Webinar: Collective Leadership, Alain Gauthier

The Inner Danceof Collective Leadership April 28, 2011 LLC Webinar Alain Gauthier alain@coreleadership.com www.globaltransformingensemble.org 1

Structuring our joint exploration around five questions1.  What is the meaning of leadership in the world now emerging?2.  How does collective leadership (CL) differ from individual leadership (IL)?3.  What are some of the inner shifts in beliefs and attitudes that you have noticed in yourself and others when experiencing CL?4.  What practices can be used to actualize CL and access collective wisdom?5. How can we contribute to the deepening and dissemination of CL? 2

1. What is the meaning of leadership? “Lead” originates from the Indo‐European root “leith” which means to “go forth”, to “cross the threshold”, or even to “die” What threshold must be crossed before something new can emerge? Can le@ng go of what we know feel like dying? 3

Crossing a threshold?What if leadership meant: ‐ Facing the unknown with openness and trust? ‐ Sensing what is emerging by being present to what is? ‐ ParGcipaGng creaGvely in a wider ﬁeld of knowing and doing, giving voice to an evoluGonary impulse? ‐ Taking self and others to where we have never been before? 4

Crossing the threshold fromdomination to partnership paradigm Leadership ≠ authority or posiGon 5

2. How does collective leadership (CL) differ from individual leadership (IL)? 6

From the individual leadership “tripod” to collective leadership Leader Leadership Shared Goals DAC Membership Follower 7

Leadership produces three outcomes (DAC) as means to attain longer-term goals• - Direction: understanding and assenting to the value of the collective’s goals - Alignment: organizing and coordinating knowledge and work - Commitment: members subsuming their own efforts and benefits within the collective effort and benefit A D CAdapted from Wilfred Drath et al 8

Group self-diagnostic tool Quality of direction Vision-driven community Generative – Shared perspective – Commitment to the whole organization Proactive – Trust, high energy Ideas Fragmented Reactive group – Inconsistent perspectives – Silo mentality Passive – Politics, low energy Quality of Trust interaction Conflict Respect SolidarityAdapted by Alain Gauthier & Mark Tigchelaar from McKinsey Unity 9

DAC leadership integrates three new areas of leadership theory• • Shared/distributed/rotating/collective leadership (lateral or peer influence, concertive action)• Complexity leadership (entanglement between top-down, bottom-up, circular)• Leadership as a relational process (interpersonal influence, dialogue, mutuality) Enables the adoption of new practices in areas such as mutual adjustment, shared sense making, collective learningAdapted from Wilfred Drath et al 10

3. What are some of the inner shifts in beliefs and attitudes that you have noticed in yourself and others when experiencing collective leadership? 12

DAC leadership frameworkAdapted from Wilfred Drath et al 13

Individual and collective beliefs and practices at the core of the DAC framework• Belief = a disposiGon to behave (aka mental map, desire, value) • PracGce = the playing out of that disposiGon CollecGves characterized by a relaGvely stable web of common beliefs about how to produce DAC Feedback loops from DAC point toward the need to ‐ improve pracGces (single‐loop learning about the how) ‐ quesGon pracGces and their underlying beliefs (double‐ and triple‐loop learning about the what and the why) 14 Adapted from Wilfred Drath et al

An integral view of leadership’s influence on the collective Individual Awareness, beliefs, mindset, Observable values, behavior intenGons, vision Interior/ Exterior/ subjective Objective Culture: shared Systems, beliefs, habits, strategies, norms, values structures, and vision rules Collective Traditional Mangt. Adapted from Ken Wilber Leadership Influence 15

Interior Conditions for Collective Leadership   Personal awareness of one’s own attitude and behavior   Sense of profound interdependence   Valuing diverse, complementary views, gifts, and skills   Mindset of being of service/ongoing learning/ partnering   Opening to inspiration and guidance from the larger field   Trust in life’s process and in evolution   Attention to the quality of relationship with self, others, and the larger whole 16

Sense of interdependence? 17

Dimensions of Presence-Centered Evolutionary Leadership RelaGonship to RelaGonship to RelaGonship to the oneself others whole Head Center Mentally clear Valuing mulGple Global vision Conscious perspecGves Clarity about Awareness‐based AXenGve AcGon Inquiry interconnecGon IntuiGve Alignment Heart Center SensiGve Hearelt and ethical Global compassion Connected to relaGonships Sense of service Love‐infused feelings EmpatheGc listening Open, non‐ AXunement judgmental Courage Hara Center Embodied intent Shared presence Globally‐informed Grounded Root connecGon right acGon Presence‐centered Self‐suﬃcient and Entrainment Sensing the ﬁeld recepGve Global Transforming Ensemble’s 3H model 18

Questions and comments 19

4. What practices can be usedto actualize collective leadership and access collective wisdom? 20

Personal practices enabling a shift from Individual to Collective LeadershipEngage in individual action inquiry (first-person research):• Journaling, auto-biographical writing• Distinguishing between desires and intentions• Surfacing and challenging one’s beliefs and assumptions (see four column conceptual map)• Deepening one’s intuition and inner knowing through body-mind awareness practices• Seeking coaching/mentoring, role-playing 21

