Embracing leadership as a dynamic action: A shift toward inclusivity

Calls have been made for a new kind of people-centric, collective, inclusive leadership in the United Nations (UN), including those outlined in the UN System Leadership Framework, the Our Common Agenda Report, and the UN 2.0 Policy Brief - but what are some concrete ways our programmes turn this into a reality?

The United Nations System Staff College (UNSSC) aims to support the development and mainstreaming of the skills, competencies, and insights required to address the complex and multidimensional challenges currently facing the United Nations, including in the fields of leadership and management.

This multifaceted question is addressed in "Leadership capacity building steering the UN towards a more resilient future", an article born from UNSSC's ongoing collaboration with the Dag Hammarskjöld Foundation, and reflected in the discussion that follows.

Embracing "leadership as a verb"

At UNSSC we aim at enabling participants to adapt and scope the learning and motivation received to the level of 'do-ability' that they may have within the culture of their teams and organizations, moving away from mere theoretical learning into "What can you do?" and "Where can you start?".

Teams within the UNSSC are consciously shifting away from designing for more hierarchical leadership models towards conceptualizing leadership as a dynamic action. While these traditional leadership models tend to encourage a top-down approach where leaders are expected to provide all the answers, the current pace of change and crisis calls for better embracing the collective insights and diverse experiences of all team members.

Our focus is on making the learning real and actionable for participants who span the entirety of the UN system and who must increasingly lead not by mere position, but through influence, collaboration, and resilience.

Adaptive Leadership

Adaptive Leadership focuses on empowering individuals and teams to tackle complex challenges by encouraging flexibility, learning, and innovation in uncertain environments, which aligns well with the dynamic nature of the UN's work, and the ongoing polycrises in which it operates. UNSSC has increasingly incorporated the key elements of Adaptive Leadership in its training, due to its suitability in the UN context and positive feedback from participants, who have found it immediately applicable - and impactful - to their realities.

Inclusivity and integrity are outlined as critical in the UN System Leadership Framework, which encourages leaders to step back, gain perspective, and ensure more diverse voices are embraced for discussion, debate, and decision-making.

By doing so, leaders can avoid feeling so overwhelmed, while also achieving a more panoramic understanding of their teams and environments, promoting autonomy, empowering teams to assume greater ownership of their tasks, and further fostering a culture of innovation and autonomy.

"I realized the importance of being vulnerable as a way to unlock" - Participant Quote

This is not a relinquishment of responsibility, but a strategic decision to cultivate a richer, more participatory process. It can create space for others to engage, contribute, and develop their own capabilities, thereby harnessing a wider array of solutions and fostering a sense of shared ownership.

While leaders can't shy away from taking responsibility and accountability, they can give space to voices other than their own, listen to different opinions, ask others to suggest solutions, and ultimately overcome the limits that inevitably come from having a single perspective constrained by bias, culture, and limited - even when extensive - experience.

"Leadership can come from anywhere and from anyone - we need to create the environment to listen and allow leadership to happen" - Participant quote

Peer-Coaching

UNSSC has found that having participants ideate and iterate the approaches outlined in our Adaptive Leadership programming in safe, online peer-coaching spaces has been transformative.

In the context of these programmes, where six to seven participants and a UNSSC assigned coach explore the art of inquiry rather than the provision of solutions, leaders get accustomed to asking open-ended questions that prompt reflection and self-discovery rather than simply dispensing advice or answers.

Peer-coaching represents a confidential reflection process allowing participants to foster a culture of collaborative learning and shared responsibility, as well as a space where leaders can affirm the importance of each individual's contributions, actively listen, ask powerful questions, and provide constructive feedback.

Peer-coaching sessions are carefully structured to foster psychological safety and cultivate a nurturing environment for growth and development. When extrapolated to teams and units, this can significantly enhance the workplace atmosphere, encouraging team members to more confidently express concerns, propose ideas, and challenge the status quo without the fear of ridicule or repercussion. This can contribute to more informed decision-making, reduce workplace stress, and allow for an increased focus on organizational goals during times of uncertainty.

The open, safe spaces provided throughout these selected UNSSC programmes allow for new perspectives to be gained, a realization that there are colleagues and counterparts who are, within their own unique contexts, dealing with similar issues; similar restrictions; and similar feelings. This realization not only allows participants to feel less isolated but fosters a sense of solidarity and mutual understanding, encouraging an increasingly collaborative relationship.

"We need to take care of ourselves, as leadership can be a lonely place" Participant quote

As the UN continues to face global challenges, our ability to adapt, collaborate, and innovate will define our success.

As part of the UN system, UNSSC stands ready to further commit to this path of continuous improvement and collective empowerment, ensuring that our leadership practices are as progressive as the goals we aim to achieve.

Interested in learning more? Read the full article here!

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