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Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
Leadership in Organizations
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Leadership in Organizations

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Leadership presentation created to inspire the practice of leadership within my organization.

Leadership presentation created to inspire the practice of leadership within my organization.

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  • LeadershipWHATWHYHOW?Need to inspire a shared vision of leadership in our roles in order to conquer the challenge of the adaptive challenge of leadership.
  • This is an opportune time to share your quotes with the group about leadership.
  • Some of my quotes…thoughts?
  • We’re going to move into sharing and discussing and debating and pondering the idea of management vs. leadership.Let me read you some quotes. What are your thoughts?What is the application of your thoughts in your workplace?
  • We’re going to move into sharing and discussing and debating and pondering the idea of management vs. leadership.
  • An example of leadership…“What catapults a company from merely good to truly great? A five-year research project searched for the answer to that question, and its discoveries ought to change the way we think about leadership. The most powerfully transformative executives possess a paradoxical mixture of personal humility and professional will. They are timid and ferocious. Shy and fearless. They are rare—and unstoppable.”“Level 5” refers to the highest level in a hierarchy of executive capabilities that we identified during our research. Leaders at the other four levels in the hierarchy can produce high degrees of success but not enough to elevate companies from mediocrity to sustained excellence.”Humility and WillPeople first, strategy secondModestUnwavering resolve and endurance, high expectationsLooks in the mirror to assign responsibility, look out the window to assign credit,
  • Instructions (Kouzes page 70)Imagine that the Y has afforded you the opportunity to go on a 6 month sabbatical, all expenses paid! You will not be permitted to speak to anyone at the Y while you are away. Not be letter, phone, fax, email or any other means. But before you depart, those with whome you work need to know the principles that you believe should guide their decisions and actions in your absence. They need to know the values and beliefs that you think should steer the organization while you are away. After all, you’ll want to be able to fit back in on your return. You are not to write a long report. Just one page. Get a single piece of paper and write that memo. (5-10minutes)After writtenIdentify values listed in your memo. (Key words, phrases). Put them in order of priority (rank them, put on continuum). Expressing preferences enables you to see the relative potency of each value. DialogueBe clear, not looking for consensus. Ask questions of clarification or follow up. Share what you wrote and why you selected the values you did. What have you learned about your personal values? What are they? What are most important?Discuss which values are shared or similar. What are the common values?If you had to create a common credo – what values would be in it?
  • Heifetz & LinksyEvery day people have problems for which they do have the know-how and procedures necessary to solve the problem – we call these technical problems. There are however a whole host of problems that are not amenable to authoritative expertise or standard operating policies. They take experimentation, learning, adjustments to solve – we call these adaptive challenges. Because these challenges require change and adjustment, people fear loss – they cannot see the new future and as such are fearful of it – this is why it is key that they themselves internalize the challenge and the solution – so they can own the change. However – often they will place the burden on someone else or call someone to the rescue – they run to authorities for the answers. And a cycle begins – which we will see when we look at systems. Because there is pressure on authorities to solve the problem, authorities will typically (unconsiously) respond to the technical aspect to satisfy the urgency and the pressure, leaving the adaptive portion never solved. Single most common source of leadership failure is treating adaptive challenges like technical problem. DiscussionWhere do you see these types of problems at work? Identify technical and adaptive challenges. Are there times, looking back, where we responded to an adaptive challenge with a technical solution? (i.e. floaters)
  • It’s time to do a personal audit:Pull out what you looked at for how you spend your time on average over a week or month. Reflect back on your values from your credo. How much time do you spend on attending to those values? Is how you spend your time consistent with your values?Reflect on the adaptive vs technical discussion we just hadHow much time do you spend on attending to adaptive vs. technical challenges? Do you spend your time seeking technical solutions or working on adaptive change?Organize your time into what makes a difference, what’s important, and what’s trivial?Small Group DiscussionWhat does this say to you?How do you want it to look different?What can will you do to change it?Large GroupShare what you will do differently.
  • WHAT (how we really do things around here)WHYHOW
  • Ball Activity7 people1 observer, 1 new member, 5 ball throwers. DebriefWhat happened?Observers what did you see?What things do you look for as clues to how things are done? Who did what? What are your assumptions about why people do the things they do?CultureCommunication patterns, decision making styles, information, performance standards, consequences, space & layout, norms, symbols, mental models.
  • Culture ActivityWhat we think it is now and what we want it to be, what we think our staff think it is. FIRST: TO YOURSELF and then POSTWrite minimum of 5 adjectives on post its about how you would describe our culture now. Write minimum of 5 on you think our staff see our culture now. Write a minimum of 5 on what you would like us to be in the future?Group DiscussionWhat are common thoughts?What are you unique ones?How do we experience culture differently?Why do you want to be the way you do in the future?
