Post on 12-Nov-2014
The Survival Guide for Leaders:Tactics for Tough Times
August 18, 2009
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Angelia Herrin
Executive Director, Harvard Business Publishing
© Copyright 2008 Harvard Business School Publishing Corporation. All rights reserved.
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Ron Heifetz
Cofounder and Principal,
Cambridge Leadership Associates
Founding director of the Center for Public
Leadership at the Harvard Kennedy School
Bestselling Author:
© Copyright 2008 Harvard Business School Publishing Corporation. All rights reserved.
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Who We Are
© Copyright 2008 Harvard Business School Publishing Corporation. All rights reserved.
Executive Education
MBA Program
HarvardBusiness
School
Harvard University
Harvard BusinessPublishing
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Leadership in a (Permanent) Crisis?
© Cambridge Leadership Associates
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Two Phases of Crisis Leadership
Emergency Tasks:
•Presence•Speak to people’s experience•Maintain poise•Drive the prepared organizational responses•Improvise as needed to the extent that’s possible
© Cambridge Leadership Associates
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Adaptive Phase
Goals:• Tackle the immediate adaptive challenge• Build an adaptive culture
Tasks:• Catalyze adaptation• Embrace disequilibrium• Generate distributed leadership
© Cambridge Leadership Associates
PAGE 8© Cambridge Leadership Associates
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The Adaptive Context
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Today’s
Leadership
Tasks
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Catalyze Adaptation
• From “best practices” to “next practices”• Confront loyalty to legacy practices• Distinguish the essential from the expendable• Run numerous experiments
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Helping people develop “next practices” that will enable the organization to thrive in a new world, even as they continue with best practices necessary for current success.
Catalyze Adaptation
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Catalyze Adaptation
© Cambridge Leadership Associates
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Embrace Disequilibrium
• Keep your hand on the thermostat• Depersonalize conflict• Create a culture of courageous Conversations
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Keeping people in a state that creates enough discomfort to induce change but not so much that they fight, flee or freeze
Embrace Disequilibrium
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Embrace Disequilibrium
© Cambridge Leadership Associates
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Generate Leadership
• Acknowledge interdependence• Distribute leadership responsibility• Protect voices of leadership without authority• Leverage diversity
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Giving people at all levels the opportunity to lead experiments that will help the organization adapt to
changing times.
Generate Leadership
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Generate Leadership
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Area of Focus Technical Adaptive
Direction: Provide Problem Definition and Solution
Identify the Adaptive Challenge; Frame key questions & issues
Protection: Protect from external threats Disclose external threats
Order:Orient people to
current roles
Disorient current roles; resist orienting people to
new roles too quickly Orientation
Conflict Restore order Expose conflict or let it emerge
Norms Maintain norms Challenge norms or let them be challenged
Leadership With Authority
© Cambridge Leadership Associates
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The Personal Challenge
You won’t achieve your leadership aims if you sacrifice yourself by not taking care of your needs.
© Cambridge Leadership Associates
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Getting up on the Balcony
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Use Partners
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Distinguish Role From Self
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Listen
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Manage One’s Hungers
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Anchor Oneself
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Purposes
Beyond Measure
© Cambridge Leadership Associates
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Contact: Ron Heifetz
Cambridge Leadership Associates
info@cambridge-leadership.com
p. 617.576.5766
www.cambridge-leadership.com
© Cambridge Leadership Associates
Discuss Adaptive Leadership in your Organization
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Change Management Center
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Change Management Center
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Change Management Center
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Q&A…………………Thank You!
© Copyright 2008 Harvard Business School Publishing Corporation. All rights reserved.
To learn more about The Change Management Center or to receive a demo please contact:
Barrett Coakley
Harvard Business Publishing
bcoakley@harvardbusiness.org
www.harvardbusiness.org/corporate
For further reading on Adaptive
Leadership, please see the July-
August issue of HBR:
Leadership in a (Permanent) Crisis
By Ron Heifetz, Alexander Grashow
and Marty Linsky.