Why leadership development does not thrive in a big bureaucratic organization remains a point of discussion. But it is true that for instance in hospitals or the taxes agency the necessity for a leader is smaller. The better everything is structured and the more professional the environment, the smaller the chance for a leader to make a difference. In circumstances with urgency – disasters – leaders will stand up.

Bottom line: What will you do when disaster strikes?

When you think of Timbuktu you think about a far-away place. About a place that is completely unknown to you. That is what Manfred F. R. Kets de Vries talks about in his book the leadership mystique. He describes the impact such an experience has on your development.

Someone who has not only tested the waters but also really has submerged himself in an environment without references undergoes a transforming process. This person is confronted with the nature of his own personality in a very profound way. In the article  “Why should anyone be led by you?: what it takes to be an authentic leader” by Robert Goffee and Gareth Jones, they boldly state that a leader should know himself!

In my opinion a Timbuktu experience does just that. Self knowledge and self-reflection is a necessity in order to be an authentic leader. Authenticity – next to emotional intelligence – is a key value in the characteristics of a future leader.

Bottom line: What will be your Timbuktu experience?