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Webinar: Collective Leadership, Alain Gauthier

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Webinar: Collective Leadership, Alain Gauthier

  1. 1. The Inner Dance of Collective Leadership  April 28, 2011 LLC Webinar Alain Gauthier 1
  2. 2. Structuring our joint exploration around five questions 1.  What is the meaning of leadership in the world now emerging? 2.  How does collective leadership (CL) differ from individual leadership (IL)? 3.  What are some of the inner shifts in beliefs and attitudes that you have noticed in yourself and others when experiencing CL? 4.  What practices can be used to actualize CL and access collective wisdom? 5. How can we contribute to the deepening and dissemination of CL? 2
  3. 3. 1. What is the meaning of leadership?  “Lead” originates from the Indo‐European root “leith”  which means to “go forth”, to “cross the threshold”, or  even to “die”      What threshold must be crossed before something   new can emerge?            Can le@ng go of what we know feel like dying?  3
  4. 4. Crossing a threshold? What if leadership meant:    ‐ Facing the unknown with openness and trust?   ‐ Sensing what is emerging by being present to what is?     ‐ ParGcipaGng creaGvely in a wider field of knowing   and doing, giving voice to an evoluGonary impulse?   ‐ Taking self and others to where we have never been   before?  4
  5. 5. Crossing the threshold from domination to partnership paradigm    Leadership ≠ authority or posiGon  5
  6. 6. 2. How does collective leadership (CL) differ from individual leadership (IL)? 6
  7. 7. From the individual leadership “tripod” to collective leadership Leader Leadership Shared Goals DAC Membership Follower 7
  8. 8. Leadership produces three outcomes (DAC) as means to attain longer-term goals • - Direction: understanding and assenting to the value of the collective’s goals - Alignment: organizing and coordinating knowledge and work - Commitment: members subsuming their own efforts and benefits within the collective effort and benefit A D C Adapted from Wilfred Drath et al 8
  9. 9. Group self-diagnostic tool Quality of direction Vision-driven community Generative – Shared perspective – Commitment to the whole organization Proactive – Trust, high energy Ideas Fragmented Reactive group – Inconsistent perspectives – Silo mentality Passive – Politics, low energy Quality of Trust interaction Conflict Respect Solidarity Adapted by Alain Gauthier & Mark Tigchelaar from McKinsey Unity 9
  10. 10. DAC leadership integrates three new areas of leadership theory • • Shared/distributed/rotating/collective leadership (lateral or peer influence, concertive action) • Complexity leadership (entanglement between top-down, bottom-up, circular) • Leadership as a relational process (interpersonal influence, dialogue, mutuality) Enables the adoption of new practices in areas such as mutual adjustment, shared sense making, collective learning Adapted from Wilfred Drath et al 10
  11. 11. 11
  12. 12. 3. What are some of the inner shifts in beliefs and attitudes that you have noticed in yourself and others when experiencing collective leadership? 12
  13. 13. DAC leadership framework Adapted from Wilfred Drath et al  13
  14. 14. Individual and collective beliefs and practices at the core of the DAC framework •  Belief = a disposiGon to behave (aka mental map, desire, value)  •  PracGce = the playing out of that disposiGon   CollecGves characterized by a relaGvely stable web of common   beliefs about how to produce DAC     Feedback loops from DAC point toward the need to   ‐  improve pracGces (single‐loop learning about the how)    ‐   quesGon pracGces and their underlying beliefs (double‐            and triple‐loop learning about the what and the why)  14 Adapted from Wilfred Drath et al
  15. 15. An integral view of leadership’s influence on the collective Individual Awareness,  beliefs,  mindset,  Observable  values,  behavior   intenGons,  vision  Interior/ Exterior/ subjective Objective Culture: shared  Systems,  beliefs, habits,  strategies,  norms, values  structures,  and vision  rules  Collective Traditional Mangt. Adapted from Ken Wilber Leadership Influence 15
  16. 16. Interior Conditions for Collective Leadership   Personal awareness of one’s own attitude and behavior   Sense of profound interdependence   Valuing diverse, complementary views, gifts, and skills   Mindset of being of service/ongoing learning/ partnering   Opening to inspiration and guidance from the larger field   Trust in life’s process and in evolution   Attention to the quality of relationship with self, others, and the larger whole 16
  17. 17. Sense of interdependence? 17
