Leadership in Organizations


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Leadership presentation created to inspire the practice of leadership within my organization.

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Leadership in Organizations

  1. 1. Leadership<br />
  2. 2. Introduction<br />Continuous Learning<br /><ul><li>Why Leadership?
  3. 3. Our Roles
  4. 4. Learning</li></li></ul><li><ul><li>Leadership
  5. 5. Culture & Systems
  6. 6. Coaching
  7. 7. Reflection</li></ul>What, Why, and How?<br />
  8. 8. Overview<br />Kouzes & Posner The Leadership Challenge<br />Heifetz & LinskyLeadership on the Line<br />
  9. 9. Leadership Models<br />Vision for Sustainability<br />Use of Time<br /><ul><li>Inspire a shared vision
  10. 10. Adaptive Challenge</li></ul>LEADERSHIP<br />“Leadership is a dialogue, not a monologue.” <br />Kouzes & Posner<br />
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  12. 12. Leadership requires disturbing people – but at a rate they can absorb. (Heifetz & Linsky)<br />Leadership is the art of mobilizing others to want to struggle for shared aspirations. <br />(Kouzes & Posner)<br />
  13. 13. Management vs. Leadership<br />“Leadership is different from management, but not for the reasons most people think. It has nothing to do with having charisma or other exotic personality traits. It is not the province of the chosen few. Nor is leadership necessarily better than management or a replacement for it. Both are necessary for success in a complex and volatile business environment.“ – John Kotter<br />Leadership Models<br /><ul><li>Inspire a shared vision
  14. 14. Adaptive Challenge</li></ul>LEADERSHIP<br />
  15. 15. Management vs. Leadership<br />“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” – Stephen Covey<br />“Management focuses on creating and managing structures whereas leadership focuses on inspiring people to work towards the achievement of the new direction.” – Gill McKay<br /><ul><li>Inspire a shared vision
  16. 16. Adaptive Challenge</li></ul>LEADERSHIP<br />Leadership Models<br />
  17. 17. Level 5 Leadership – Jim Collins<br /><ul><li>Inspire a shared vision
  18. 18. Adaptive Challenge</li></ul>LEADERSHIP<br />Leadership Models<br />
  19. 19. Credo Memo<br />What principles should guide actions and decisions?<br />What beliefs and values should steer the organization?<br />Vision for Sustainability<br />
  20. 20. Distinguishing Technical from Adaptive Challenges<br /><ul><li>Inspire a shared vision
  21. 21. Adaptive Challenge</li></ul>LEADERSHIP<br />Use of Time<br />
  22. 22. “How leaders spend their time is the single best indicator of what’s important.”<br />What makes a difference?<br />What’s important?<br />What’s trivial?<br />
  23. 23. CULTURE & SYSTEMS<br />Introduction to Culture<br />Systems Thinking<br />Power<br /><ul><li>Challenge the Process
  24. 24. Get on the Balcony
  25. 25. Give the work back</li></ul>“Culture establishes a unique set of formal and informal ground rules for how we think, how we behave, and what we assume to be true.” <br />D. Connor<br />
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  27. 27. Culture<br />Adjectives that describe us right now. <br />Describe how our staff see us right now.<br />How you would like us to be in the future?<br />
  28. 28. “The only way you can gain both a clearer view of reality and some perspective on the bigger picture is by distancing yourself from the fray.”<br />
  29. 29. Systems Thinking<br />We are tops when we have organizational responsibility for some segment or function. <br />CULTURE & SYSTEMS<br /><ul><li>Challenge the Process
  30. 30. Get on the Balcony
  31. 31. Give the work back</li></ul>We are middles whenever we attempt to function between the conflicting needs, demands, and priorities of others.<br />We are bottoms whenever others control the resources we need to move our initiatives ahead. <br />
  32. 32. Our unique system power …<br />How we sabotage ourselves …<br />We strengthen the capacity of the system through coaching and involvement. <br />We suck responsibility up to ourselves and away from others. <br />We are the system’s web; connecting parts, coordinating interaction, and ensuring flow of information. <br />We reflexively connect with certain parts while reducing our connection with other parts.<br />We are uniquely situated to identify problems and mobilize resources. <br />We reflexively hold higher-ups responsible. <br />
  33. 33.
  34. 34. “You become more powerful when you give your own power away.”<br />
  35. 35. Power<br />CULTURE & SYSTEMS<br />Give the work back; take it off your shoulders and place it where it belongs.<br /><ul><li>Challenge the Process
  36. 36. Get on the Balcony
  37. 37. Give the work back</li></ul>“Solutions are achieved when the people with the problem go through a process together to become the people with the solution.”<br />
  38. 38. Commitment and Trust<br />Questioning & Listening<br />Feedback<br /><ul><li>Model the Way
  39. 39. Enable Others
  40. 40. Protect Leadership Voices from below</li></ul>COACHING<br />Coaching is about connecting the inner person (confidence, values, and purpose) with the outer person (reach targets and achieving goals. <br />
  41. 41. “Without trust you cannot lead. Without trust you cannot get extraordinary things done. Individuals who are unable to trust others fail to become leaders, precisely because they can’t bear to be dependent on the words and works of others.”<br />
  42. 42. Strategic Questioning<br />Find where the attention is focused<br />Clarify what is seen or known<br />Clarify what is felt<br />Identify ideals, dreams, and values. <br />Identify the change view.<br />Evoke personal involvement. <br />Get something started. <br /><ul><li>Model the Way
  43. 43. Enable Others
  44. 44. Protect Leadership Voices from below</li></ul>COACHING<br />Avoid:<br /><ul><li>Yes/No
  45. 45. Why
  46. 46. Assumptions</li></li></ul><li>Develop a Routine for Questioning<br />Create your first workbook<br />
  47. 47. Be in the moment.<br />Allow for silence.<br />Listen for the wordsandthe emotion.<br />Manage your body language.<br />
  48. 48. Feed Forward<br />I want to be a better listener…<br /><ul><li>Ask for two suggestions to help you achieve this goal
  49. 49. Listen and take notes
  50. 50. Say thank you</li></ul>The fundamental problem with feedback is that it focuses on the past, on what has already occurred – not on the infinite variety of opportunities in the future.<br /><ul><li>Model the Way
  51. 51. Enable Others
  52. 52. Protect Leadership Voices from below</li></ul>COACHING<br />Avoid …<br /><ul><li>Saying anything about the past
  53. 53. Commenting on the suggestions</li></li></ul><li>Coaching Triads<br />
  54. 54. Stay off Auto-Pilot<br />SELF REFLECTION<br /><ul><li>Encourage the heart
  55. 55. Personal Challenge</li></ul>Reflect for a moment …<br />Vital Signs<br />Personal Adaptive Challenge<br />Requests, Offers, and Commitments <br />
  56. 56. “To your direct reports you are the most important leader in your organization. You are more likely than any other leader to influence their desire to stay or leave, the trajectory of their careers, their ethical behavior, their ability to perform at their best, their drive to wow customers, their satisfaction with their jobs, and their motivation to share the organization’s vision and values.”<br />