Four-Column Conceptual Map to surface Big Assumptions (2 examples)1. Commitment 2.What I’m doing 3. Competing 4. Big or not doing that Commitments Assumptions prevents my commitment from being realizedI am committed to However, I I may also be I assume that if…the value or observe that … committed to…importance of ..… partnering on key … when pressing … getting things … I donʼt respondissues with other co- issues come up, I do done quickly quickly, then I will beleaders not take the time to seen as indecisive hold a dialogue with by the staff or other them stakeholders… taking time to … I donʼt create the …use my time most … I donʼt devotebuild and deepen my time in my calendar efﬁciently as a enough time torelationships with to get to know them manager solving problems, Iother co-leaders better am not adequate for the task Adapted by Alain Gauthier from Kegan & Lahey’s Immunity to Change (2009) 22

Interpersonal Practices Enabling a Shift from Individual to Collective leadership• Engage in collaborative action inquiry (second-person research) - Practice high-quality advocacy/inquiry, reflective, and generative dialogue - Address conflicts as opportunities to learn; practice “tough love” - Apply systems thinking archetypes to complex issues - Work creatively with dilemmas and paradoxes (e.g. using a polarity map) - Practice new forms of speaking, listening and interacting in a peer group - Engage in joint experiences that nurtures moment-to-moment awareness• Build a shared vision and creative tension with diverse partners and stakeholders – as a prerequisite for profound organizational change 23

Building a Polarity Map Illustration: rewarding excellence I+ C+ Positive outcomes Positive outcomes from focusing on from focusing on Upsides rewarding individual rewarding collective excellence excellence Negative outcomes Negative outcomes from focusing only from focusing only on individual rewards on collective rewardsDownsides and neglecting and neglecting collective rewards individual rewards I– C– Left Pole Right Pole 24 Adapted from Barry Johnson’s Polarity Management - Identifying and Managing Unsolvable Problems, Human Resource Development, 1997

Co-leadership assessment questionnaire 1. Individual level1.  Individual co-leader’s 2. Individual co-leader’s behaviors intentions, attitudes, and commitmentsa.  Do I view the collective leadership a.  Do I advocate for a co-leadership approach as crucial to achieve our approach? goals? b.  Do I listen actively to my partners? c.  Do I respect co-leadership principlesb.  Do I believe that my partners want (equity, transparency, mutual benefit) our co-leadership to succeed? in my daily behavior?c.  Am I committed to the outcomes of d.  Do I seek and give pointed and helpful co-leadership (DAC)? feedback from/to my partners?d.  Am I willing to challenge my e.  Do I follow through on my commitments? assumptions about leadership? f.  Do I show respect for my partners even when they are not present?e.  Do I value the complementary g.  Do I support the developmental qualities among us? aspirations and needs of my partners?f.  Do I trust my partners to make a h.  Do I acknowledge my partners for their decision on my behalf? accomplishments?Alain Gauthier, using Ken Wilber’s 4-quadrant framework 25

Co-leadership assessment questionnaire 2. Collective level3. Co-leadership’s mindsets, 4. Co-leadership’s structures, values, and norms systems, and strategiesa.  Do we share an understanding of the a.  Are our co-leadership agreements clear and benefits and risks of co-leadership? well understood by everyone? b.  Are incentives in place for co-leaders to thinkb.  Are we aligned around a shared vision and act for the benefit of the collective? and shared values? c.  Do we have the combined skills, competences,c.  Do we openly share ideas even when they and tools to succeed in our joint efforts? are diverse? d.  Do we have the structures and ground rules ind.  Are we open to change our viewpoints place to work effectively together? about our stakeholders? e.  Are we freely sharing the information with oure.  Are we giving each other the benefit of stakeholders? f.  Are our strategic priorities clear to everyone the doubt? concerned?f.  Have we developed a culture of trust g.  Do we set and respect high standards of quality among ourselves and around our co- in everything we do? leadership? h.  Are we bringing the best and mostg.  Are we continually looking for complementary resources to make the collective leadership successful? opportunities to learn, change, and i.  Do we embed our collective leadership improve? practices in the organization so that it canh.  Do we consciously build and maintain the sustain and renew over time? field of collective leadership?Alain Gauthier, using Ken Wilber’s 4-quadrant framework 26

Cultivating interior conditions for collective leadership Individual conditions (practices, exemplarity, coaching, support network) Collective conditions (interpersonal practices, team/ network learning, team coaching, intercultural journeys)Alain Gauthier, Core Leadership Development

Questions and comments 28

5. How can we contribute to the deepening and dissemination of collective leadership? 29

Five dimensions of relationships in a collective (reflected in the survey) CollecGve (contribuGon, care) Nature Harmonic Vibrancy (balance) (well being) Other (mutuality) Source: Jim Ritchie Dunham – Ecosynomics 30