  • Get on the Balcony – HeifetzAllows for reflection, and pauses, as most people follow the dominant trend without evaluation of its merits. “The herd instinct is strong. And a stampeded not only tramples those who don’t keep pace, it also makes it hard to see another direction – until the dust settles.”It’s about seeing the larger dynamics and patterns at play – within a system and how that system is impacted by the larger systems around it. Seeing the whole part requires standing back and watching even as you take part in the action being observed. It is hard when you are involved in the dance, being pushed and pulled by the flow, while also pushing and pulling yourself. PAGE 53 for dance / balcony storyIt means taking yourself out of the dance even just in your mind. But you must return to the floor – it is an iterative process, one that eventually become simultaneous. You must see yourself, as well as all the other participants, in the system – you must view yourself objectively. But you cannot not consider yourself, as your actions too have an impact and an iterative effect. Butterfly effect?HOW – Ask yourself, what’s going on here?Practice – in a meeting push your chair back an inch, observe the impact of your interventions, resist assumptions and conclusions, see who says what, watch body language, watch the relationships.
  • Barry OshreyWe are all moving constantly between tops, middles, and bottoms. This is a simplified pattern of a human system. Systems exist in and interact with their environments – and fundamentally all they are trying to do is survive and develop. Systems are like imperceptable cycles, sometimes reinforcing. Systems are systems within systems within systems. Watch video link. http://powerandsystems.metacanvas.com/EN/.empoweringaccountability/ EG – Bottoms, receiving budget cuts from above / Middle torn between requests for resources and pressures to do more with less / Tops being held accountable for the moral and output of the workgroupIt is hardest to be in the middle – charged with being the connection between the two, tops and bottoms. Middles roles are really to integrate the organization.
  • See strategies for being a middle. This is all part of system – and yet we take this all very personal. “These relationship issues feel very personal, it’s about you and your personal characteristics – or specific to your organization or situations, when in fact they are neither personal nor specific. Something else is going on here.” Move from system blindness to system sight. We assign personal responsibility though and experience this all very personally – hence why we need to GET ON THE BALCONY and see the system in action. Take a closer look at Tops and Bottoms re: responsibility – it’s a reinforcing cycle…becoming Burdened Tops and Oppressed Bottoms & TORN MIDDLES. Instead build Functional Partnerships.
  • Broken Squares Activity and debrief
  • The leadership paradox.
  • Heifetz and Linsky“Shouldering the adaptive work of others is risky. As we saw, when you take on an issue, YOU become that issue in the eyes of many.”It also is another form of providing technical solutions to adaptive problems. The adaptive problem will continue to arise, and your system will reinforce itself. So get on the balcony to see where the conflict is located and place the issue where it belongs. GIVE THE WORK BACK – take it off your shoulders and place it where it belongs. Kouzes“Leaders move from being in control to give control over to others.”A way to increase accountability and ownership. Through giving people a sense of control in their life. Ability to mobilize resources, persist in their own efforts.
  • WHAT IS COACHING?Conversations that make a difference. Different from what we call coaching and developmentWhat do you think about when you hear “executive coach”?A relationship focused on learning through questioning, listening, and a true commitment to the other’s person’s growthIt gets at the adaptive challengesIt is a CONCRETE SKILL and RESULTS ORIENTEDWHY Empowers and enables others to actHOWStrategic questioning and effective listeningGiving and receiving feedback
  • “Without trust you cannot lead. Without trust you cannot get extraordinary things done. Individuals who are unable to trust others fail to become leaders, precisely because they can’t bear to be dependent on the words and works of others.”Trust is the following:Commitment to other person’s development – no matter where they are now and where they want to go, your commitment is key to the relationship. Belief in the person’s abilities. Set high expectations – when you trust that they can do it, then you set positive expectations and increase self confidenceTrust allows for real learning to take place – because people feel safe exploring new ideas, new approaches, being innovative, thinking on their own, they are willing to make mistakes because they know they will be supported in learning from them – it releases dependency. Think of self fulfilling prophecies – both negative and positive. GROUP DISCUSSIONWhat commitments do you need to make to go forward with the practice of coaching?How will you demonstrate trust? What barriers exist that you must overcome in order to move forward in trusting coaching relationships?Who do you need to be?
