Leading Through Crisis: How Systems Leadership Can Navigate the Polycrisis

By Mpinane Senkhane and Colleen Magner, Reos Partners

2024 has posed significant challenges for philanthropy amid a global polycrisis, where multiple intersecting emergencies and disasters have required, and continue to require, urgent attention from philanthropy and others. At Reos Partners, what has become increasingly clear is that traditional leadership approaches for philanthropy fall short in the face of such global complexity. This article explores how systems leadership for philanthropic leaders and organisations that they support and partner with, can serve as a compass amidst the chaos, offering practical tools and frameworks to address the polycrisis and drive meaningful change.

Systems leadership

We are presently confronted with a series of interconnected global challenges wherein climate change intensifies social inequalities; economic instability incites political unrest; inequality exacerbates geopolitical instability; and technological disruption significantly strains global systems. Leaders encounter unprecedented challenges in this complex landscape. This intersection of crises serves not only as a measure of our resilience but also as a stimulus to reconsider our strategies for leadership and action. Systems leadership emerges as a vital framework that empowers individuals and organisations to navigate these interconnected challenges effectively through creativity, collaboration, and a systemic perspective. It addresses not merely the superficial symptoms of these crises; it delves into the foundational structures and relationships that sustain them. It is imperative to recognise that no single entity possesses all the solutions in the contemporary world, and no singular approach is adequate.

Moving away from the linear and isolated

At its heart, systems leadership engages deeply with others – even when disagreements arise – and imagines new pathways amidst uncertainty. In this context, the limitations of conventional leadership become starkly apparent, while the necessity of systems leadership grows increasingly urgent.

Conventional leadership often takes a linear approach, focusing on isolated problems and seeking technical solutions within existing structures. It tends to emphasise control, predictability, and top-down decision-making. While this approach works in stable environments with transparent cause-and-effect relationships – which we refer to as ‘intact systems’ – it struggles to address today’s challenges’ complex, interdependent nature. In philanthropy, conventional leadership might manifest as funding narrowly defined programmes or initiatives without considering how they interact with broader systemic dynamics. For instance, addressing unemployment in South Africa without linking it to education, health, or climate adaptation risks overlooking root causes and reinforcing silos.

On the other hand, systems leadership demands that we embrace complexity and interdependence. It is about seeing the whole system, recognising the relationships and feedback loops within it, and working collaboratively across boundaries. Systems leaders act as conveners, facilitators, and catalysts, creating spaces for diverse stakeholders to co-create solutions that reflect the system’s complexity.

Applying systems leadership to the polycrisis

Working with people we don’t like or trust

One of the most significant challenges in systems leadership is collaborating with individuals or groups whose perspectives starkly oppose our own. Complex problems like unemployment and inequality in South Africa, compounded by structural inequalities that have persisted since apartheid, lead to high poverty levels, spatial exclusion, and limited access to quality education. These issues underscore the need for systemic strategies to create an inclusive economy. From civil society actors to economists and governments balancing economic growth with sustainability, multiple interests collide, each believing their way is the ‘right way’.

Systems leadership requires breaking out of this rigidity by recognising the multiplicity of interests. This involves engaging others with curiosity about their reality, being frank about our own, and remaining open to change. While it may be uncomfortable, addressing these conflicts head-on can lead to breakthroughs.

True progress often comes from embracing the tension between conflicting perspectives rather than attempting to suppress or bypass them.

The importance of hope

Hope is a subtle yet powerful motivator for systemic change. It is not about having a fixed vision of the future but believing that something different is possible. For instance, in advocating for adopting a broad range of skills, or 21st-century skills in basic education during IPASA’s October 2024 Annual Philanthropy Symposium, hope emerged when participants shared their perspectives, creating a comprehensive view of the issue. This exchange allowed innovative ideas to surface and encouraged collaboration across various sectors.

Hope acts as a catalyst, even in situations that seem unsustainable. It empowers individuals to reimagine what is possible and take steps toward transformation. Hope helps us identify interventions that can shift the system and serve as leverage points. However, hope does not guarantee the desired outcomes; instead, it creates the conditions for collaboration, enabling the exploration of new possibilities and solutions that might otherwise remain hidden.

Stretching collaboration beyond our comfort zones

Traditional collaboration often fails in contentious situations. Systems leadership advocates for ‘stretch collaboration’ (Kahane, 2017), recognising that conflict is necessary for progress. This approach involves creating safe spaces for both connection and confrontation. For example, acknowledging power dynamics and privilege when addressing racial inequality is essential for fostering a shared understanding.

Stretch collaboration also requires experimenting with solutions rather than simply prescribing them. In South Africa’s Violence Against Women Social Lab, participants initially encountered deep mistrust and conflict. However, by allowing frustrations to emerge and engaging in courageous dialogue, the group ultimately found common ground and developed innovative initiatives.

Notably, the stretch is not only about others but also about recognising our role within the system and being willing to change ourselves. This shift in perspective often opens the door to collective action and systemic transformation.

Imagining and moving toward possible futures

The final aspect of systems leadership is the capacity to imagine and act upon possible futures. During the development of the Dinokeng Scenarios, six leaders brought together diverse participants, including representatives from business, trade unions, political parties, youth organisations, research institutions, civil society, government, and religious groups, to envision South Africa’s future. Despite significant mistrust and conflict, this collaborative effort led to public commitments to shared actions, signifying a shift toward trust and collective responsibility. By imagining futures together, groups can move beyond fear and rigidity. By integrating diverse perspectives, systems leadership empowers communities to respond more creatively to complex challenges. This ability to envision different futures is a powerful tool for adapting to uncertainty and fostering resilience.

Collectively tackling complex challenges

In philanthropy, systems leadership transcends mere grantmaking, focusing on building powerful partnerships, fostering a culture of learning, and driving systemic change. It embodies the humility to acknowledge that no single individual or organisation has all the answers and the courage to explore innovative paths. By embracing these principles of systems leadership, we can collectively tackle today’s complex challenges and strive for a future defined by collaboration instead of division. These principles empower us to address the multifaceted challenges of a polycrisis by engaging diverse stakeholders, igniting hope, and daring to experiment toward sustainable futures.