Dee Hock

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To Nurture Open Leaders, Managers Must Learn To Let Go

In my previous article on talent development in open organizations, I explained how senior and upper-level managers can help young leadership talent develop without taking an entirely "hands off" approach. The truth is that leadership talent rarely develops on its own, and if organizations wishing to become more open want to see open leaders thrive, upper management has a specific job to do. It must create balance-not only between the organization's conventional management principles and more open ones, but also (as I've explained before) between reason and feeling, head and heart. In other words, this involves creating a balance between individual ego and collective needs. These are the primary conditions for getting the entire organization moving in an open direction.

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