Seven Zones For Leadership:
Acting Authentically in Stability and Chaos
An Overview
by Dr. Robert Terry
Leadership is an amazing concept. It is so rich in meaning and implications that, when deeply understood, it opens an inquiry into profound and provocative perspectives on societal, organizational and personal life.
Some reflectors on the subject, like Peter Block, believe the term leadership is too restrictive, focusing only on positional leaders while others, like Peter Vaill, open the term to spiritual, even theological, analysis.
Some advocates, like Joseph Rost, think the term should be defined specifically while others, like many researchers at the Center For Creative Leadership, want the term left undefined so research into the phenomena is not restricted. No matter where one stands on these issues, the engaging nature of leadership ideas and practices are worthy of serious investigation. It dominates much of the organizational literature, and is implicit in every organization, whether or not the topic is addressed explicitly.
Thus, one of the most useless comments we hear in organizations today is: “We need more leadership around here.” It is useless because the term is ill defined and often assumed to be clear without discussion. Yet, one of the most useful comments we hear in organizations today is: “We need more leadership around here.” It is useful because it can be the occasion to discuss in depth what it means and what the implications are for organizational, professional and personal life.
Seven Zones book
Developmental Linkage
One other aspect of Seven Zones For Leadership sets it apart from other approaches. It links three notions that rarely get linked in leadership education:
- Personal Development
- Professional Development
- Organizational Development
All too often only one or two of these ideas show up in leadership education and training seminars. Know yourself, your Myers Briggs score, your history etc. Know what is expected in your organizational function as supervisor, middle manager or executive. Know what it takes to build a robust organization for the long term.
Leadership education involves all three. Too many actual and potential leaders are versed in one or take a course in one. The most ignored is the third—organizational development. Too many leaders deepen their awareness of themselves and obtain skills for executive action yet have few clues about what it takes to build an organization or for the long term.
Seven Zones Manual and related resources
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