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Leading From The Inside Out (Linked In)


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Looking beyond the "what" and "how" of organizational change and leadership to the "who" and the character and quality of relationships in the organization

Leading From The Inside Out (Linked In)

  1. 1. Leading from the Inside Out Transformational Leadership For Meaningful and Sustainable Improvement
  2. 2. The Blind Spot <ul><li>Why do organizational efforts </li></ul><ul><li>to make improvements </li></ul><ul><li>and deal with challenges </li></ul><ul><li>so often fail to lead to significant </li></ul><ul><li>and sustainable change? </li></ul>
  3. 3. The Seed <ul><li>“ It’s common to say that trees come from seeds. But how could a tiny seed create a huge seed? Seeds do not contain the resources needed…. These must come from the environment…. But the seed does provide something that is crucial: a place from which the whole of the seed starts to form. … In a sense, the seed is a gateway through which the future possibility of the living tree emerges.” </li></ul><ul><li>From Presence, Human Purpose and the Field of the Future </li></ul>
  4. 4. Illuminating the Blind Spot <ul><li>“ The blind spot concerns not the what and how – not what leaders do and how they do it </li></ul><ul><li>– but the who : who we are and the inner place </li></ul><ul><li>or source from which we operate, </li></ul><ul><li>both individually and collectively”. </li></ul><ul><li>from Presence </li></ul>
  5. 5. Illuminating the Blind Spot <ul><li>“ Successful leadership depends on the quality </li></ul><ul><li>of attention and intention </li></ul><ul><li>that leaders bring to any situation.” </li></ul><ul><li>“ Two leaders in the same circumstances </li></ul><ul><li>doing the same things </li></ul><ul><li>can bring completely different outcomes, </li></ul><ul><li>depending on the inner place </li></ul><ul><li>from which each operates.” </li></ul><ul><li>Otto Scharmer, Theory U </li></ul>
  6. 6. The Inner Place <ul><li>Results: </li></ul><ul><li>What </li></ul><ul><li>Process: </li></ul><ul><li>How </li></ul><ul><li>Source: </li></ul><ul><li>Who </li></ul><ul><li>The Blind Spot  ”Who” </li></ul><ul><li>The Inner place </li></ul><ul><li>from which we operate </li></ul>A lamp can never light another flame unless it continues to burn its own flame. R. Tagore
  7. 7. Leading from Within <ul><li>“ We do not see the world as it is but as we are” </li></ul><ul><li>– S. Covey </li></ul><ul><li>We live according to our beliefs and perceptions, </li></ul><ul><li>not necessarily in accordance with what is real </li></ul><ul><li>The degree of our self-awareness, </li></ul><ul><li>the character of our seeing </li></ul><ul><li>and the quality of our relationships </li></ul><ul><li>significantly influence </li></ul><ul><li>the nature and quality of our outcomes </li></ul>
  8. 8. The Center of the Circle <ul><li>Focusing on Self and Relationships </li></ul><ul><li>“ Organizations don’t change – people do ” </li></ul><ul><li>-- Organizational Development Maxim </li></ul>Self Outputs Outputs
  9. 9. Leading from the Inside Out <ul><li>The Center of the Circle </li></ul><ul><li>Self-Awareness and Meaningful Individual Change and Growth </li></ul><ul><li>Sustainable and Meaningful Organizational Change and Growth </li></ul>You
  10. 10. Transformational Leadership <ul><li>“ To be effective leaders, we must first understand the field, or inner space, from which we are operating.” -- Theory U </li></ul>Our lives improve only when we take chances-and the first and most difficult risk we can take is to be honest with ourselves. Walter Anderrson
  11. 11. Theory U 1. CO-INITIATING: Build Common Intent stop and listen to others and to what life calls you to do 2 . CO-SENSING: Observe, Observe, Observe go to the places of most potential and listen with your mind and heart wide open Open Mind Open Heart Open Will 5. CO-EVOLVING: Embody the New in Ecosystems that facilitate seeing and acting from the whole 4 . CO-CREATING: Prototype the New in living examples to explore the future by doing 3 . PRESENCING: Connect to the Source of Inspiration, and Will go to the place of silence and allow the inner knowing to emerge
  12. 12. How We Pay Attention: Slowing Down to Understand <ul><li>“ At its core, leadership is about shaping and shifting how individuals and groups attend to and subsequently respond to a situation or need.” </li></ul><ul><li>“ The problem: most leaders are unable to recognize, yet alone change, the structural habits of attention used in their organizations </li></ul><ul><li>--Theory U.” </li></ul>
  13. 13. Level of Attention = Level of Results <ul><li>We must understand the quality and level </li></ul><ul><li>of the attention and thinking </li></ul><ul><li>required to yield the best solution </li></ul><ul><li>to any particular problem. </li></ul>The ability to think and perceive differently is more important than the knowledge gained. David Bohm, Physicist
  14. 14. 4 Fields of Awareness - Levels of Attending <ul><li>Download: Habits of judgment and thought </li></ul><ul><ul><li>“ Yeah, I know that already ”  inflexible mind </li></ul></ul><ul><li>Factual: Attending to what facts </li></ul><ul><ul><li>“ How interesting ”  open mind </li></ul></ul><ul><li>Empathic: Attending to the source/person </li></ul><ul><ul><li>“ I know how you feel ”  open-heart </li></ul></ul><ul><li>Generative: Listening to what is emerging </li></ul><ul><ul><li>“ I sense what can be, a future possibility .” </li></ul></ul><ul><ul><li>  open-will </li></ul></ul>
