Leading a Collaborative Culture

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Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.

Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.

More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08

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Leading a Collaborative Culture

  1. 1. Mary Stacey 2009
  2. 2. Welcome – Two Interactive Sessions – October 8 – Developing Collaborative Leadership – Today’s Agenda – Creating a Collaborative Culture Whether you’re an entrepreneur in the start up phase or the Whether you’re an entrepreneur in the start up phase or the CEO of a mature business, it’s the right time to pay attention CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise. to the culture of your enterprise. Mary Stacey 2009
  3. 3. Creating a Collaborative Culture What we will cover – the relationship between leadership, collaboration, and culture – leadership practices for creating a collaborative culture What we won’t cover – collaborative technologies – social media Leadership is the biggest swing factor in the success of Leadership is the biggest swing factor in the success of companies once they are an idea worth doing companies once they are an idea worth doing --John Hamm, 2009 Endeavor Entrepreneur Summit John Hamm, 2009 Endeavor Entrepreneur Summit Culture isn’t just one aspect of the game. It is the game. An Culture isn’t just one aspect of the game. It is the game. An organization is the collective capacity of people to create value. organization is the collective capacity of people to create value. --Lou Gerstner in the year he left IBM Lou Gerstner in the year he left IBM Mary Stacey 2009
  4. 4. Evolving Toward Collaborative Leadership The Mental How Successful Leaders Shaping Our Futures How Leaders of Government, Demands of Transform Differences Through Conversations Business and Non-Profits Can Modern Life into Opportunities That Matter Tackle Today’s Global Challenges Together “Leading in a collaborative culture is like being in a jazz ensemble rather “Leading in a collaborative culture is like being in a jazz ensemble rather than conducting an orchestra—a collection of talent all with roles to play, than conducting an orchestra—a collection of talent all with roles to play, all able to keep performing in a context that is constantly changing. all able to keep performing in a context that is constantly changing. --Charles Deneka, Chief Technology Officer, Corning R&D Lab Charles Deneka, Chief Technology Officer, Corning R&D Lab Mary Stacey 2009
  5. 5. Torbert’s Leadership Development Framework The level of personal development of the CEO and his/her senior advisors can have a critical impact on the success of the organizational change efforts and, in turn, on the company’s ability to thrive in an ever- more complex business environment. Bill Torbert Action Inquiry The Secret of Timely & Transforming Leadership (2004) Mary Stacey 2009
  6. 6. Torbert’s Action Logics !"#$%$#&'()*+",-+)./)0-'%$,1 Vertical Development of Worldview/Capacity !"##$%&'()*+,# -.# /"##0,12,(3*+,# 4.# 5"##678*9*8:2%*+,# -;.# 4"##$&'*(9(1# <;.# <"##=>?(1,# # <@.# A"##B*?%C)2,# -A.# -"##D??C1,:7*+,## 5.# .#CE#1(+(21&'#+2)?%(#?1CE*%*73#E1C)# B29*8#FCCG(#278#H*%%#IC1J(1,K#A;;5L"#! Horizontal Development of Capabilities Mary Stacey 2009
  7. 7. Joiner & Joseph’s Leadership Agility While specific future developments are increasingly difficult to predict, there are two deep trends we can predict with great certainty: the pace of change will continue to increase, and the level of complexity and interdependence will continue to grow. Strikingly, research indicates that only about 10% of Joiner & Josephs managers have mastered the level of agility needed for Leadership Agility consistently effective leadership in today’s turbulent world (2007) economy. Mary Stacey 2009
  8. 8. McGuire & Rhodes Center for Creative Leadership Most senior leaders tell us that what they need today is interdependent-collaborator leadership because the environment in which they lead is so complex. While we can’t predict the future we can chart a course for developing ourselves and our culture to McGuire & Rhodes effectively meet it. Transforming Your Leadership Culture (2009) Mary Stacey 2009
  9. 9. The Message? Scale Yourself, Scale Your Culture……..Scale Your Enterprise Scale Yourself, Scale Your Culture……..Scale Your Enterprise Mary Stacey 2009
  10. 10. Evolving Leadership Domination Inspiration Participation The Chaordic Organization – Dee Hock What will become compellingly important is absolute clarity of shared What will become compellingly important is absolute clarity of shared purpose and set of principles of conduct--sort of institutional genetic purpose and set of principles of conduct--sort of institutional genetic code that every member of the organization understands in a common code that every member of the organization understands in a common way, and with deep conviction. - -Dee Hock, Founder of Visa way, and with deep conviction. Dee Hock, Founder of Visa Mary Stacey 2009
  11. 11. Does your enterprise have DAC? Direction • each individual knows the goals and aims of the collective Alignment • coordination of knowledge and work in the collective Commitment • willingness of individuals to expend effort toward needs of collective High DAC • allows all to see trajectory and engage in more participative ways • everyone potentially able to join in shaping new beliefs, behaviors, practices • effectively functioning culture of beliefs and practices (high CQ) • High DAC supports the creation of a collaborative culture Mary Stacey 2009
