2011                                                                    ; IDEO                                    --      ...
1.    2.                    2007    2    2007   32
C P          Y E N             F O U N D A T I O N  “In Praise of the Incomplete    Leader”                               ...
VisioningWhile Sensemaking maps what is, Visioning maps whatcould be & what a leader wants the future to be. It is muchmor...
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June 2011 CPYF Dialogue Newsletter - In Praise of the Incomplete Leader / 不完美領導力


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June 2011 CPYF Dialogue Newsletter - In Praise of the Incomplete Leader / 不完美領導力

  1. 1. 2011 ; IDEO -- 1 2 / / “ “ / 3 1. 2. ( ) : 3. 4. 1.-- 2. 2010 4--“Prototypings/ U 3. 2010 10 “ / IDEO 1
  2. 2. 1. 2. 2007 2 2007 32
  3. 3. C P Y E N F O U N D A T I O N “In Praise of the Incomplete Leader” June 2011No leader is perfect. The best ones don’t try to be - they stereotypical ways: good & bad guys, victims &concentrate on honing their strengths and find others who oppressors, marketers & engineers.can make up for their limitations. 3. Testing conclusions by sharing observations from small experiments; and look for new ways to articulateWe’ve come to expect a lot from our leaders; they should alternatives and to understand options.understand immense complexity, inspire commitment to theright vision, transform strategy into results... but this myth ofthe complete leader, the flawless person at the top who’s got it Relatingall figured out (and the accompanying fear of appearingincompetent), leads many executives to exhaust themselves Many leaders attempting to foster trust, optimism andand damage their organizations in the process. The consensus reap cynicism and frustration instead because they“incomplete leader” who understands his/her strengths and have difficultly relating to people who make sense of theweakness, engages leadership throughout the organizational world differently than they do. Building networks of trustinghierarchy wherever expertise, vision, new ideas and relationships is a requirement of effective leadership today.commitment are found. The MIT Leadership Center Three key ways to strengthen our ability to relate are:developed a model of four capabilities that enable distributedleadership, they are: 1. Inquiring, 2. Advocating, and 1. Sensemaking: understanding the context in which an 3. Connecting. organization of people operate. 2. Relating: building relationships within and across Inquiring means listening with the intention of genuinely organizations. understanding the thoughts and feelings of the speaker. The listener suspends judgment and genuinely tries to 3. Visioning: creating a compelling picture of the future. comprehend how & why the speaker has moved up the ladder 4. Inventing: developing new ways to achieve the vision. of inference from data to interpretations and generalizations (read about the Ladder of Inference in the October 2010These capabilities span the intellectual, interpersonal, newsletter “Learning Organizations/rational, intuitive, conceptual and creative capacities requiredin today’s organizational environment (read the April 2010 Advocating means explaining one’s own point of view. It isnewsletter “Prototypings/ to observe parallels the opposite of inquiring and is how leaders communicate tobetween the four capabilities and the U process). Rarely, if others how they reached their interpretations and conclusions.ever, will someone be equally skilled in all four Good leaders distinguish observations from their opinionscompetencies. Incomplete leaders cultivate good judgement and judgments and explain their reasoning without aggressionon how to work with others to build their strengths and offset or defensiveness.their limitations. Balancing inquiring and advocating is ultimately about showing respect, challenging opinions, asking questions andSensemaking taking a stand.Leaders who are strong in Sensemaking quickly capture the Connecting involves cultivating a network of confidants whocomplexities of their environment and explain them to others help a leader accomplish a wide range of goals. Leadersin simple terms. At IDEO, a product design firm, strong in connecting understand that time spent building andSensemaking is step #1 for brainstorming a new design; maintaining these connections is an investment in their ownIDEO’s teams act as anthropologists to understand a product leadership skills. Because no one person can even know thefrom as many points of view as possible. right questions to ask, it’s crucial that leaders be able to tap into networks of people who can fill in the gaps.Sensemaking involves: Sensemaking and Relating are the enabling conditions of1. Getting data from multiple sources. leadership motivating and sustaining change. The next two2. Involving others in your process: saying what you think leadership capabilities - Visioning and Inventing - are creative you are seeing, and checking with people who have and action oriented, producing the focus and energy needed to different perspectives from yours. And avoid applying make change happen. existing frameworks such as describing the world in 3
  4. 4. VisioningWhile Sensemaking maps what is, Visioning maps whatcould be & what a leader wants the future to be. It is muchmore than pinning a vision statement to the wall. A sharedvision is not static, it’s an ongoing process: dynamic andcollaborative; a process of articulating what the members ofan organization want to create together.Fundamentally, visioning gives people a sense of meaning intheir work. Leaders who are skilled in this capability havepeople excited about their view of the future while invitingothers to crystallize that image. They know that if the visionis credible and compelling enough, others will generate ideasto advance it.InventingEven the most compelling vision will lose power if floatingunconnected above the daily reality of organizational life.Inventing is what moves a business from the abstract worldof ideas to the concrete world of implementation.To realize a new vision, people can’t keep doing the samethings they’ve been doing. They must conceive, design andput into practice new ways of interacting and organizing.Cultivating Invention:1. Be aware of your assumptions that the way things have been done is the best way to do them.2. Experiment with alternative methods for grouping and linking people. Ask “what other options are possible?”Balancing the Four CapabilitiesSensemaking, Relating, Visioning and inventing areinterdependent: without Sensemaking there’s no commonview of reality from which to start, without Relating, peoplework in isolation or strive toward different aims, withoutVisioning, there’s no shared direction. Without Inventing, avision remains illusory. No leader will excel at all fourcapabilities in equal measure.It’s the leader’s responsibility to create an environmentwhere leadership is distributed across multiple peoplethroughout the organization - complementing one another’sstrengths and weaknesses.It’s time to put the myth of the “complete leader” to rest, forthe sake of individuals and the health of organizations. Eventhe most talented leaders require input and leadership ofothers constructively solicited and creatively applied. It’stime now for a culture shift and to celebrate the incomplete -human - leader!This article is adapted from the 2007 Harvard BusinessReview publication “In praise of the incomplete leader” 4