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Innovative Leadership Weld V5 9 11

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This is a presentation to the Women for Economic Leadership and Development Conference. If you are interested in learning more about innovative leadership, this will give additional details on our …

This is a presentation to the Women for Economic Leadership and Development Conference. If you are interested in learning more about innovative leadership, this will give additional details on our thinking as well as a self assessment tool.

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  • Thank you for the opportunity to be here today. We are delighted to be part of the WELD Conference to talk about Innovative leadership.Goal Statement/conclusion: We would like to talk about Innovative Leadership. Let’s start by asking you to think about a project you were excited about working on and as you moved forward you found that the leadership that should have been helping make progress actually got in the way of progress in one way or another. We are certainly not here to poke at the hard working leaders of our organizations but rather to look at ways that will help them be more effective at implementing transformative change. How many leaders do you know who spend more time improving their golf swing than they do improving their leadership skills? In this time of change – focus on continually building leadership skills is critical.Outcome: We would like you to leave today with a clear understanding of the construct we are calling innovative leadership and some ideas of how this might help you in your work. Following are the key themes :What is Innovative Leadership - Understand the difference between traditional leadership and innovative leadership and why it drives successUnderstand the five domains – understand the foundation and how you score so you will understand where to focus your energies Understand how you could use this in your organization – in addition to improving your own skills – how can you bring this information to your organization to improve organizational success? Action oriented Close: Consider the impact innovative leaders make on the world? Imagine what we can do by improving ourselves and helping others as we all try to make significant changes in our current world conditions. Today is your opportunity to consider your own ability to function as an innovative leader and identify an action item to improve your ability.
  • 3 minWhat is most important about where I have been – I have a strong academic and consulting background. I spent my time learning from my broad range of clients and students about what worked and what did not and created a framework that has been tested with hundreds of people across industries. My work is a combination of academic rigor applied in a very practical way to successful businesses to help them become more successful
  • 5 minHow often have you heard that leaders are strategic and managers are tactical? We submit that you need to have some skills in both. While the level within the organization and the type of company will impact the focus on these, a strong innovative leader needs to do all. describe the pyramid: Leaders are born (personality type) and made (developmental level) …Maureen - situational analysis and behavior. This is about the alignment between the quadrants. An example is leaders who do great work to create processes and products within their organization and yet lead from an old school mindset. One of our clients wants to do relatively forward looking IT work and yet the President treats employees as if they are on an assembly line. If they are talking then they are obviously not doing their jobs. In a time where employee engagement is important to keep knowledge workers engaged, his behavior continually undermines their engagement. He demonstrates a lack of alignment. His personal values are old school – friends are what we have outside of work. That drives behavior that discourages behavior that involves being friends with colleagues. The system also encourages a piece rate type of approach that has promoted high turn over and people working the minimal hours possible. The values alignment follows his values – we do our jobs while at work and keep any fun or caring interaction for outside of the office. This system is completely aligned with the views of the President. Unfortunately, this culture does not support the business that has emerged.
  • 7minutesCommand and control vs. ScientistThink of an example of a command and control boss and when that worked wellThink of an example of a boss that was more innovative in orientation – more holistic Describe how those behaviors impacted your ability to succeed..
  • 5 minAny surprises? What happens when you are emotionally triggered? Do you have early warning? Who encourages you on a tough day?
  • 10 minGive the Dena example – I had someone working for me who I also considered one of my closest friends – during start up we are often closest with people with whom we work. At some point she withdrew. She was having some challenges and I did not understand how to deal with it. It was clear she did not want to talk about what was going on and the disconnect caused a rift in our working and personal relationship. She recently called to have me do some coaching. She had moved beyond her challenges (health issues) and seemed more herself. What we both discovered was she had a type that tended to withdraw under stress. She also learned that this damaged her personal and professional relationships. As we worked through this process she became aware of the signs and managed them. She has used this with her husband and with me. We also now have an agreement about how we can work together and how I can reach out to her when she is withdrawn. She is an amazingly talented member of the organization and had we not understood this dynamic we would have lost the potential for a wonderful working relationship. Now look at your answers to the questions on the prior page and see if there is one action you might consider taking with regard to type.
