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Learning From the Future As It Emerges: Being an Adaptive Leader

Learning From the Future As It Emerges: Being an Adaptive Leader
Presented by Craig McDowell

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    Elf 2011 presentation by Craig Mc Dowell Elf 2011 presentation by Craig Mc Dowell Presentation Transcript

    • Learning From the Future As It Emerges: Being an Adaptive Leader 1 Craig McDowell Aspire2Lead Ltd. craig@aspire2lead.co.nz1. Heifetz, Grashow & Linsky (2009) ELF. Wellington. September 2011
    • Challenging people’s reality – taking people outside their comfort zones yet at same timeaddressing and assessing the toughest challenges. Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • Meanwhile, you still have to lead! Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • Hunker down • Default to what you know how to do, weathering the storm • Protect yourself from external threatsCraig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • 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
    • Senge, Scharmer, Jaworski, Flowers (2004)
    • Leadership: An improvisational and experimental art Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • Foster AdaptationCraig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • Foster Adaptation• Developing next practices• Run numerous experiments• Distinguish the essential from the expendable Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • 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
    • Embrace disequilibrium• Keep your eyes on the thermostat• Depersonalise conflict• Have courageous conversations Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • 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
    • Generate leadership• Acknowledge interdependence of people• Use leadership to generate more leadership deep in organisation• Share leadership responsibility
    • 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
    • Adaptive Leadership Uncertain, Blurred vulnerable, boundaries contestedOverlapping Flexible,categories & dynamic,membership responsive Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • Generate leadership• Mobilise everyone to generate solutions• Give up some authority and ownership Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • 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
    • 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
    • Learning from as it emerges - adaptive leadership Craig McDowell. Aspire2Lead Ltd. craig@aspire2lead.co.nz
    • 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).