KLC Leadership Competencies
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KLC Leadership Competencies

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10/7/2010 Presentation to the Johnson County Kansas START Task Force of the KLC Leadership Competencies

10/7/2010 Presentation to the Johnson County Kansas START Task Force of the KLC Leadership Competencies

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KLC Leadership Competencies KLC Leadership Competencies Presentation Transcript

  • KLC – “LITE” Johnson County START Taskforce 10/7/2010 Presented by Andy Huckaba – Huckaba & Associates Materials derived from the Kansas Leadership Center Field Guide
  • KLC Competencies
    • Diagnose Situation
    • Manage Self
    • Energize Others
    • Intervene Skillfully
  • Adaptive Vs. Technical Challenges
    • Adaptive
      • Problems that resist easy solutions where new learning is needed.
    • Technical
      • Known remedies and expertise can be applied.
  • Zone of Disequilibrium
  • KLC Competencies
    • Diagnose Situation: Deliberately working to more deeply and thoroughly understand a situation before action
      • What are the technical and adaptive elements
      • Focus on process
      • Test multiple interpretations
      • Factions
      • Test the heat
      • Identify the locus of the work
      • Sometimes you need to “go to the balcony” to view the process where the broader context can be understood
  • KLC Competencies
    • Diagnose Situation : Techniques
      • Technical vs Adaptive
      • Faction Mapping
      • Process versus Content
      • Disequilibrium
      • Interpretations
  • KLC Competencies
    • Managing Self: Exercising civic leadership effectively requires knowing yourself enough to understand how well you are situated to intervene. This will involve challenging your assumptions about your strengths and weaknesses as well as expanding your repertoire of possible responses.
  • KLC Competencies
  • KLC Competencies
    • Managing Self:
      • Identify your capabilities, vulnerabilities and triggers
      • Figure out how others perceive your role in the system
      • Distinguish self from role
      • Choose among competing values
      • Increase tolerance for uncertainty, ambiguity and conflict
      • Experiment beyond your comfort zone
  • KLC Competencies
    • Identify Triggers
    • Managing Self: 5-Column Exercise
  • KLC Competencies
    • Intervene Skillfully: Exercising civic leadership starts with a personal intervention. Making conscious choices about whether, when and how you intervene and how to do so most skillfully will help you maximize your chances for making progress.
  • KLC Competencies
    • Intervene Skillfully:
      • Make conscious choices
      • Raise the heat
      • Give the work back
      • Hold relentlessly to purpose
      • Speak from the heart
      • Act experimentally
  • KLC Competencies
    • Energize Others –
    • Exercising civic leadership on adaptive challenges requires engaging others. Engaging others means connecting interests, attending to how people work together (the process) and inspiring them to make progress.
  • KLC Competencies
    • Energize Others –
      • Engage unusual voices
      • Work across factions
      • Start where they are
      • Speak to loss
      • Infuse the work with purpose
      • Build a trustworthy process
      • Discover connecting interest
  • KLC Competencies
    • Energize Others –
    • Why, Why, Why?
    • Connecting Interests
  • KLC CIVIC LEADERSHIP PRINCIPLES
    • Leadership is an activity not position or authority.
    • Each of us has the opportunity to exercise leadership at any time in any situation.
    • The activity of leadership starts with a personal intervention.
    • Exercising leadership is an experimental and improvisatory art. We cannot know if an intervention will work until we try it.
    • Exercising leadership is inherently risky: Once we intervene we lose significant control over the outcome.
  • KLC CIVIC LEADERSHIP PRINCIPLES
    • The risks of exercising leadership are both personal and professional.
    • To make progress, we need to be more conscious, purposeful and intentional about our leadership interventions.
    • Making progress requires us to do what is needed in the situation rather than what is wanted or is comfortable for others or ourselves.
    • To make progress, we have to be willing to raise the heat to get others and ourselves into the zone of productive work.
    • Exercising leadership involves managing losses and risking casualties. Our own defaults, how we would usually or unconsciously react or intervene in a situation can be significant barriers to making progress on the issues we care about.
  • Kansas Leadership Center MISSION To foster civic leadership for healthier Kansas communities VISION To be the center of excellence for civic leadership development
  • Contact
    • Andy Huckaba - President, Huckaba & Associates
      • Email: andy@huckaba.com
      • Phone: (913) 485-3210
      • Twitter – http:// www.twitter.com/andyhuckaba
      • Facebook – http:// www.facebook.com/andyhuckaba
      • LinkedIn – http:// www.linkedin.com/in/andyhuckaba
      • Blog – http:// blog.huckaba.com
      • Website – http:// www.huckaba.com
    • Kansas Leadership Center
      • Website – http:// www.kansasleadershipcenter.org