelene v\u00e5re, i organisasjonene v\u00e5re, i lokalsamfunnene v\u00e5re og i nasjonene v\u00e5re.<\/p>\n\n\n\n

Hvis vi klarer \u00e5 koble oss p\u00e5 v\u00e5rt autentiske kall, gjenkjenne v\u00e5r medf\u00f8dte empati og omfavne v\u00e5r grunnleggende gjensidige avhengighet, kan vi skape en langt bedre verden \u2013 et sted hvor b\u00e5de mennesker og planeten f\u00e5r blomstre.<\/p>\n","protected":false},"excerpt":{"rendered":"

Call me crazy, but I\u2019m writing two more books to help leaders create more conscious organizations and a better world.<\/p>\n

Continue reading Building Leaders by Scaling Trust<\/span><\/a><\/p>\n","protected":false},"author":238892274,"featured_media":324,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"advanced_seo_description":"","jetpack_seo_html_title":"","jetpack_seo_noindex":false,"jetpack_seo_schema_type":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_wpcom_ai_launchpad_first_post":false,"_jetpack_hide_featured_image":false,"_jetpack_featured_image_duplicate_dismissed":0,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"{title}\n\n{excerpt}\n\n{url}","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false},"categories":[1],"tags":[11287,475603162,329724783,16750853,179,7885,510,46805,651686,769224191],"class_list":["post-320","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-agile","tag-agilesix","tag-betterplaces","tag-bettertogether","tag-business","tag-leadership","tag-project-management","tag-scrum","tag-teal","tag-tealorg"],"jetpack_publicize_connections":[],"jetpack_likes_enabled":true,"jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/pf3Jag-5a","jetpack_featured_media_url":"https:\/\/i0.wp.com\/betterplaces.blog\/wp-content\/uploads\/2024\/10\/agile-process-evolves-to-teal-culture.png?fit=1024%2C768&ssl=1","_links":{"self":[{"href":"https:\/\/betterplaces.blog\/index.php?rest_route=\/wp\/v2\/posts\/320","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/betterplaces.blog\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/betterplaces.blog\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/betterplaces.blog\/index.php?rest_route=\/wp\/v2\/users\/238892274"}],"replies":[{"embeddable":true,"href":"https:\/\/betterplaces.blog\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=320"}],"version-history":[{"count":4,"href":"https:\/\/betterplaces.blog\/index.php?rest_route=\/wp\/v2\/posts\/320\/revisions"}],"predecessor-version":[{"id":489,"href":"https:\/\/betterplaces.blog\/index.php?rest_route=\/wp\/v2\/posts\/320\/revisions\/489"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/betterplaces.blog\/index.php?rest_route=\/wp\/v2\/media\/324"}],"wp:attachment":[{"href":"https:\/\/betterplaces.blog\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=320"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/betterplaces.blog\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=320"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/betterplaces.blog\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=320"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}