Page 167 - Appreciative Leadership

140 Appreciative Leadership

For nearly five years, the company was run by a bully. Th e

CEO was a tyrant who belittled everyone with whom he came
into contact. Nothing was ever good enough for him. No one
would dare make a move or bring a new idea forward for fear
of his anger and criticism.
When his departure was announced, employees cheered.
And then the new leader arrived. He was likable, but not

engaged. It was not unusual to see him nod off in meetings. His
direct reports were given free reign to run their departments.
Silos sprouted and morale plummeted to its lowest ever. His
lack of vision and engagement with us was just as defl ating as
the critical leadership we had lived with for so long.

Appreciative Leadership kindles visionary liveliness by engaging
with people in inquiry and conversations about hopes and dreams for
the future. In the process, visions—compelling images of the future—
emerge that awaken the creative spirit, inspire hope, and generate
inspired actions. As the following story illustrates a shared vision or
compelling image of the future can help a group transcend competi-
tion and generate a creative platform for collaboration:

The leadership team of the human resources department of
a major pharmaceutical company had gathered for a team
building. The session began with the group of six people—

one VP and five directors—sharing high-point stories and

dreams for the future. As they shared their dreams for their

own futures, a deep silence filled the room. All of the fi ve
directors had the same dream: to become vice president of

human resources. At first panic set in; after all, there was only

one VP position and their boss was not ready to relinquish it.