  • HANDOUT OF STRATEGIC QUESTIONSFind where the attention is focused- What are you most concerned about?Clarify what is seen or known- What have you noticed?Clarify what is feltWhat are you feeling about this issue?Identify ideals, dreams, and values. -What about this situation do you care so much about?Identify the change view.- What will it take for the current situation to move towards your ideal?Evoke personal involvement. - How can you contribute to this situation?Get something started. - What do you feel empowered to act on now?ALSOCreate movementAsk unaskable questionsChallenge AssumptionsOpen up OPTIONSCREATES CHOICES WHICH ALLOWS FOR OWNERSHIP & COMMITMENT TO ACTION
  • It’s important to not only have specific coaching conversations, but to also take each and every opportunity to use strategic questioning in empowering those you work with and around. Developing a routine of questions does the following:Clarifies what you look for in terms of values, thinking, processesDemonstrates a commitment to your staff’s growthEvery question is a potential teaching opportunityThese are not questions about information gathering – these are questions to develop your staff & yourselfBy making it a routine, staff expect them, which means they get in the routine of answering them themselves before calling you. What is the quest in your questioning? What do you want your staff to think about each day?Think back to your values from your credo, to the values in the future culture, in what you have learned today…Identify 2 or 3 questions that you would ask about every action and decision. Share with group
  • Listening is just as important as questioning.
  • FeedbackAsk for permissionDeclare your commitmentTry FeedforwardIt’s about changing the futureHelp people be rightOpportunity to build on successUnlike feedback, it is not taken personally nor negativelyGreat tool for colleaguesACTIVITY – Create a listening Action PlanDo the feedforward activity with everyone in the roomOnce done sit down and reflect on the suggestionsReflect on your experience with listeningCreate a 2-3 step action plan for becoming a better listener.
  • Time to Practice coaching as well as start to develop your own action planTake a minute to reflect back on the day. Think about what stood out for you. What questions do you still have? What spoke to you? What made you think? What things do you want to change? What do you want to differently? What are you confused about?Choose 1 issue that you need to take action on. In triads – COACH / OBSERVER / CLIENTSpeak to this issue. Coach is to ask questions and listen as we talked about. Observer simply observes – and then provides feedback/forward. You will have XX minutes each. Share back to the group how it went.
  • READ KOUZES PAGE 24 – What do you do? (make a note)We better able to move forward when our vision is clear. Which is why we need to bring ourselves back to our vision daily – and find ways to get out of auto pilot, to move away from technical solutions, to stop managing and start leading. Vital SignsWhat are some indicators that your actions are causing the intended changes?Bring it back to a small group discussionPersonal Adaptive ChallengeLook back at: leadership, credo, time, culture, systems, power, trust and commitment, coaching through questions and listening, feedback…what is your adaptive challenge? What will be different about you and your practice? How will others know?Time for personal reflection and action planning. Create personal daily reflection. Your own coaching questions. What have I done today that supports who I want to be as a leader?What have I done inadvertently to demonstrate this is not valuable to me?What do I need to do more of tomorrow?How did I show up today?How did I contribute?What did I choose not to do today?Requests, Offers, CommitmentsLeadership can be lonely – but it doesn’t have to be. Each person based on their adaptive challenge and what they have heard from others today needs to do the following:Request one thing from one personOffer one thing to one personCommit to being or doing one thingThese need to be specific (as in, I will answer your phone for an hour or I need you to ask me this question everytime we meet).
  • “To your direct reports you are the most important leader in your organization. You are more likely than any other leader to influence their desire to stay or leave, the trajectory of their careers, their ethical behavior, their ability to perform at their best, their drive to wow customers, their satisfaction with their jobs, and their motivation to share the organization’s vision and values.”
  • Thank you.
  • Transcript

    • 1. Leadership
    • 2. Introduction
      Continuous Learning
      • Why Leadership?
      • 3. Our Roles
      • 4. Learning
    • What, Why, and How?
    • 8. Overview
      Kouzes & Posner The Leadership Challenge
      Heifetz & LinskyLeadership on the Line
    • 9. Leadership Models
      Vision for Sustainability
      Use of Time
      • Inspire a shared vision
      • 10. Adaptive Challenge
      LEADERSHIP
      “Leadership is a dialogue, not a monologue.”
      Kouzes & Posner
    • 11.
    • 12. Leadership requires disturbing people – but at a rate they can absorb. (Heifetz & Linsky)
      Leadership is the art of mobilizing others to want to struggle for shared aspirations.
      (Kouzes & Posner)
    • 13. Management vs. Leadership
      “Leadership is different from management, but not for the reasons most people think. It has nothing to do with having charisma or other exotic personality traits. It is not the province of the chosen few. Nor is leadership necessarily better than management or a replacement for it. Both are necessary for success in a complex and volatile business environment.“ – John Kotter
      Leadership Models
      • Inspire a shared vision
      • 14. Adaptive Challenge
      LEADERSHIP
    • 15. Management vs. Leadership
      “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” – Stephen Covey
      “Management focuses on creating and managing structures whereas leadership focuses on inspiring people to work towards the achievement of the new direction.” – Gill McKay
      • Inspire a shared vision
      • 16. Adaptive Challenge
      LEADERSHIP
      Leadership Models
    • 17. Level 5 Leadership – Jim Collins
      • Inspire a shared vision
      • 18. Adaptive Challenge
      LEADERSHIP
      Leadership Models
    • 19. Credo Memo
      What principles should guide actions and decisions?