  • 5 minSurprises? How would you know when you are stressed? How many of you exercise regularly? How many of you stop and take a few deep breaths when you are stressed?
  • 10 minAn expert will make sense of making a mistake by feeling like a complete failure. An Individualist sees the mistake and finds it quite interesting – very curious about this experiment – what worked and why. Little to no sense of failure. Another example – building Columbus IT workforce in the face of talent shortage – we created a consortia of universities to kick off the education portion of the project – ranging from retraining, 2 year schools, 4 year engineering and 4 year analytics. One of the participants has been concerned that he should not need to participate with the other schools because they were involved first. Are there areas of your behavior that you would like to focus on in this arena?
  • 5 minSurprises? How would you know when you are stressed? How many of you exercise regularly? How many of you stop and take a few deep breaths when you are stressed?
  • 10 minFive minutes of negative thinking leads to 6 hours of negative physiological markers On the manage stress – close your eyes and take 3 deep breaths. Think of someone who loves you – family member or pet. Now stand up and stretch. Notice someone in the room and just smile and wave (feel connected).Can you use these simple tools before you go into a difficult meeting or after a challenging one?
  • 5 min.Surprises? How would you know when you are stressed? How many of you exercise regularly? How many of you stop and take a few deep breaths when you are stressed?
  • 10 minOur company wants to implement a new software system in our office – How do I feel about it? Rather indifferent – not so sure it is a good ideaAction – I meet with the consultant and empower them (take a hands off approach including I am not a cheer leader)Culture – we have a culture of independent operations and we do not want to change what we are told to have a more centralized cultureSystem – my incentive is based on my business unit performance or billable hours – you say you want me to do this but you pay me for that. Think of a change you are going through and a misalignment you see. What would you recommend to happen to fix it?
  • 5 minSurprises? How would you know when you are stressed? How many of you exercise regularly?
  • 10 minReactive - Talk about old school – do what you are told and some day you will get to tell other people what to (comply).Proactive – focus on people and task in balance that is visionary – think of the overlaps from the other areas (self awareness, relating, systems thinking, achieving).I worked with an organization where a leader came in and got a 1 out of 100 on achieves results – he was good at doing stuff but not the tasks aligned with the strategy. As the organization started to make changes – one of the things the CIO tried to do was move from command and control and fear based leadership to a strategy based leadership. Pick a behavior on this list that you would like to strengthen? What behavior is the “enemy” of the new behavior (what do you do now that keeps you from doing the new behavior? An example – I comply when I know that I need to have courage and authenticity. But I come from an environment where women or junior people are not encouraged to speak out and especially not to differ. How do I learn safe ways to have a different point of view? I do not see what you are seeing. Have I missed something that you are seeing? Can you walk me through that process so I can better understand? Would you consider an alternate point of view?
  • If we have time do this – other activity – write your top 3-4 items (concerns) on post it notes and put them on the charts around the room. We will capture this information after the meeting and. … What do you notice about the stairs? Uneven? Far apart? This journey could look like that. What and who do you want to support you as you go?
  • Transcript

    • 1. Innovative Leadership Field Tested Approach to Developing Leaders, Transforming Organizations, and Creating Sustainability This course is solely for the use of course participants. No part of it may be circulated, quoted, or10/25/2011 1 reproduced without prior written approval from Metcalf & Associates, Inc..
