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5 Strategies to Lead Through Adaptive Change, 21st Century Leadership

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LEAD THROUGH
ADAPTIVE CHANGE
(AS ORIGINALLY PRESENTED TO CPA FIRM LEADERS)
Russell Bedford International
Mexico City, Mexi...
VUCA
Volatile
Uncertain
Complex
Ambiguous
Volátil
Incierto
Complejo
Ambigua
Explore how to be a
business leader in a VUCA world

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5 Strategies to Lead Through Adaptive Change, 21st Century Leadership

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Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.

Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM

Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.

Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.

Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM

Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.

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5 Strategies to Lead Through Adaptive Change, 21st Century Leadership

  1. 1. LEAD THROUGH ADAPTIVE CHANGE (AS ORIGINALLY PRESENTED TO CPA FIRM LEADERS) Russell Bedford International Mexico City, Mexico Deb Nystrom, October 21, 2016 Ideas for Action, LLC Principalesa través de Cambio adaptativo para líderes de CPA firms
  2. 2. VUCA Volatile Uncertain Complex Ambiguous Volátil Incierto Complejo Ambigua
  3. 3. Explore how to be a business leader in a VUCA world
  4. 4. VUCA => AWARENESS & SKILLS 1. Willing to Open the Space 2. Sense the Changing World 3. Stay Results Oriented 4. Create => Co-Create 5. Increase Self- Awareness => Development What needs to be inside your Survival Bag? What will help you manage & even enjoy the thrill of the journey? 1. Ser listos a abrir el espacio 2. Percibir al mundo cambiante 3. Quedar orientados a resultados 4. Crear => co-crear 5. Aumentar la conciencia de sí mismo => desarrollo
  5. 5. 1. WILLING TO OPEN THE SPACE 2. Sense the Changing World 3. Stay Results Oriented 4.Create => Co-Create 5. Increase Self-Awareness => Development Time, Tools, Training Variable Speed
  6. 6. THE MAKER INSTINCT • Try new things • The most basic inner urge that we all have to build, create or grow things • Futurist Bob Johansen Be clear where you are going, be flexible how you get there, be prepared to adapt
  7. 7. Learn by failing forward 1,000 to 10,000 mistakes Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time. ~ Thomas A. Edison Edison, at the time he invented the phonograph, record player Keep trying! Failure is essential to success. What has been your most valuable failure?
  8. 8. LIBERATING STRUCTURES 1. Include and Unleash Everyone 2. Practice Deep Respect for People and Local Solutions 3. Always Start with a Clear Purpose 4. Build Trust As You Go 5. Learn by Failing Forward 6. Emphasize Possibilities: Believe Before You See 7. Practice Self-Discovery Within a Group 8. Amplify Freedom AND Responsibility 9. Invite Creative Destruction To Enable Innovation 10. Engage In Seriously Playful Curiosity So much experience / lessons learned deep within. “Microstructures” interfere.
  9. 9. Organization owners and partners responded to the follow question: • What do I need to do, and/or stop doing, to encourage innovation & adaptive change in CPA firm Leadership? Multiple answers were encouraged Discussion encouraged Notes were used for later part of the presentation • Can you be Seriously Playful & Curious? EXPLORE HOW TO BE A BUSINESS LEADER IN A VUCA WORLD Let’s start with some of what you already know.
  10. 10. VIDEO: OPEN SPACE TECHNOLOGY Online here: https://www.youtube.com/watch?v=LnumrXvkpU4 Open Space in 30 seconds, with professional coaches
  11. 11. OPEN SPACE WITH CPA FIRM OWNERS, PARTNERS Video of enthusiasm of the end Open Space session: https://flic.kr/p/Nx6aDr More photos are available: https://flic.kr/s/aHskMBtzCM
  12. 12. 2. SENSE THE CHANGING WORLD 1. Willing to Open the Space 2. ----- 3. Stay Results Oriented 4. Create => Co-Create 5. Increase Self-Awareness => Development
  13. 13. 21ST CENTURY LEADERS 20th century hierarchy no longer serves as the primary mode of leading Post-heroic, knows how to oversee co-creative and bottom-up, transformative change.
  14. 14. Niels Pflaeging Leading with flexible Targets. Beyond Budgeting in Practice Complexity • Top teams engage change and complexity as normal & expected • Complicated = Financial systems, a Ferrari • Complexity = Rain forest, ant colonies, organizations, teams, humans • “Unknown unknowns” • Where business today IS shifting • Complex has taken over the complicated Top teams engage in change & complexity as normal & expected Every team is a complex system
  15. 15. 21ST CENTURY LEADERSHIP TRENDS • Leadership is more fluid, distributed, action- oriented, shared • Leadership exists within relationship and within community. • Senior leaders judged on their ability to develop their top leaders, beginning to coach senior leader teams • Shared power and community building leads to transformation, rather than “installing” change
  16. 16. MORE LEADERSHIP TRENDS • Hands on, brings communities together in conversations ~ Listens • Does NOT delegate communication, diversity or innovation to a function • Focus is on Community ~ Avoids language like inside / outside “audience” or “stakeholder” • Open, two-way conversations • Engages people in conversation and listens • Knows that trust and relationships are the new as well as old currency in business today. ~ Futurist Ayelet Baron