  12. 12. Cultural Intelligence (CQ) You are in the culture and the culture is in you. You are in the culture and the culture is in you. Mary Stacey 2009
  13. 13. CQ – cultural centre of gravity + practices !"#$%$#&'()2+",-+)./)3-'%$,1 !"##$%&'()*+,# -.# Vertical Development of Worldview/Capacity /"##0,12,(3*+,# 4.# Collaborator Culture 5"##678*9*8:2%*+,# -;.# 4"##$&'*(9(1# <;.# Achiever Culture <"##=>?(1,# # <@.# A"##B*?%C)2,# -A.# Conformer Culture -"##D??C1,:7*+,## 5.# .#CE#1(+(21&'#+2) ?%(#?1CE*%*73#E1C)# B29*8#FCCG(#278#H*%%#IC1J(1,K#A;;5L"#! Horizontal Development of Capabilities Mary Stacey 2009
  14. 14. Cultural Intelligence (CQ) Conformer Culture Dependent – Coordinate Achiever Culture Independent – Cooperate Collaborator Culture Interdependent – Collaborate You are in the culture and the culture is in you. You are in the culture and the culture is in you. Mary Stacey 2009
  15. 15. Domain Conformer Achiever Collaborator Culture Culture Culture Command and control Being successful in a changing Authority and control shared Mindset world and adapting faster and throughout organization in a way better than the competition that maximizes strategic competence of whole Is power and is held at the top A tool for competitive edge in Widely distributed widely shared Knowledge marketplace and organization on a right to know basis; knowledge an organizational asset Authoritarian to paternalistic, Strategic and outcomes driven, Among people without titles; Leadership expecting success via tension between individual and anyone willing to think and act in compliance collective aims, beginning to lead expanding DAC to build the systemically capability of the entire system qualifies Hierarchically coordinated; Distributed through the Engage dialogue to make sense Authority & Emanates from the top; honoring organization; designed to support of things; achieve enterprise Structure beliefs is preferable to adaptive learning strategic agenda goals by sharing power across the value chain Obey authority and follow the Mastery of systems that produce Mastery of integrating systems Success code, loyalty results; achieving goals is route to results fit and aid the overall political power strategy, producing results now and into the future. Either or, right wrong, honoring Focuses on solving problems, Foster dialectical thinking when Thinking expertise and technical mastery mainly analyzing empirical data, dealing with complexity. Consider management by number drives both-and solutions and actively decisions seek ‘win-win’ answers. Treated as weakness, feedback Opportunities to learn within a Embraced as opportunities for Mistakes negative and not sought after team, feedback is value where it individual, team, and contributes to learning and the organizational learning; positive ability for individual advancement and negative feedback are valued as essential tools for collective success. Mary Stacey 2009
  16. 16. Conformer Culture Illustrations – government, manufacturing, policing, regulatory – stability, safety, precision DAC – direction and alignment are achieved by coordination and controlled by executive authority passed down through the ranks. – restricts local decision making and regulates activities to the execution of tasks prescribed by management. – commitment as loyalty and compliance is assumed as a matter of membership Mary Stacey 2009
  17. 17. Achiever Culture Illustrations – faster, better, cheaper, focus on execution – competitive, entrepreneurial, may be market focused. – Microsoft, Google, banks, professional service firms DAC – alignment through cooperation can increase when senior team demonstrates cooperation themselves; otherwise multiple and competing directions emerge and poor alignment of resources. – commitment holds self interest and the organization in balance through cooperation. Mary Stacey 2009
  18. 18. What would you hear? Client Case: Client Case: “A collaborative effort is required to solve strategic and operational problems.” “A collaborative effort is required to solve strategic and operational problems.” “A genuine willingness to discuss topics openly without fear of being exposed “A genuine willingness to discuss topics openly without fear of being exposed by asking for assistance when, where needed” by asking for assistance when, where needed” “Shared leadership accountability; I Ibuild working partnerships outside my own “Shared leadership accountability; build working partnerships outside my own team” team” Mary Stacey 2009
  19. 19. Collaborator Culture Illustrations for exploration • The National Security Group of Afghanistan and Pakistan – http://www.nytimes.com/2009/12/06/world/asia/06reconstruct.html?_r=2&sc p=1&sq=Inside%20the%20Situation%20Room&st=cse • Trillium Asset Management – http://www.boston.com/bostonglobe/obituaries/articles/2008/11/26/joan_ba varia_promoted_socially_responsible_investing/ DAC – Align across the system through connected leaders and by distributing powers that develop collective learning; continuously developing structures and processes – Enterprise is greater than the sum of its parts; commitment to the common good Mary Stacey 2009
