Connected webinars, rise at gates foundation & vertical development
-
Upload
charles-palus -
Category
Leadership & Management
-
view
19 -
download
0
Transcript of Connected webinars, rise at gates foundation & vertical development
© 2017 Center for Creative Leadership. All rights reserved.
CONNECTED Community Webinar SeriesFeaturing the Big Idea of Relational Leadership
09 January 2018
Vertical Leadership Development as Scaffold and Spotlight: The RISE Approach to Leadership Development
Kara Laverde, Deputy DirectorPeople & Organization Potential
The Bill & Melinda Gates Foundation
© 2017 Center for Creative Leadership. All rights reserved.
cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP
© 2017 Center for Creative Leadership. All rights reserved.
cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP
Q: What is relational leadership?
A: The idea of relational leadership is a powerful way to understand leadership
as the capacities and actions of social systems.
Leadership is an emergent property of relations (Denis, Langley & Sergi, 2012).
Leadership is a relational process of shared sense making and meaning making
(Bill Drath,The Deep Blue Sea, 2001).
Our purpose is to share and create knowledge, and to shape the
Center for Creative Leadership’s research agenda in this area.
© 2017 Center for Creative Leadership. All rights reserved.
cop.ccl.org/connected/
CCL has a body of research and practice which
builds on a relational view of leadership.
• Network Leadership
• Boundary Spanning
• Vertical Development / Transformation
• Leadership Culture
• Leadership Strategies
• The DAC Framework
• Dialogue
• Leadership for Societal Impact
Opt in at http://eepurl.com/ctHWeP
© 2017 Center for Creative Leadership. All rights reserved.
cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP
THE CONNECTED WEBINAR SERIES 2017-2018
1. DriveTime: Transforming Your Leadership Culture.
2. The DAC Framework and Relational Leadership.
3. Barry Oshry: The Structures We Fall Into Shape Our Consciousness
4. Leadership Beyond Boundaries and SOGI.
5. Boundary Spanning Leadership: Top Ten Lessons of Experience.
6. CCL Points of View on Leadership Development Through the Lens of Relational Leadership
7. Vertical Leadership Development in a Complex World
8. Relational practices for DAC: Project Review and Input
© 2017 Center for Creative Leadership. All rights reserved.
Next …
DAC and the Collective Capacity to Lead
at the International Organization for Migration (IOM)
with Cindy McCauley, Patrick Sweet & Robert Burnside
Friday February 16, 9 am (Eastern)
ccl.webex.com/join/chuck
This assessment offers a comprehensive, evidenced-based thought foundation addressing the challenges of
leading global humanitarian operations, and for developing such organisations and their leaders embedded in
the tensions of global and local ecosystems.
cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP
Development = Horizontal + Vertical
Vertical Development
Growing abilities to think and act in complex, systemic, and interdependent ways.
Earned through life experience.
It’s about how you think.
Horizontal Development
Adding knowledge and skills.
Transmitted from experts.
It’s about what you think.
There are two types of leadership development:
Petrie, N. (2014). Vertical leadership development, Part 1: Developing leaders for a complex world. Center for Creative Leadership. White Paper.
Vertical Leadership Development
Resources atwww.ccl-explorer.org/category/vertical-leadership-development/www.ccl.org/Transformations
Nick Petrie’s white papers (also search www.ccl.org)
Transformations Cards based on Seven Transformations
Bill Torbert’s short videos
Research Forum: Advancing Vertical Leadership Development in a Complex World with Global Leadership Associates
Contact Richard Izard at [email protected]
© 2014 Bill & Melinda Gates Foundation
www.ccl.org/wp-content/uploads/2016/02/Gates-Ftdn.pdf
By Chris Ernst,
Steven Rice,
and Adrianne
Van Strander
A NEW APPROACH TO LEADERSHIP DEVELOPMENT
January 9, 2018
Kara Laverde, Deputy Director
People & Organization Potential
© 2014 Bill & Melinda Gates Foundation
We work with partner organizations around the world to reduce inequity
© Bill & Melinda Gates Foundation | 13
THE SCOPE OF OUR WORK
For the Year ended December 31, 2015. Amounts in thousands of U.S. dollars. Value of Grants total represents grants only.
© Bill & Melinda Gates Foundation | 14
OUR CULTURE JOURNEY
We're working to create the culture we need for the impact we want.
© Bill & Melinda Gates Foundation | 17
STAKEHOLDERS VOICES
Don’t do anything that reinforces
the hierarchy.
Engage us at all levels in
design
I don’t want to be on this culture
and leadership journey alone,
where it feels counter-cultural.
There's no playbook for the
culture work- how do we
make it continuous and
connected
Less is more- we’re overwhelmed.
Focus on helping us get more
capacity rather than adding a lot of
new skills
Create a sense of
connection, a responsibility
for each other.
© Bill & Melinda Gates Foundation | 21
GROUNDED IN FOUR ESSENTIAL BELIEFS
Take an inclusive approach to grow both
current and future leaders simultaneously.
Grow adaptive leadership capabilities that balance and integrate the
technical requirements of leadership
Expand leadership development beyond
foundation walls via an open source
strategy.
Reinforce collective success via a focus of
leading across internal and external boundaries
© Bill & Melinda Gates Foundation
Polarity
Thinking
Being
Resilient
Being
Present
Inclusive
Leadership
Leading
Self
Begin Your
Journey
Journaling
Planning
Guide
Leading Across
Boundaries
Cadre
Meetings
Coaching
LAB Partner
Community
of Practice
Mentoring Sharing
Leading It
Forward
Lifeline
WHAT PARTICIPANTS ARE SAYING
“I’m making it a habit
to stop and breathe
when I get
overwhelmed.”
“I’m checking myself
against stories I’m
making up about
people.”
“I improved my capability
to experience my emotion
without judgement.”
“By walking away from my cell phone and closing my laptop, my conversations have become more meaningful and engaging.”
“I learned to ask more
questions to draw out
others who might not be
speaking up.”
• People are willing to get vulnerable and talk about their feelings in the workplace… and for some people,
sitting in a circle with no tables is vulnerability enough! (Start where they are).
• Engage the end-users all along the way.
• It’s okay to go out with a 85%-baked pilot, and adjust (don’t lock your design in too soon).
• Surface design tensions and trade-offs and be explicit in our choices.
• Keep a steady drip of change management and communication going.
• Walk the talk-- hold things loosely and stay flexible!
WHAT WE’RE LEARNING