    • 2. Maureen Metcalf We’re practitioners of what we teach10/25/2011 2
    • 3. Innovative Leadership DefinedAn innovative leader is defined as someone who consistently deliversresults using the following:• Holistic Leadership that aligns all key dimensions: Individual, culture, action and systems.• Strategic leadership that inspires individual goals and organizations vision and cultures;• Tactical leadership that influences an individual’s actions and the organizations systems and processes. For leaders to consistently deliver results as defined above, there are five key domains that must all function cohesively at a high level of competency.10/25/2011 3
    • 4. What does Innovative Leadership Look Like? Traditional leadership has been the foundation to the formation and success of modern advanced economies and as the world continues to increase in complexity and interconnectedness, leadership must evolve.10/25/2011 4
    • 5. Score Yourself on Awareness of Leader Type and Self-ManagementThink about how you responded to work situations over the past year:Never (1) Rarely (2) Sometimes (3) Often (4) Almost always (5)1. I have taken a leadership type assessment such as the 1 2 3 4 5 Enneagram, Myers Briggs Type Indicator or DISC, and used this information about myself to increase my effectiveness.2. I use the insight from this assessment to understand my type - 1 2 3 4 5 specifically I understand my gifts and limitations and try to leverage my strengths and manage my limitations.3. I have a reflection practice where I understand, actively monitor and 1 2 3 4 5 work with my “fixations”. (a fixation is a negative thought pattern)4. I have a clear sense of who I am and what I want to contribute in the 1 2 3 4 5 world.5. I manage my emotional reactions to allow me to respond with 1 2 3 4 5 socially appropriate behavior.6. I am aware of what causes me stress and actively manage it. 1 2 3 4 57. I have positive coping strategies. 1 2 3 4 58. I actively seek ways to feel empowered even when the organization 1 2 3 4 5 may not empower me in a given situation.Total Score• If your overall score in this category is 24 or less, it’s time to pay attention to your leadership type and self-management.• If your overall score in this category is 25 – 31, you are in the healthy range and could still benefit from some focus on your leadership type and self-management.• If your overall score is 32 or above, Congratulations! You are self-aware and using your leadership type to increase your effectiveness.10/25/2011 5
    • 6. Awareness of Leader Type and Self-Management By learning about these patterns [of thought and behavior], you can gain perspective on your life and start connecting the dots among your different experiences. Most of us have a concept about how we behave, but that idea is likely clouded and not entirely true. One of the hardest things for most people is to see themselves accurately. How astonishing it is to see through the clouds and recognize yourself clearly. —Deep Living, Roxanne Howe Murphy Keys to Emotional Self Management using Leader Type: • Develop an awareness of self through the use of a type indicator • Develop an awareness practice that allows you to notice your responses to a range of situations • Consistently try small experiments to test new behaviors that will increase your effectiveness • Develop a feedback system based on your self observations and input from others that allows you to determine the effectiveness of your behavioral experiments10/25/2011 6
    • 7. Score Yourself on DevelopmentalPerspective Aligned with Innovation Think about how you responded to work situations over the past year: Never (1) Rarely (2) Sometimes (3) Often (4) Almost always (5) 1. I have a sense of life purpose and do work that is generally aligned with 1 2 3 4 5 that purpose. 2. I am motivated by the impact I make on the world more than on personal 1 2 3 4 5 notoriety. 1 2 3 4 5 3. I try to live my life according to my personal values. 4. I believe that collaboration across groups and organizations is important 1 2 3 4 5 to accomplish our goals. 5. I believe that getting business results must be balanced with treating 1 2 3 4 5 people fairly and kindly as well as understanding the impact on our customers and community. 6. I seek input from others consistently to test my thinking and expand my 1 2 3 4 5 perspective. 7. I think about the impact of my work on the many elements of our 1 2 3 4 5 community and beyond. 8. I am open and curious, always trying new things and learning from all of 1 2 3 4 5 them. 9. I appreciate the value of rules and am willing to question them in a 1 2 3 4 5 professional manner, in service of meeting our goals and improving the service we provide to our customers. Total score • If your overall score in this category is 27 or less, it’s time to pay attention to your developmental level including testing your current level and focusing on developing in the area of developmental perspectives. • If your overall score in this category is 28 – 35, you are in the healthy range and could still benefit from some focus on developing in the area of developmental perspectives. • If your score is 36 or above, Congratulations! Your developmental level appears to be aligned with innovate leadership, yet this assessment is only a subset of a full assessment. 10/25/2011 7
