Changing on the Job: Developing Leaders for a Complex World

Changing on the Job: Developing Leaders for a Complex World

Changing on the Job: Developing Leaders for a Complex World

Changing on the Job: Developing Leaders for a Complex World


Listen to people in every field and you'll hear a call for more sophisticated leadership- for leaders who can solve more complex problems than the human race has ever faced. But these leaders won't simply come to the fore; we have to develop them, and we must cultivate them as quickly as is humanly possible. Changing on the Job is a means to this end.

As opposed to showing readers how to play the role of a leader in a "paint by numbers" fashion, Changing on the Job builds on theories of adult growth and development to help readers become more thoughtful individuals, capable of leading in any scenario. Moving from the theoretical to the practical, and employing real-world examples, author Jennifer Garvey Berger offers a set of building blocks to help cultivate an agile workforce while improving performance.

Coaches, HR professionals, thoughtful leaders, and anyone who wants to flourish on the job will find this book a vital resource for developing their own capacities and those of the talent that they support.


We are collectively lost in the wilderness, and we don’t always notice that we’re lost. the difficulties of the present era have included environmental, social, and technological change on a scale that would have been inconceivable even 50 years ago. the way organizations and leaders navigate this time will not only matter in the bottom line for their organizations but might well change the course of life on our planet. We need to marshal together our collective work in order to make changes on a bigger scale—and more intentionally—than we ever have before in the history of the human race. This is a pretty serious demand on us, and it’s not likely one that we’re up to—at least not today. We hope it’s one we could be up to if we worked hard enough. But how would we work hard enough to meet these demands? and what would we be actually doing in the first place?

Several thousands of years ago, it is likely that your ancestors—whoever they might have been—had clear systems and rituals that would support their movement from one stage in their lives to another. Some of these systems and rituals would have been potentially dangerous, others more communal and supportive. in any case, if you had lived back then, you’d have known from the time you were a small child what path you might follow, and you’d have had a guide to where you might hope to arrive one day, when you were older and wiser and seemed to have the respect of all around you. It wasn’t always a pretty map, or a kind one, but there were markers that would let you anticipate what might be next for you.

Today, we have all different kinds of maps. You can google my address and see a satellite picture of the roof. You can walk into an hr department and see the salary steps and performance bands you might expect to progress through. You can go to a foreign city and plug an address into your gps and have a woman with a soothing English accent (or North American, or Australian, if those make you more confident) tell you which direction to turn and how long until your final destination.

With all of our mapping, though, we’ve lost what our ancestors probably had thousands of years ago—the sense of how we’ll progress through our lives. There’s . . .

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