      What beliefs and values should steer the organization?
      Vision for Sustainability
    • 20. Distinguishing Technical from Adaptive Challenges
      • Inspire a shared vision
      • 21. Adaptive Challenge
      LEADERSHIP
      Use of Time
    • 22. “How leaders spend their time is the single best indicator of what’s important.”
      What makes a difference?
      What’s important?
      What’s trivial?
    • 23. CULTURE & SYSTEMS
      Introduction to Culture
      Systems Thinking
      Power
      • Challenge the Process
      • 24. Get on the Balcony
      • 25. Give the work back
      “Culture establishes a unique set of formal and informal ground rules for how we think, how we behave, and what we assume to be true.”
      D. Connor
    • 26.
    • 27. Culture
      Adjectives that describe us right now.
      Describe how our staff see us right now.
      How you would like us to be in the future?
    • 28. “The only way you can gain both a clearer view of reality and some perspective on the bigger picture is by distancing yourself from the fray.”
    • 29. Systems Thinking
      We are tops when we have organizational responsibility for some segment or function.
      CULTURE & SYSTEMS
      • Challenge the Process
      • 30. Get on the Balcony
      • 31. Give the work back
      We are middles whenever we attempt to function between the conflicting needs, demands, and priorities of others.
      We are bottoms whenever others control the resources we need to move our initiatives ahead.
    • 32. Our unique system power …
      How we sabotage ourselves …
      We strengthen the capacity of the system through coaching and involvement.
      We suck responsibility up to ourselves and away from others.
      We are the system’s web; connecting parts, coordinating interaction, and ensuring flow of information.
      We reflexively connect with certain parts while reducing our connection with other parts.
      We are uniquely situated to identify problems and mobilize resources.
      We reflexively hold higher-ups responsible.
    • 33.
    • 34. “You become more powerful when you give your own power away.”
    • 35. Power
      CULTURE & SYSTEMS
      Give the work back; take it off your shoulders and place it where it belongs.
      • Challenge the Process
      • 36. Get on the Balcony
      • 37. Give the work back
      “Solutions are achieved when the people with the problem go through a process together to become the people with the solution.”
    • 38. Commitment and Trust
      Questioning & Listening
      Feedback
      • Model the Way
      • 39. Enable Others
      • 40. Protect Leadership Voices from below
      COACHING
      Coaching is about connecting the inner person (confidence, values, and purpose) with the outer person (reach targets and achieving goals.
    • 41. “Without trust you cannot lead. Without trust you cannot get extraordinary things done. Individuals who are unable to trust others fail to become leaders, precisely because they can’t bear to be dependent on the words and works of others.”
    • 42. Strategic Questioning
      Find where the attention is focused
      Clarify what is seen or known
      Clarify what is felt
      Identify ideals, dreams, and values.
      Identify the change view.
      Evoke personal involvement.
      Get something started.
      • Model the Way
      • 43. Enable Others
      • 44. Protect Leadership Voices from below
      COACHING
      Avoid:
    • Develop a Routine for Questioning
      Create your first workbook
    • 47. Be in the moment.
      Allow for silence.
      Listen for the wordsandthe emotion.
      Manage your body language.
    • 48. Feed Forward
      I want to be a better listener…
      • Ask for two suggestions to help you achieve this goal
      • 49. Listen and take notes
      • 50. Say thank you
      The fundamental problem with feedback is that it focuses on the past, on what has already occurred – not on the infinite variety of opportunities in the future.
      • Model the Way
      • 51. Enable Others
      • 52. Protect Leadership Voices from below
      COACHING
      Avoid …
      • Saying anything about the past
      • 53. Commenting on the suggestions
    • Coaching Triads
    • 54. Stay off Auto-Pilot
      SELF REFLECTION
      • Encourage the heart
      • 55. Personal Challenge
      Reflect for a moment …
      Vital Signs
      Personal Adaptive Challenge
      Requests, Offers, and Commitments
    • 56. “To your direct reports you are the most important leader in your organization. You are more likely than any other leader to influence their desire to stay or leave, the trajectory of their careers, their ethical behavior, their ability to perform at their best, their drive to wow customers, their satisfaction with their jobs, and their motivation to share the organization’s vision and values.”

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