Leading From The Inside Out (Linked In)


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Looking beyond the "what" and "how" of organizational change and leadership to the "who" and the character and quality of relationships in the organization

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  • The deeper dimensions of transformational leadership and change represent a largely unexplored territory in both current management research and in our understanding of leadership in general.
  • The source dimensions of leadership is often invisible and functions as a “blind spot” in the process of social interactions and transformational change and organizational development
  • THEORY U- The Missing Ingredient in the Alchemy of Change
  • Only time to elaborate a little on Step 1
  • Building relationships Getting buy-in
  • Learning organizations are not just about learning but management structures and styles The process needs to be based on trust, respect and a shared sense of responsibility – top/down management models can be in conflict with the goals and processes of a true learning organization
  • Leading From The Inside Out (Linked In)

    1. 1. Leading from the Inside Out Transformational Leadership For Meaningful and Sustainable Improvement
    2. 2. The Blind Spot <ul><li>Why do organizational efforts </li></ul><ul><li>to make improvements </li></ul><ul><li>and deal with challenges </li></ul><ul><li>so often fail to lead to significant </li></ul><ul><li>and sustainable change? </li></ul>
    3. 3. The Seed <ul><li>“ It’s common to say that trees come from seeds. But how could a tiny seed create a huge seed? Seeds do not contain the resources needed…. These must come from the environment…. But the seed does provide something that is crucial: a place from which the whole of the seed starts to form. … In a sense, the seed is a gateway through which the future possibility of the living tree emerges.” </li></ul><ul><li>From Presence, Human Purpose and the Field of the Future </li></ul>
    4. 4. Illuminating the Blind Spot <ul><li>“ The blind spot concerns not the what and how – not what leaders do and how they do it </li></ul><ul><li>– but the who : who we are and the inner place </li></ul><ul><li>or source from which we operate, </li></ul><ul><li>both individually and collectively”. </li></ul><ul><li>from Presence </li></ul>
    5. 5. Illuminating the Blind Spot <ul><li>“ Successful leadership depends on the quality </li></ul><ul><li>of attention and intention </li></ul><ul><li>that leaders bring to any situation.” </li></ul><ul><li>“ Two leaders in the same circumstances </li></ul><ul><li>doing the same things </li></ul><ul><li>can bring completely different outcomes, </li></ul><ul><li>depending on the inner place </li></ul><ul><li>from which each operates.” </li></ul><ul><li>Otto Scharmer, Theory U </li></ul>
    6. 6. The Inner Place <ul><li>Results: </li></ul><ul><li>What </li></ul><ul><li>Process: </li></ul><ul><li>How </li></ul><ul><li>Source: </li></ul><ul><li>Who </li></ul><ul><li>The Blind Spot  ”Who” </li></ul><ul><li>The Inner place </li></ul><ul><li>from which we operate </li></ul>A lamp can never light another flame unless it continues to burn its own flame. R. Tagore
    7. 7. Leading from Within <ul><li>“ We do not see the world as it is but as we are” </li></ul><ul><li>– S. Covey </li></ul><ul><li>We live according to our beliefs and perceptions, </li></ul><ul><li>not necessarily in accordance with what is real </li></ul><ul><li>The degree of our self-awareness, </li></ul><ul><li>the character of our seeing </li></ul><ul><li>and the quality of our relationships </li></ul><ul><li>significantly influence </li></ul><ul><li>the nature and quality of our outcomes </li></ul>
    8. 8. The Center of the Circle <ul><li>Focusing on Self and Relationships </li></ul><ul><li>“ Organizations don’t change – people do ” </li></ul><ul><li>-- Organizational Development Maxim </li></ul>Self Outputs Outputs