  17. 17. “If about everything top-down fragilizes and blocks antifragility and growth, everything bottom-up thrives under the right amount of stress and disorder.” - Nassim Nicholas Taleb Antifragile
  18. 18. BEYOND RESILIENCE ADAPTABILITY ANTIFRAGILE Photo: Sponge, by rob.knight Flickr cc
  19. 19. TECHNICAL VS. ADAPTIVE CHANGE • Involves installing solutions to problems for which you know the answers. • Addressing problems for which you don’t yet know the solutions, • Often requires changes in behaviors or preferences AND hearts and minds, • Results in the transformation of the system Source: Fullan (2003, 2005) cites Heifetz and Linsky (2002)
  20. 20. Take medication to lower blood pressure Implement electronic ordering and dispensing of medications in hospitals to reduce errors and drug interactions Increase penalty for drunk driving TECHNICAL VS. ADAPTIVE CHANGE EXAMPLES Source: Fullan (2003, 2005) cites Heifetz and Linsky (2002) Change lifestyle to eat healthy, get more exercise and lower stress Encourage nurses and pharmacists to question and even challenge illegible or dangerous prescriptions by physicians Raise public awareness of the dangers and effects of drunk driving, targeting teenagers in particular
  21. 21. 3. STAY RESULTS ORIENTED 1. Willing to Open the Space 2. Sense the Changing World 3. --- 4. Create => Co-Create 5. Increase Self- Awareness => Development
  22. 22. RESULTS 100 YEARS COMPANIES 1. Strong corporate mission, culture 2. Strengths, change [leading] 3. Deep relationships with partners 4. Employees feel like family 5. Active members of community • 100 Years of Adaptive Change Vicki TenHaken, Lessons From Century Club Companies: Managing for Long-Term Success
  23. 23. RESULTS 100 YEARS COMPANIES 1. Strong corporate mission, culture 2. Strengths, change [leading] 3. Deep relationships with partners 4. Employees feel like family 5. Active members of community Vicki TenHaken, Lessons From Century Club Companies: Managing for Long-Term Success "I'm inspired by the complexity inherent in human behavior, and in cities as the physical expression of that complexity.” Mary Jukuri, Master Planner, Member, Board of Directors
  24. 24. DEEP RELATIONSHIPS WITH PARTNERS
  25. 25. LEADERSHIP BEHAVIOR = RESULTS 1. Solving problems effectively 2. Operating with a strong results orientation 3. Seeking different perspectives 4. Supporting others Decoding leadership: What really mattersBy Claudio Feser, Fernanda Mayol, and Ramesh SrinivasanMcKinsey Quarterly. January 2015
  26. 26. Photo: Sponge, by rob.knight Flickr cc • “It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful…. SEGURIDAD? SECURITY? FORTITUDE
  27. 27. There is more security in the adventurous and exciting, for in movement there is life, and in change there is power.” ~ Alan cohen
  28. 28. TRYING IT OUT “Commitment, ownership and follow-through will not come from listening to hours of PowerPoint presentations.”
  29. 29. Firm owners and partners responded to the following question: • What do we need to do, and/or stop doing, to advance the transformation of CPA Firm Leadership? EXPLORE HOW TO BE A BUSINESS LEADER IN A VUCA WORLD
  30. 30. CPA FIRM OWNERS USING LIBERATING STRUCTURES TOOLS More photos are available: https://flic.kr/s/aHskMBtzCM
  31. 31. 1. Willing to Open the Space 2. Sense the Changing World 3. Stay Results Oriented 4. ------ 5. Increase Self- Awareness => Development 4. CREATE => CO-CREATE
  32. 32. 4. CREATE => CO-CREATE To co-create, ask a question for which you don’t have an answer
  33. 33. MIND SET OUTER REALITY RESISTOR Not feeling in alignment– creates resistance Perceived to have strong beliefs and opinions – “I” not open to influence SKEPTIC Out of alignment– raises doubt Appears to be doubtful and judgmental WAIT & SEE Waits for others before committing Seems always tentative about what or whom to trust EXPERIMENTOR Desires to experiment Seen as someone with the courage to take risks, and trust CO-CREATOR Builds new meaning Willingness to transform reality with others in a WE-centric way
  34. 34. 5. INCREASE SELF-AWARENESS => DEVELOPMENT 1. Willing to Open the Space 2. Sense the Changing World 3. Stay Results Oriented 4. Create => Co-Create 5. ---
  35. 35. PRESENCING
  36. 36. WHICH ECONOMIES? Courage, Creation
  37. 37. WHICH ECONOMIES? Fear, Destruction
  38. 38. VUCA: TO SURVIVE & THRIVE 1. Willing to Open the Space • Try New Things, Smart Risks • Maker Instinct • Liberating Structures 2. Sense the Changing World • 21st Century Leaders • “AntiFragile” • Adaptive vs. Technical Change 3. Stay Results Oriented • 100 year companies • Leader behaviors 4. Create => Co-Create • Conversational Intelligence 5. Increase Self-Awareness => Development • Theory U
  39. 39. Freedom is actually a bigger game than power. Power is about what you can control. Freedom is about what you can unleash. ~ Harriet Rubin
  40. 40. EMAIL: DebNystrom@REVELN.com OR: Give your business card to Deb Ideas for Action, LLC & REVELN.com • Subject line: MEXICO CITY 1. 21st century Leadership Handout with link to slides 2. Bibliography
  41. 41. What’s Next? Come find out in the Open Space workshop that follows. VUCA Pairing EMAIL: DebNystrom@REVELN.com
  42. 42. WHAT IS OPEN SPACE TECHNOLOGY? • The best way to get something done is to give it to those who have a passion for it.
  43. 43. OPEN SPACE TECHNOLOGY Principles: 1.Whoever comes are the right people. 2.Whatever happens is the only thing that could have. 3.Whenever it starts is the right time. 4.When it’s over, it’s over. The Law of Two Feet
  44. 44. SO What? Now What? What? REFLECTION

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