    • 8. Developmental Level Aligned with Innovation Developmental perspectives significantly influence how you see your role and function in the workplace, how you interact with other people and how you solve problems. The term developmental perspective can be described as “meaning making” or how you make meaning or sense of experiences.This is important because the algorithm you use to make sense of theworld influences your thoughts and actions.Following is a list of characteristics associated with the individualistdevelopmental level – the first level we expect significant innovation toconsistently take place:• Increased capacity for advanced complex thinking.• Exhibits an ability to appreciate paradox in circumstances.• Begins to value and use rudimentary aspects of intuition.• Beginning awareness that perception shapes reality, including their own.• Self-reflective and investigative of their own personalized assumptions, as well as others.• Understands mutual interdependence with others.• Lives personal convictions according to internal standards.• Style is tenacious and humble.• Time horizon: five–ten years.10/25/2011 8
    • 9. Score Yourself on Resilience Think about how you respond to work situations over the past year: Never (1) Rarely (2) Sometimes (3) Often (4) Almost always (5) 1. I consistently take care of my physical needs such as getting enough 1 2 3 4 5 sleep and exercise. 2. I have a sense of purpose and get to do activities that contribute to 1 2 3 4 5 that purpose daily. 3. I have a high degree of self-awareness and manage my thoughts 1 2 3 4 5 actively. 4. I have a strong support system consisting of a healthy mix of 1 2 3 4 5 friends, colleagues, and family. 1 2 3 4 5 5. I can reframe challenges to find something of value in most situations. 6. I build strong trusting relationships at work. 1 2 3 4 5 7. I am aware of my own “self talk” and actively manage it. 1 2 3 4 5 8. I have a professional development plan that includes gaining skills 1 2 3 4 5 and additional perspectives. Total score • If your overall score in this category is 24 or less, it’s time to pay attention to your resilience. • If your overall score in this category is 25 – 31, you are in the healthy range and could still benefit from some focus on resilience. • If your score is 32 or above, Congratulations! You are likely performing well in the area of resilience, yet this assessment is only a subset of the full resilience assessment. 10/25/2011 9
    • 10. Building Resilience• Remaining flexible in the face of change and the unknown• while maintaining focus on vision and long term goals• we change based on the changing environment.• After a variable period of adjustment, we bounce back to our previous level of happiness no matter what happens to us - Daniel Gilbert, Stumbling on Happiness The benefits of this approach are: • Increased ability to deal with challenging situations • Improve professional and personal endurance resulting in more stable leadership and better decision making • Improved morale arising from decreased stress and frustration Keys to maintaining resilience: • Maintain physical well-being • Manage thoughts • Fulfill life purpose and emotional intelligence • Harness the power or connection 10/25/2011 10
    • 11. Score Yourself on ManagingAlignment of Self and Organization Think about how you respond to work situations over the past year: Never (1) Rarely (2) Sometimes (3) Often (4) Almost always (5) 1. I am aware of my own passions and values . 1 2 3 4 5 2. My behavior consistently reflects my goals and values. 1 2 3 4 5 3. I feel safe pushing back when I am asked to do things that are not 1 2 3 4 5 aligned with my values. 4. I am aware that my behavior and decisions as a leader have a 1 2 3 4 5 significant impact on the organization’s structure and culture. 5. I am deliberate about aligning the my behaviors with the behaviors 1 2 3 4 5 the organization values and I ay attention to delivering the desired results. (both results and behaviors) 6. The organization’s key measures and systems encourage the right 1 2 3 4 5 actions aligned with the culture, and discourage actions that will damage the organization or make me uncomfortable. 7. I am aware of how my values align with those of the organization 1 2 3 4 5 and where they are misaligned; I take steps to encourage changes in the culture such as talking about our values and reinforcing what we say we care about. Total score • If your overall score in this category is 21 or less, it’s time to pay attention to my alignment with the organization and also the alignment of culture and systems within the organization that I am able to impact. • If your overall score in this category is 22 – 27, you are in the healthy range and could still benefit from some focus on alignment. • If your score is 28 or above, Congratulations! You are well aligned with the organization and the organization’s culture and systems are well-aligned. 10/25/2011 11