    9. 9. Leading from the Inside Out <ul><li>The Center of the Circle </li></ul><ul><li>Self-Awareness and Meaningful Individual Change and Growth </li></ul><ul><li>Sustainable and Meaningful Organizational Change and Growth </li></ul>You
    10. 10. Transformational Leadership <ul><li>“ To be effective leaders, we must first understand the field, or inner space, from which we are operating.” -- Theory U </li></ul>Our lives improve only when we take chances-and the first and most difficult risk we can take is to be honest with ourselves. Walter Anderrson
    11. 11. Theory U 1. CO-INITIATING: Build Common Intent stop and listen to others and to what life calls you to do 2 . CO-SENSING: Observe, Observe, Observe go to the places of most potential and listen with your mind and heart wide open Open Mind Open Heart Open Will 5. CO-EVOLVING: Embody the New in Ecosystems that facilitate seeing and acting from the whole 4 . CO-CREATING: Prototype the New in living examples to explore the future by doing 3 . PRESENCING: Connect to the Source of Inspiration, and Will go to the place of silence and allow the inner knowing to emerge
    12. 12. How We Pay Attention: Slowing Down to Understand <ul><li>“ At its core, leadership is about shaping and shifting how individuals and groups attend to and subsequently respond to a situation or need.” </li></ul><ul><li>“ The problem: most leaders are unable to recognize, yet alone change, the structural habits of attention used in their organizations </li></ul><ul><li>--Theory U.” </li></ul>
    13. 13. Level of Attention = Level of Results <ul><li>We must understand the quality and level </li></ul><ul><li>of the attention and thinking </li></ul><ul><li>required to yield the best solution </li></ul><ul><li>to any particular problem. </li></ul>The ability to think and perceive differently is more important than the knowledge gained. David Bohm, Physicist
    14. 14. 4 Fields of Awareness - Levels of Attending <ul><li>Download: Habits of judgment and thought </li></ul><ul><ul><li>“ Yeah, I know that already ”  inflexible mind </li></ul></ul><ul><li>Factual: Attending to what facts </li></ul><ul><ul><li>“ How interesting ”  open mind </li></ul></ul><ul><li>Empathic: Attending to the source/person </li></ul><ul><ul><li>“ I know how you feel ”  open-heart </li></ul></ul><ul><li>Generative: Listening to what is emerging </li></ul><ul><ul><li>“ I sense what can be, a future possibility .” </li></ul></ul><ul><ul><li>  open-will </li></ul></ul>
    15. 15. Reflection on A Significant Problem <ul><li>What level of attention and listening/field of awareness did you and your colleagues operate from in regards to these problems? (Fixed, open-minded, open-hearted, open-willed?) </li></ul><ul><li>Did the levels you operated from yield the most satisfactory and optimal solution? </li></ul><ul><li>How do you know that you actually arrived at the best solution? </li></ul><ul><li>Do you feel that you somewhere/somehow you and your team possibly settled for less or something was left unresolved, even if you could not articulate this or were uncomfortable saying so? </li></ul>
    16. 16. The Challenge <ul><li>“… shifting from reactive responses and quick fixes on a symptoms level (levels/fields 1 and 2) to generative responses that address the systemic root of issues (levels/fields 3 and 4) </li></ul><ul><li>is the single most important leadership challenge of our time.” </li></ul><ul><li>Theory U </li></ul>
    17. 17. Appreciating the Quiet Power of the Process Open Mind Open Heart Open Will
    18. 18. A Final Thought <ul><li>What lies behind us, </li></ul><ul><li>And what lies before us </li></ul><ul><li>Are small matters </li></ul><ul><li>Compared to </li></ul><ul><li>What lies within us. </li></ul><ul><li>Ralph Waldo Emerson </li></ul>
    19. 19. The Leadership Challenge <ul><li>Opening Minds </li></ul><ul><li>and </li></ul><ul><li>Opening Hearts </li></ul>
