Interdependent Leadership Series Overview

Leadership today is tough. Just look at the evidence below.

If you are like the majority of today’s managers and leaders, your job is complicated and complex, and that has big implications. Look at some of the patterns you are likely experiencing.

The realities of today’s new economy, the speed of work, and ever-changing business needs means that leadership development must now shift to address additional emerging complexities.


Leaders must be master multipliers of resources and people, as they align purpose, people, and outcomes. They must break down silos within teams and across functions and through multiple generations, helping people and networked teams work effectively.

Data Overload/Mistrust

2.5 quintillion bytes of data are created daily, and 90% of the world’s information has been generated in the past two years (Forbes). This volume of data leaves leaders unsure of whom to trust, what to think and do, and often puts leaders in a silo.

Toxicity and Blame

People (not strategy) are most commonly cited as the reason for failure in change initiatives, which exacerbates the blame inside organizations. High toxicity causes a 70% failure rate of change initiatives and contributes to high turnover and low engagement (HBR).

Digital Disconnect

Today people are more isolated and disconnected, despite the fact there are more ways to create connection than ever before. Individuals and teams are more matrixed, remote, and flexible, yet no more productive, and much more difficult to engage.

Interdependent Leadership can created the most needed changes. It allows individuals, teams and leaders to design their way out of toxicity and deficit thinking. It heals people and the corporate bottom line.

Download the Interdependent Leadership Series Guide with learning objectives and learning models to educate other leaders by completing the form below.