Integral dynamics of harmonic vibrancy (reflected in the survey) Individual Ability to self‐ Ability to self‐ determine sustain Interior/ Exterior/Subjective Objective Social fabric Social structures & processes Inter‐cultural idenGty Economic opportuniGes Collective 31

There are collectives experiencing a high level of harmonic vibrancy… H"-IE*J."%*#0$*K%2,)* H"-IE*L#.,%"*#0$*H)(%(.* !"#$"%&()*+,#-(./*#0$*12--"345"*6"--78"(09* :;<=*&,%5"/&>* :;<=*&,%5"/&>* :;<=*&,%5"/&>* )FABAAAG** )FABAAAG** ?"#%&20*32%%"-#420*@*ABCDCE*)FABAAAG** 12--"345"*6"--78"(09* K%2,)* H)(%(.* J." H"-I* L#.,%"* !"#$"%&()*+,#-(./** %* H"-I* … and the level of harmonic vibrancy is influenced by the quality of leadership in the collective Source: ISC/GTE survey results 32

Assessing leadership quality in diverse communitiesIn my experience, our leadership:• Invites us to clarify our shared intentions• Inspire us to see the gifts and differing points of view of other groups we know• Cares deeply for the quality of relationships and the overall well-being of the group• Lives in the present, as it considers the past and the future• Cares deeply for every member of our group• Before making decisions, reaches out, listens, reflects deeply, and invites us to do the same• Is effective in guiding us toward the development and wise use of our resources, for the benefit of the whole group• Fully reflects in its behavior the shared values, agreements, and ethics that we have developed as a group, under its guidance• Engages members in collaborative inquiries about key issues for the group• Inspire us to see the gifts of the other members of the group• Demonstrates its willingness to learn from what happens in the group, and to change the group structures and processes, when appropriate• Helps us take into account all the stakeholders in what we do• Our leadership inspires us to value our complementary qualities and different viewpoints• Invites us to be aware of where we are in the present, and to be audacious and persistent in closing the gap between our aspirations and reality• Help us see the meaning of our community’s successes and challenges, and connects them to where we are as a group• Recognizes the gifs of all the members of the group and invites each of us to express them in fulfilling our greatest individual potentialGlobal Transforming Ensemble – ISC/GTE Survey: http://www.surveymonkey.com/s/3VV36Q9 33

Dimensions to consider in designing collective leadership development (which includes and transcends individual leader development)•  Use the four-quadrant framework to highlight less-explored domains of leadership beliefs and practices•  Adopt a developmental framework, at least when looking at the interior quadrants (intentions/beliefs and culture)•  Include skills and practices to co-create or change a collective leadership culture (including team/partnership/ network/organizational learning and development)•  Design new ways of assessing, challenging, and supporting the development of leaders by framing individual behavior as participation in webs of beliefs and practices 34

Less-explored domains of co-leadership practices Interior Exterior Developing self‐awareness and self‐witness Understanding the triune brain and Challenging individual leadership beliefs neuroplasGcity DisGnguishing desires and intenGons PracGcing acGon inquiry (double‐ and Embracing paradoxes triple‐loop learning) Developing a personal vision Developing engaged advocacy skills Becoming a learning leader Developing genuine listening skills I It AdopGng a service mindset Combining empatheGc support and Developing relaGonal intelligence confrontaGon Developing body intelligence Becoming ﬂuent in body language Developing presence and intuiGon Focusing on one’s breath Challenging collecGve leadership beliefs PracGcing living systems thinking Engaging in generaGve dialogue with Addressing dynamic, social and mulGple stakeholders generaGve complexity Tapping into collecGve intelligence/ Developing ecoliteracy in the system We wisdom Se@ng up liberaGng structures Its Partnering across boundaries Rewarding collaboraGon Building shared vision/direcGon Designing systems to enhance CreaGng cultural alignment alignment GeneraGng mutual commitment Changing the rules of the game Developing shared/distributed leadership ExperimenGng with new pracGces Alain Gauthier, using Ken Wilber’s 4-quadrant framework 35

Potential Resources  On Developing collective leadership: paper by that title on the GTE website http://globaltransformingensemble.org/ as well as: Developing generative change agents across sectors  On presence-centered evolutionary leadership: GTE website (home page, PCE Leadership, ITC/PCEL presentation)  On a developmental perspective: paper on Stages of leadership development on the GTE website  To access the GTE/ISC survey directly (15 minutes) http://www.surveymonkey.com/s/3VV36Q9/ or through the GTE website in the sidebar: Participate in our research  On holosynomics and harmonic vibrancy: on the ISC website http://blog.instituteforstrategicclarity.org/  On systems thinking archetypes: documents available on Jean Tully’s website (www.creatingclarity.com) and packages for sale at Pegasus Communications ( http://www.pegasuscom.com/lpacks.html)  For all other questions: alaingauthier@coreleadership.com 36

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Webinar: Collective Leadership, Alain Gauthier

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