  20. 20. What would you hear? Client case: Client case: “We now have an intelligent, thoughtful, more holistic approach to decision “We now have an intelligent, thoughtful, more holistic approach to decision making and deal with conflict directly.” making and deal with conflict directly.” “This recognizes that leadership doesn’t just happen in a week long offsite. It “This recognizes that leadership doesn’t just happen in a week long offsite. It happens over time, with experiences, with successes and failures.” happens over time, with experiences, with successes and failures.” “An important human focus in the company, for key people to discuss things “An important human focus in the company, for key people to discuss things that might enable or derail their contribution in the long term.” that might enable or derail their contribution in the long term.” Mary Stacey 2009
  21. 21. Developing CQ de dI nclu n nd a Tra ns c e Interdependent-Collaborator C Collaborate in g DA Increas Independent-Achiever Cooperate Dependent-Conformer Change Coordinate Agile Innovation Innovation Sustainable Enterprise Stability/ Precision Mary Stacey 2009
  22. 22. The higher the CQ, the…. • Less control you retain at the top • More freedom and responsibility is present • More you distribute authority and decision making • The more innovation, problem solving, and quality you get at the local level • The more uncertainty you can tolerate; paradox is accepted • The more conflict can emerge as a creative, viable force • The higher the level of individual and collective learning • The higher the level of feedback you want and get • The greater the levels of synergy and teaming • The more shared knowledge is engendered • The more intersystems thinking is the norm • The greater the level of leadership capacity and capability • The greater adaptability and agility of the organization • The greater the level of complexity and challenge the organization can face and take on with greater chances for success McGuire & Rhodes, 2009 Mary Stacey 2009
  23. 23. Practices for Creating Collaborative Culture • Feedback • CUED for Action • Art of Hosting • Personal Practice Entrepreneurship isn’t a science or an art. It’s a practice. Entrepreneurship isn’t a science or an art. It’s a practice. --Peter Drucker, Management Thinker and Social Ecologist Peter Drucker, Management Thinker and Social Ecologist Mary Stacey 2009
  24. 24. Continuous Learning - Feedback >-(;7&:7""; !"#$%"$#&$%&'(%&$#)*+$(,$-(.)+? (?*73&,$@$A0+&0+("0B <"3=7&:7""; /-&$#&$%"(0.$+)&$-(.)+$+)(0.,1 9+-*+&.('$@$2;&-*+(0.$ C/,,34;+("0,B 9(0.7&:7""; /-&$#&$%"(0.$+)(0.,$-(.)+1 CD&)*E("-B 23+'"4&,$(0$56+&-0*7$8"-7% Adapted from Torbert & Associates 2004 Mary Stacey 2009
  25. 25. Action Learning - CUED for Action Mary Stacey 2009
  26. 26. Multi-Stakeholder Engagement - Art of Hosting Mary Stacey 2009
  27. 27. Art of Hosting • Listen deeply. • Make everyone important. Eliminate hierarchy. • Work the field’s energy like a dj works the dance floor. • Focus on relationships rather than tools or outcomes. • Flow the process • Give minimum instructions • Support emergence. • Laugh. Make it fun. Mary Stacey 2009
  28. 28. Summary • More of the same not enough; not because its wrong but because its inadequate to meet emerging and more complex, interdependent environment – From either/or to both/and—transcend and include • Pay attention to the culture of your enterprise at every phase – Start up to maturity • Develop your individual leadership capacity – The biggest risk that an entrepreneurial leader has to face is internal • Fred Smith, Founder of Fed Ex • Cultivate CQ through leadership DAC and collaborative inquiry practices – Conformer!Achiever!Collaborator – Direction, Alignment, Commitment – Examples: Feedback, CUED for Action, Art of Hosting, Personal Practice • Harvest innovation, change agility, and sustainable enterprise The time to prepare isn’t after you’ve been given the opportunity. Its The time to prepare isn’t after you’ve been given the opportunity. Its long before the opportunity arises. Once the opportunity arrives, its too long before the opportunity arises. Once the opportunity arrives, its too late. late. - -John Wooden, coach of ten championship teams at UCLA John Wooden, coach of ten championship teams at UCLA Mary Stacey 2009
  29. 29. Resources Programs Leading l Collaborating l Transforming Beyond the Conventional April 18 - 20, 2010 at the Kingbridge Collaboration Insitute For information: moreinfo@contextconsulting.com Web Kingbridge Collaboration Blog http://www.kingbridgecentre.com/wordpress/ Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business Review (April 2005) Action Learning: Addressing Today’s Business Challenges While Developing Leaders for Tomorrow by Mary Stacey (2007) Power Inventory http://www.leadershipagility.com/assess_style.phpS Books Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and Associates (Berrett Koehler, 2004) Action Learning in The Change Handbook: Today’s Best Methods for Engaging Whole Systems By Marcia Hyatt, Ginny Belden Charles, and Mary Stacey (Berrett Koehler, 2007) Leadership Agility by Bill Joiner and Stephen Josephs (Jossey Bass 2007) Transforming Your Leadership Culture by John B. McGuire and Gary Rhodes (Jossey Bass 2009) !" Mary Stacey 2009

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