Role of Synergistic Leadership
Leaders play an enormous role in determining attitudes and behavior.
Unknowingly, many leaders unintentionally betray their subordinate’s expectations for being acknowledged and rewarded for excellent work, innovative thinking, and willingness to take risks for the greater good of the organization. When these expectations are unfulfilled, their morale takes a long, low road to disappointment and despair. The climate of excitement and innovation yields to an attitude of complaint, blame, and resentment. It is in this swamp of despair the marginal Mordred breeds like a mosquito.
If the ghost of Mordred and Machiavelli are prolific in your organization, look to the top where their spirit may reside. And also look within to see if you are trapped in a culture of intrigue, innuendo, and doubt in which you’ve become one of the principal or supporting actors.
Like the smoker who gets a momentary nicotine high, leaders who feast on a diet cynicism, criticism, blame, negativity, and rule by fear may get an emotional power-high, but in the long run, with each passing day, sustainable energy is drained from the organization on its slow decline to death. Work then becomes nothing more than a bitter-sweet travail with neither victory nor valor, honor nor heroics.
Mastery as Relationship Architects
Seldom does synergy happen by accident. It manifests because people believe it is possible; it is a self-fulfilling prophesy.
To those who build strategic relationships, our work is not just a business profession, but a mission with its roots solidly set in the "architecture of cooperation.“
Our mission is to transcend divergent points of view, thus co-generating bold new futures where differences become the ever-renewable source of creative energy, the essence of innovation, the dynamism of new possibilities. Ours is a noble endeavor -- designing the synergy of compatible differences. Daily we must use honor and integrity to build the trust that is essential to all our relationships.
Held within the seed of the architecture of collaborative innovation is the power to let us bring a new insight, a new pathway, a new hope, a new spirit, and a new power to our world.
Each day, when we use or invent a strategic relationship, we are contributing to the creation of that higher order of experience and action that makes our workplace a better place to live. Daily we are honing the skills and transmitting the abilities and multiplying the possibilities to spawn a better world around us. As we expand our capabilities in teams and alliances, we can use these proficiencies in a multitude of applications -- better marriages, better teams, better families, and better communities.
In the large span of things, step by step, relationship by relationship,
we will have created a better world for all of us.