What's your experience of trying to bring about a different future? What carries you forward, and what keeps you from reaching into greater, more meaningful transformation?

Here, Kirstin shares her reflections, including how our approach to deep-rooted dilemmas might be a vital part of patterning hope and a different kind of integrity.

The theme of radical collaboration is one we return to time and again in our work. What's the idea and what part might it play in our current predicament? What does it take, and what shifts may occur as a result?

Community member, Annette Hennessy, shares her experiences and reflections.

Prof. Jem Bendell writes, “the evidence for the unfolding process of societal disruption and collapse is becoming overwhelming”.

Given this framing, what are your reflections on the transformation efforts you, your organisation, your community are engaged in? What is giving you hope, and which aspects of your leadership would benefit from a different kind of attention?

We are arguably in the midst of a new transformation in our human relationship with nature. A growing body of visual, performed and written work is beginning to acknowledge cooperation and symbiosis, not simply competition, as fundamental organising principles for life on this planet.

What is our part as leaders in this?

What if the changes required to drive systemic transformation can happen “in a millisecond, as the scales fall from our eyes”? Donella Meadows suggested this possibility when articulating her ideas about leverage points – places to intervene in a system.

Blog 3 (of 3) on our ‘Four Pathways To Spirited Leadership’ framework.

We illustrate with an organisational story what can happen when we stray from the path, since sometimes we don’t act in the most mature ways!

We find that when don’t walk all four interweaving paths in balance, together, consciously, things can get pretty ugly.

Blog 2 (of 3) on our ‘Four Pathways To Spirited Leadership’ framework.

How can we each put our restless energies in service of what seems really needed, in acts of spirited leadership?

We work with four interweaving pathways to help us.

Blog 1 (of 3) on our ‘Four Pathways To Spirited Leadership’ framework.

From our research we know that restless energies mean many leaders are oscillating between energetic, creative engagement and being deeply frustrated.

They want to commit time and resource to feel part of a bigger movement, to better find their voice and place in the world, to have support with whatever experiments they decide to pursue in service of a regenerative future.

Does individual change lead to system change or is it just a diversion, a distraction strategy?

Can we get our Adaptation Trojan Horse inside Mitigation’s walls?

Drawing on a hidden adaptation gem in the latest IPCC Synthesis Report we explore…

Our future lies in our ability to work together in light of the climate and ecological emergency we’re all going to have to face sooner or later.

The vision of the lone wolf leader fearlessly charging ahead with “the answer” is just as anomalous as our current state of ongoing #polycrises.

How often do you hear “I don’t feel much of a leader”, “I’m not a leader”, “I wouldn’t call myself a leader”?

What if we are all, actually, much of the time “leaders”?

At Leading Through Storms, we actively encourage leaders to question the stories that society uses to make sense of the world. Perhaps the ‘consensus reality’ is an unhelpful façade that hides what’s actually going on? 

Chances are you’ve felt something like this too. An inkling, or nudge, or outright feelings of disbelief -- “Am I the only one seeing this?”

If so, you may find the dilemma in the following story familiar...

Read our article in this special edition journal from the Association for Management Education and Development.

There are moments when we find worldviews colliding. How do we stay in constructive conversation through such discomfort when the stakes are high?

In this piece, Kirstin considers what it means to draw a line during these exceptional times and how practices of action and inquiry can support timely and transforming leadership.