ELF 2011 Craig McDowell Learning from the future as it emerges

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Learning from the future as it emerges - presented by Craig McDowell at Education Leaders Forum 2011, 31 Aug - 1 Sept 2011, Wellington

Learning from the future as it emerges - presented by Craig McDowell at Education Leaders Forum 2011, 31 Aug - 1 Sept 2011, Wellington

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  • 1. Learning From the Future As It Emerges: Being an Adaptive Leader 1 Craig McDowell Aspire2Lead Ltd. craig@aspire2lead.co.nz ELF. Wellington. September 2011 1. Heifetz, Grashow & Linsky (2009)
  • 2. Challenging people’s reality – taking people outside their comfort zones yet at same time addressing and assessing the toughest challenges. Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 3. Meanwhile, you still have to lead! Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 4. Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 5.
    • Hunker down
    • Default to what you know how to do, weathering the storm
    • Protect yourself from external threats
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 6.
    • Press reset
    • Use turbulence to build on and bring closure to the past, changing rules of the game, reshaping the organisation, redefine the work people do
    • Process of conservation as well as reinvention
    • Targeting specific strands of organisational DNA
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 7. Senge, Scharmer, Jaworski, Flowers (2004)
  • 8. Leadership: An improvisational and experimental art Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 9. Foster Adaptation Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 10.
    • Foster Adaptation
    • Developing next practices
    • Run numerous experiments
    • Distinguish the essential from the expendable
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 11.
    • Embrace disequilibrium
    • Without urgency, difficult change becomes far less likely
    • Leadership today involves orchestrating the inevitable conflict, chaos, and confusion of change so that the disturbance is productive rather than destructive
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 12.
    • Embrace disequilibrium
    • Keep your eyes on the thermostat
    • Depersonalise conflict
    • Have courageous conversations
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 13.
    • Generate leadership
    • Acknowledge interdependence of people
    • Use leadership to generate more leadership deep in organisation
    • Share leadership responsibility
    From: Center for Creative Leadership: http://ccl.typepad.com
  • 14.
    • Generate leadership
    • Acknowledge interdependence of people
    • Use leadership to generate more leadership deep in organisation
    • Share leadership responsibility
    “ Stability is a liability, not an asset in today’s world. Each view of the horizon is a glance through a different turn of the kaleidoscope” (Egon Zehnder, 2000) Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 15. Adaptive Leadership Blurred boundaries Overlapping categories & membership Flexible, dynamic, responsive Uncertain, vulnerable, contested Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 16.
    • Generate leadership
    • Mobilise everyone to generate solutions
    • Give up some authority and ownership
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 17.
    • Taking care of yourself
    • Balance with your own
    • thinking and emotions
    • Be both optimistic
    • and realistic
    • Find a sanctuary
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 18.
    • Taking care of yourself
    • Reach out to confidants
    • Bring more of your emotional self to the table
    • Don’t lose yourself in your role
    Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 19. Hunker Down or Press Reset Foster Adaptation Embrace Disequlibrium Generate Leadership Take Care of Yourself Learning From the Future As It Emerges: Being an Adaptive Leader Learning from as it emerges - adaptive leadership Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
  • 20. References:
    • Heifetz, R., Grashow, A., Linsky, M. (2009) Leadership in a (Permanent) Crisis. Harvard Business Review.
    • Senge, P., Scharmer, C.O., Jaworski, J., & Flowers, B.S. (2004). Presence:Human Purpose and the Field of the Future. Cambrigde, MA: SoL (The Society for Organisational Learning, Inc).