Leadership: Harnessing the Power of Relationships...A breadth as well as a depth of skills and tools...
Transcript of Leadership: Harnessing the Power of Relationships...A breadth as well as a depth of skills and tools...
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Leadership: Harnessing the Power of
RelationshipsLaree Kiely, Ph.D.
We Will, Inc
www.wewillinc.com
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Leadership?
How did you get here?
Are leaders self-designated?
Are leaders born or are they developed?
When we find ourselves in times of trouble…
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The greatest danger in times of turbulence is not
the turbulence;it is to act with yesterday’s
logic.--Peter Drucker--
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The irony is that today the primary threats to
our survivalcome not just from
sudden events but from slow, gradual processes
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THE BALCONY VERSUS THE DANCE
LEADERSHIP:
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Life is more manageable
when thought of as a scavenger
hunt as opposed to a
surprise party.
--Jimmy Buffett
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EMERGENT-CIESAND
CO-CREATION
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EMERGENT-CIES
Emergent-cies have certain characteristics.
• We have never been in exactly this situation before
• We are not sure what the problem or issue really is
• We don't know what all of the possible solutions might be
• We have never worked with this exact configuration of people before
• We don't really know each other and how each person thinks or what they have experienced or what they think the rules are
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C0-CREATE DEFINITION:
• Beyond cooperation and collaboration
• Group sensemaking• How people interact with information• How we interact with each other
• The ability of groups of people to optimally structure reality
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12BUILDING THE PLANE WHILE
FLYING IT
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With These Three Questions Guiding Everything
Why do we exist?
For whom do we exist?
What are we solving for?
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THE MAGNETIC BAR OF “CULTURE”
“Culture eats strategy for breakfast!”--Peter Drucker
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BECOME A “WHY”
CULTURE
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TOOL: THE 5 LEVELS OF “WHY”
• Ask “why” 3 to 5 times to get to the core issue or double-click on one of their words.
• Use their words to gather more meaning.
• When they start to struggle with the answer, you are close to the core.
• Practice SILENCE – Let them think.
• If you go down the wrong path, back up and start down another.
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A learning organization
“In a learning organization leaders are DESIGNERS,
STEWARDS, and TEACHERS. They are responsible for
building organizations where people continually expand
their capabilities to understand complexity, clarify vision, and
improve shared mental models – that is, they are responsible
for LEARNING.”
~Peter Senge
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THINK SYSTEMICALLY
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“Systems thinking is a
discipline for seeing wholes
rather than static
snapshots, and for
understanding the subtle
interconnectedness that
gives living systems their
unique character.”
~Peter Senge, The Fifth Discipline
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“I don’t experience equilibrium as an always desirable state. And I don’t believe it is a desirable state for an organization. Quite the
contrary. I’ve observed the search for organizational equilibrium as a sure path to institutional death, a road to zero trafficked by
fearful people.”~Margaret Wheatley
Leadership & the New Science
THE ROLE OF A LEADER IS TO INSTIGATE & LEAD CHANGE
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Tenets of Organizational Systems1. The easy way out usually leads back in
2. Behavior grows better before it grows worse
3. Today’s problems come from yesterday’s “solutions”
4. The harder you push, the harder the system pushes back
5. The cure can be worse than the disease:
6. Faster is slower: You may need to slow down to speed up
7. Cause and effect are not closely related in time and space
8. Small changes can produce big results—but the areas of highest leverage are often the least obvious
9. You can have your cake and eat it too—but not at once
10. Dividing an elephant in half does not produce two elephants
11. There is no blame--Peter Senge, The Fifth Discipline
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COMMON ORGANIZATIONAL LEARNING DISABILITIES
1. I am my position
2. The enemy is out there
3. The illusion of taking charge
4. The fixation on events
5. The myth of the management team
6. The parable of the boiled frog
7. The delusion of learning from experience
8. The hammer and the nail
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Sources: Peter Senge and Carl Rogers
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A breadth as well as a depth of skills and tools
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A breadth as well as a depth of skills and tools
• Knowing when we don’t know
• Embracing failure and creativity
• Using influence instead of formal power
• Placing relationships first
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Knowing when we don’t know
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JUDGER VS. LEARNER
Judger Reaction:
What’s wrong?