    20. 20. The Leadership Challenge – Opening Hearts and Minds <ul><li>What are the essential qualities of strong, healthy and productive working relationships? </li></ul><ul><li>Do you have strong, healthy and productive working relationships with your colleagues and staff? </li></ul><ul><li>How do you know? </li></ul><ul><li>If not, what will it take for each of you to build strong, healthy and productive working relationships with your colleagues and staff? </li></ul>
    21. 21. The Leadership Challenge – Opening Hearts and Minds <ul><li>4 Questions to Ask Your Stakeholders </li></ul><ul><li>(Seeing from their point of view) </li></ul><ul><li>What is your most important goal, and how can I help you achieve it? </li></ul><ul><li>How will you assess if my contribution to you work has been successful? </li></ul><ul><li>If you were able to change 2 things in my area of responsibility in the next 6 months, what would create the most value and benefit for you? </li></ul><ul><li>What, if any past problems and/or conflicting demands have made it difficult for people in my role to fulfill your requirements and expectations? </li></ul>
    22. 22. Learning How to Learn Together <ul><li>Shifting from </li></ul><ul><li>Teaching Institutions </li></ul><ul><li>to </li></ul><ul><li>Learning Organizations </li></ul>
    23. 23. The Learning Organization = An Organization That Learns <ul><li>A company that facilitates the learning of its members and continuously transforms itself </li></ul><ul><li>Develop as a result of the pressures facing modern organizations and enables them to remain competitive </li></ul><ul><li>in the business environment </li></ul><ul><li>Has five main features or disciplines: </li></ul><ul><ul><li>systems thinking </li></ul></ul><ul><ul><li>personal mastery </li></ul></ul><ul><ul><li>mental models </li></ul></ul><ul><ul><li>shared vision </li></ul></ul><ul><ul><li>team learning </li></ul></ul><ul><ul><li>Peter Senge, </li></ul></ul><ul><ul><li>The 5 th Discipline </li></ul></ul>
    24. 24. Learning Together: What Does It Mean? <ul><li>Learning in the organization </li></ul><ul><li>and learning by the organization </li></ul><ul><li>Unlearning old habits, beliefs and behaviors </li></ul><ul><li>just as critical – and at times more difficult – </li></ul><ul><li>than new learning </li></ul><ul><li>What price learning? </li></ul><ul><li>Process is just as important as content and goals </li></ul><ul><li>Requires building relationships and trust </li></ul><ul><li>and allowing for mistakes </li></ul>
    25. 25. Learning Together - What Do We Really Want? <ul><li>Do we only want accountability </li></ul><ul><li>or also a sense of personal responsibility? </li></ul><ul><li>Do we want compliance or commitment? </li></ul><ul><li>  </li></ul><ul><li>Authoritarian or authoritative </li></ul><ul><li> Shifting from power-based relationships </li></ul><ul><li>To trust-based relationships </li></ul>
    26. 26. Remembering Our Humanity <ul><li>Habits of the Mind </li></ul><ul><li>And </li></ul><ul><li>Habits of the Heart </li></ul>
    27. 27. Learning to Change <ul><li>“ The future ain’t what it used to be.” </li></ul><ul><li>Yogi Berra </li></ul><ul><li>An Age of Change </li></ul><ul><li>and </li></ul><ul><li>A Time of Uncertainty </li></ul>“ People don’t resist change. They resist being changed” -- C. Argyris
    28. 28. Being Responsive To Change <ul><li>“ It is not the strongest of the species that survive, </li></ul><ul><li>nor the most intelligent, </li></ul><ul><li>but the one most responsive to change.” </li></ul><ul><li>Charles Darwin </li></ul>
    29. 29. Seeing How We See <ul><li>How we see an issue largely </li></ul><ul><li>determines how we choose to solve it </li></ul><ul><li>Problem or Challenge? </li></ul><ul><li>Classroom Management </li></ul><ul><li>or </li></ul><ul><li>Creating Positive Learning Environments? </li></ul>
    30. 30. A Final Thought <ul><li>&quot;Where is the wisdom we have lost in knowledge?  Where is the knowledge we have lost in information?“ </li></ul><ul><li>T. S. Eliot </li></ul>