Today i am #WorkingOutLoud and sharing part the closing chapter of ‘The Social Age Guidebook’.
In this book i have shared some of my Expedition Notes, my attempt to understand the emerging context and implications of the Social Age. I started with these words:
“It is not one complete map, but a series of fragments, representing the features and landmarks that have caught my eye”
If leaders do not hold all the answers, and nor do they know the destination with certainty, perhaps this then is the role of a leader: to be uncertain, but to remain curious.
When i share this work with groups, i am sometimes asked for ‘answers’, but how would i know what their answer is?
The best that i can do is to find my own.
And best thing i can do to tomorrow is to lay down my new found certainty and create my understanding again, anew.
In a rapidly evolving context, which is how the notion of the Social Age frames us, and within systems of understanding that are, themselves, at best fragmentary, the best we can do is to remain uncertain, but to explore.
We do not need an answer, but we do need a shared language to describe the landmarks.
We do not need shared understanding, but we do need shared space to explore our different versions of that understanding.
We do not need clarity, so long as we are held with a community that spans a diversity of perspectives.
Organisations tend to shift in company: different interpretations centred around a common theme. An approach that makes them adventurious, but relatively safe, in common delusions.
But our competitive advantage may lie in variance, ignorance, or altered perspectives.
Everyone can see the same things that you and i see, albeit from a different point in the landscape, but not everyone will build the same understanding out of it.
These may be the muscles to flex: the creation of meaning, metacognitive views of the system with an ability to find insight and opportunity, and an ability to slip from here into pragmatic action.