  15. 15. Reflection on A Significant Problem <ul><li>What level of attention and listening/field of awareness did you and your colleagues operate from in regards to these problems? (Fixed, open-minded, open-hearted, open-willed?) </li></ul><ul><li>Did the levels you operated from yield the most satisfactory and optimal solution? </li></ul><ul><li>How do you know that you actually arrived at the best solution? </li></ul><ul><li>Do you feel that you somewhere/somehow you and your team possibly settled for less or something was left unresolved, even if you could not articulate this or were uncomfortable saying so? </li></ul>
  16. 16. The Challenge <ul><li>“… shifting from reactive responses and quick fixes on a symptoms level (levels/fields 1 and 2) to generative responses that address the systemic root of issues (levels/fields 3 and 4) </li></ul><ul><li>is the single most important leadership challenge of our time.” </li></ul><ul><li>Theory U </li></ul>
  17. 17. Appreciating the Quiet Power of the Process Open Mind Open Heart Open Will
  18. 18. A Final Thought <ul><li>What lies behind us, </li></ul><ul><li>And what lies before us </li></ul><ul><li>Are small matters </li></ul><ul><li>Compared to </li></ul><ul><li>What lies within us. </li></ul><ul><li>Ralph Waldo Emerson </li></ul>
  19. 19. The Leadership Challenge <ul><li>Opening Minds </li></ul><ul><li>and </li></ul><ul><li>Opening Hearts </li></ul>
  20. 20. The Leadership Challenge – Opening Hearts and Minds <ul><li>What are the essential qualities of strong, healthy and productive working relationships? </li></ul><ul><li>Do you have strong, healthy and productive working relationships with your colleagues and staff? </li></ul><ul><li>How do you know? </li></ul><ul><li>If not, what will it take for each of you to build strong, healthy and productive working relationships with your colleagues and staff? </li></ul>
  21. 21. The Leadership Challenge – Opening Hearts and Minds <ul><li>4 Questions to Ask Your Stakeholders </li></ul><ul><li>(Seeing from their point of view) </li></ul><ul><li>What is your most important goal, and how can I help you achieve it? </li></ul><ul><li>How will you assess if my contribution to you work has been successful? </li></ul><ul><li>If you were able to change 2 things in my area of responsibility in the next 6 months, what would create the most value and benefit for you? </li></ul><ul><li>What, if any past problems and/or conflicting demands have made it difficult for people in my role to fulfill your requirements and expectations? </li></ul>
  22. 22. Learning How to Learn Together <ul><li>Shifting from </li></ul><ul><li>Teaching Institutions </li></ul><ul><li>to </li></ul><ul><li>Learning Organizations </li></ul>
  23. 23. The Learning Organization = An Organization That Learns <ul><li>A company that facilitates the learning of its members and continuously transforms itself </li></ul><ul><li>Develop as a result of the pressures facing modern organizations and enables them to remain competitive </li></ul><ul><li>in the business environment </li></ul><ul><li>Has five main features or disciplines: </li></ul><ul><ul><li>systems thinking </li></ul></ul><ul><ul><li>personal mastery </li></ul></ul><ul><ul><li>mental models </li></ul></ul><ul><ul><li>shared vision </li></ul></ul><ul><ul><li>team learning </li></ul></ul><ul><ul><li>Peter Senge, </li></ul></ul><ul><ul><li>The 5 th Discipline </li></ul></ul>
  24. 24. Learning Together: What Does It Mean? <ul><li>Learning in the organization </li></ul><ul><li>and learning by the organization </li></ul><ul><li>Unlearning old habits, beliefs and behaviors </li></ul><ul><li>just as critical – and at times more difficult – </li></ul><ul><li>than new learning </li></ul><ul><li>What price learning? </li></ul><ul><li>Process is just as important as content and goals </li></ul><ul><li>Requires building relationships and trust </li></ul><ul><li>and allowing for mistakes </li></ul>
  25. 25. Learning Together - What Do We Really Want? <ul><li>Do we only want accountability </li></ul><ul><li>or also a sense of personal responsibility? </li></ul><ul><li>Do we want compliance or commitment? </li></ul><ul><li>  </li></ul><ul><li>Authoritarian or authoritative </li></ul><ul><li> Shifting from power-based relationships </li></ul><ul><li>To trust-based relationships </li></ul>
  26. 26. Remembering Our Humanity <ul><li>Habits of the Mind </li></ul><ul><li>And </li></ul><ul><li>Habits of the Heart </li></ul>
  27. 27. Learning to Change <ul><li>“ The future ain’t what it used to be.” </li></ul><ul><li>Yogi Berra </li></ul><ul><li>An Age of Change </li></ul><ul><li>and </li></ul><ul><li>A Time of Uncertainty </li></ul>“ People don’t resist change. They resist being changed” -- C. Argyris
  28. 28. Being Responsive To Change <ul><li>“ It is not the strongest of the species that survive, </li></ul><ul><li>nor the most intelligent, </li></ul><ul><li>but the one most responsive to change.” </li></ul><ul><li>Charles Darwin </li></ul>
  29. 29. Seeing How We See <ul><li>How we see an issue largely </li></ul><ul><li>determines how we choose to solve it </li></ul><ul><li>Problem or Challenge? </li></ul><ul><li>Classroom Management </li></ul><ul><li>or </li></ul><ul><li>Creating Positive Learning Environments? </li></ul>
  30. 30. A Final Thought <ul><li>&quot;Where is the wisdom we have lost in knowledge?  Where is the knowledge we have lost in information?“ </li></ul><ul><li>T. S. Eliot </li></ul>