Who’s to blame?
How can I prove I am right?
How can I protect my turf?
How can I be in control?
What’s wrong with them?
Why bother?
Learner Reaction:
•What works?
•What am I responsible for?
•What are the facts?
•What is the big picture?
•What are my choices?
•What is useful about this?
•What do I want?
•What can I learn?
•What is the other person seeing, thinking, feeling, needing, wanting?
•What is possible?
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-- Adams; Clear Leadership, by Gervase Bushe, 2010.
Consider context: Thoughts (including self talk),
feelings, circumstances. It’s your choice!
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AVOIDING TYPE 3 ERRORS(SOLVING THE WRONG PROBLEM CORRECTLY)
• Never, ever trust a single definition or a single formulation of an important problem
• A single person or organization by itself cannot determine whether it is committing a type three error
• Never, ever trust only one solution to a problem
• Always remember what you are solving for and for whom
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Freedom within the limiters• Make the limiters clear
• Test them to make sure they are real
FREEDOM TO CHOOSE THE
HOW
Limiters
LimitersLimiters
Limiters
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Embracing failure and creativity
Anyone who has never made a mistake has never tried anything new.
The important thing is to not stop questioning. Curiosity has its own reason for existing.
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Using influence instead of formal power
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1. Every object persists in its state of rest or uniform motion in a straight line unless it is compelled to change that state by forces impressed on it.
2. Force is equal to the change in momentum (mV) per change in time. For a constant mass, force equals mass times acceleration (F = ma)
3. For every action, there is an equal and opposite re-action
Sir Isaac Newton
NEWTON’S LAWS OF MOTION
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The key to influence
Listen as fiercely as you want to be
heard
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All Available Data
The Ladder of Inference-Argyris-
1. Our Observations
3. Our Conclusions
2. Our Interpretations
At each step, there is an opportunity for our storiesto diverge because:
We notice different things
Our conclusions reflect ourself interest
We are influenced by pastexperience
Answer:Move from being sure to being curious!
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The Listening L.A.W.S
Remember: As the noise in your head goes up, your ability to listen effectively goes down
Seek First to UnderstandSt Thomas Aquinas
L LIKE
A ADD
W WORRIED ABOUT
S SOLUTION
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Placing relationships first
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The Human Core
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Individuals and Relationships: The Third Entity
#1
#3
#2
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OUTWITTED
He drew a circle that SHUT me out;
Heretic, rebel, a thing to flout.
But the truth and I had the wit to win.
We drew a circle and took him in.
Edwin Markham
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“Leadership is a choice. It is not a rank. I know many people at the senior-most levels of organizations who are absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would not follow them. And I know many people who are at the bottom of organizations who have no authority and they are absolutely leaders. And this is because they have chosen to look after the person to the left of them and they have chosen to look after the person to the right of them. This is what a leader is.”
-Simon Sinek
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LeaderFUL practice
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Source: Creating Leaderful Organizations, by Joseph Raelin, 2003
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Uncertainties =
Emergent-cies
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Consider, for example, how flocks of birds are able to demonstrate such amazing coordination and alignment, with thousands of independent bodies that move as one, reacting
together in nanoseconds to changes in geography, topography, wind currents, and potential predators.
Scientists have discovered that just three simple rules govern their interaction: maintain a minimum distance from your
neighbor; fly at the same speed as your neighbor; and always turn towards the center. All three rules are essential for
flocking. When they are in place, it is as if all birds collectively “see” what each bird sees and “respond” as each bird
responds.
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This could be a good time!
There is a river flowing now very fast.
It is so great and swift that there are those who will be afraid.
They will try to hold on to the shore.
They will feel they are being torn apart and will suffer greatly.
Know the river has its destination.
The elders say we must let go of the shore, push off into the middle of the river,
keep our eyes open,
and our heads above the water.
~ A Hopi Elder
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Thank You & H.I.T.A.K.I.T.