    • 12. Managing Alignment of Self and Organization Experience is influenced by a mutual interaction of self, culture, action and systems. Situational analysis involves employing the four-dimensional view to balance the realities you face in the most comprehensive way possible. Example: “Visualize yourself walking into an office building in the morning…” Self (Upper-Left Quadrant, “I”): You feel excited and a little nervous about the big meeting today. Thoughts race through your head about how best to prepare. Culture (Lower-Left Quadrant, “We”): You enter a familiar office culture of shared meaning, values, and expectations that are communicated, explicitly and implicitly, every day. Action (Upper-Right, “It”): Your physical behaviors are obvious: walking, waving good morning, opening a door, sitting down at your desk, turning on the computer, and so on. Brain activity, heart rate, and perspiration all increase as the important meeting draws nearer. System (Lower-Right, “Its”): Elevators, powered by electricity generated miles away, lift you to your floor. You easily navigate the familiar office environment, arrive at your desk, and log on to the company’s intranet to check the latest sales numbers within the company’s several international markets.”10/25/2011 12
    • 13. Score Yourself on LeadershipBehaviors Think about how you respond to work situations over the past year: Never (1) Rarely (2) Sometimes (3) Often (4) Almost always (5) 1 2 3 4 5 1. I tend to be proactive – I anticipate what is coming next and actively manage it. (depending on role, this may happen primarily in my personal life) 2. I focus on creating results in a way that encourages others to grow 1 2 3 4 5 and develop while accomplishing their tasks. 3. I think about the impact of my actions on the overall organization 1 2 3 4 5 rather than just getting the job done. 4. I see how my work contributes to the overall organizational success. 1 2 3 4 5 5. I deliberately try to improve myself and the organization. 1 2 3 4 5 6. I take time to mentor others – even when I am busy. 1 2 3 4 5 7. I consider myself a personal learner because of the time I spend reading and trying new ideas and activities. I am curious. 1 2 3 4 5 8. I have the courage to speak out in a professional manner when asked to do something with which I disagree. 1 2 3 4 5 9. I accomplish results by working with and through others in a positive and constructive manner. 1 2 3 4 5 Total score • If your overall score in this category is 24 or less, it’s time to pay attention to your leadership behaviors and look for ways to develop in alignment with your goals. • If your overall score in this category is 25 – 31, you are in the healthy range and could still benefit from some focus on your leadership behaviors. • If your score is 32 or above, Congratulations! You are likely performing well in the area of leadership behaviors, but this assessment is only a subset of a full leadership behavior assessment. 10/25/2011 13
    • 14. Build Healthy Leadership Behaviors Leadership behaviors are the objective/observable actions the leader takes that impact organizational success. Effective leadership behavior drives organizational success and conversely ineffective leadership behaviors drive organizational dysfunction or failure. We use The Leadership Circle ProfileTM to measure and improve behaviors The Creative Leadership Behaviors reflect key behaviors and internal assumptions that lead to high fulfillment, high achievement leadership. • Relating • Self-awareness • Authenticity • Systems Awareness • Achieving The Reactive Leadership Styles reflect inner beliefs that limit effectiveness, authentic expression, and empowering leadership. • Controlling • Protecting • Complying Keys to Effective Leadership Behaviors: • Most of your behavior should fall in the creative (proactive) range • A strong reflection and behavioral experiment practice will move you progressively toward desired behaviors10/25/2011 14
    • 15. Action Planning• Now that you have a clearer picture of innovative leadership, if it looks like this staircase and highly innovative is at the top of the stairs, where are you standing on the stairs today?• What do you need to do to get to the next step?• Will you commit to getting to the next step? By when?• Who do you want to discuss your commitment and progress with? Photo credit: Tim Green10/25/2011 15
    • 16. Questions10/25/2011 16
    • 17. In Closing • Thank you for your time and attention! • Additional assistance and resources are available. – Related courses: • Leadership Type and Effective Communications • Building Developmental Perspectives • Applied Developmental Perspectives • Building Resilience • Creating Organizational Alignment • Creating Effective Teams • Building Emotional and Social Intelligence • Building Innovative Leadership – Coaching sessions – Team Building – Organizational Transformation Consulting – Our blog (http://www.metcalf- associates.com/blog.html) – Contact information: • Maureen@metcalf-associates.com • www.metcalf-associates.com • Cell: 614.893.453210/25/2011 17

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