  18. 18. Dimensions of Presence-Centered Evolutionary Leadership RelaGonship to  RelaGonship to  RelaGonship to the  oneself  others  whole  Head Center  Mentally clear  Valuing mulGple    Global vision  Conscious  perspecGves  Clarity about  Awareness‐based  AXenGve  AcGon Inquiry  interconnecGon  IntuiGve  Alignment   Heart Center  SensiGve  Hearelt and ethical  Global compassion  Connected to  relaGonships  Sense of service   Love‐infused  feelings  EmpatheGc listening  Open, non‐ AXunement  judgmental  Courage  Hara Center  Embodied intent  Shared presence  Globally‐informed  Grounded  Root connecGon  right acGon  Presence‐centered  Self‐sufficient and  Entrainment  Sensing the field  recepGve  Global Transforming Ensemble’s 3H model 18
  19. 19. Questions and comments 19
  20. 20. 4. What practices can be used to actualize collective leadership and access collective wisdom? 20
  21. 21. Personal practices enabling a shift from Individual to Collective Leadership Engage in individual action inquiry (first-person research): • Journaling, auto-biographical writing • Distinguishing between desires and intentions • Surfacing and challenging one’s beliefs and assumptions (see four column conceptual map) • Deepening one’s intuition and inner knowing through body-mind awareness practices • Seeking coaching/mentoring, role-playing 21
  22. 22. Four-Column Conceptual Map to surface Big Assumptions (2 examples) 1. Commitment 2.What I’m doing 3. Competing 4. Big or not doing that Commitments Assumptions prevents my commi- tment from being realized I am committed to However, I I may also be I assume that if… the value or observe that … committed to… importance of .. … partnering on key … when pressing … getting things … I donʼt respond issues with other co- issues come up, I do done quickly quickly, then I will be leaders not take the time to seen as indecisive hold a dialogue with by the staff or other them stakeholders … taking time to … I donʼt create the …use my time most … I donʼt devote build and deepen my time in my calendar efficiently as a enough time to relationships with to get to know them manager solving problems, I other co-leaders better am not adequate for the task Adapted by Alain Gauthier from Kegan & Lahey’s Immunity to Change (2009) 22
  23. 23. Interpersonal Practices Enabling a Shift from Individual to Collective leadership • Engage in collaborative action inquiry (second-person research) - Practice high-quality advocacy/inquiry, reflective, and generative dialogue - Address conflicts as opportunities to learn; practice “tough love” - Apply systems thinking archetypes to complex issues - Work creatively with dilemmas and paradoxes (e.g. using a polarity map) - Practice new forms of speaking, listening and interacting in a peer group - Engage in joint experiences that nurtures moment-to-moment awareness • Build a shared vision and creative tension with diverse partners and stakeholders – as a prerequisite for profound organizational change 23
  24. 24. Building a Polarity Map Illustration: rewarding excellence I+ C+ Positive outcomes Positive outcomes from focusing on from focusing on Upsides rewarding individual rewarding collective excellence excellence Negative outcomes Negative outcomes from focusing only from focusing only on individual rewards on collective rewards Downsides and neglecting and neglecting collective rewards individual rewards I– C– Left Pole Right Pole 24 Adapted from Barry Johnson’s Polarity Management - Identifying and Managing Unsolvable Problems, Human Resource Development, 1997
  25. 25. Co-leadership assessment questionnaire 1. Individual level 1.  Individual co-leader’s 2. Individual co-leader’s behaviors intentions, attitudes, and commitments a.  Do I view the collective leadership a.  Do I advocate for a co-leadership approach as crucial to achieve our approach? goals? b.  Do I listen actively to my partners? c.  Do I respect co-leadership principles b.  Do I believe that my partners want (equity, transparency, mutual benefit) our co-leadership to succeed? in my daily behavior? c.  Am I committed to the outcomes of d.  Do I seek and give pointed and helpful co-leadership (DAC)? feedback from/to my partners? d.  Am I willing to challenge my e.  Do I follow through on my commitments? assumptions about leadership? f.  Do I show respect for my partners even when they are not present? e.  Do I value the complementary g.  Do I support the developmental qualities among us? aspirations and needs of my partners? f.  Do I trust my partners to make a h.  Do I acknowledge my partners for their decision on my behalf? accomplishments? Alain Gauthier, using Ken Wilber’s 4-quadrant framework 25
  26. 26. Co-leadership assessment questionnaire 2. Collective level 3. Co-leadership’s mindsets, 4. Co-leadership’s structures, values, and norms systems, and strategies a.  Do we share an understanding of the a.  Are our co-leadership agreements clear and benefits and risks of co-leadership? well understood by everyone? b.  Are incentives in place for co-leaders to think b.  Are we aligned around a shared vision and act for the benefit of the collective? and shared values? c.  Do we have the combined skills, competences, c.  Do we openly share ideas even when they and tools to succeed in our joint efforts? are diverse? d.  Do we have the structures and ground rules in d.  Are we open to change our viewpoints place to work effectively together? about our stakeholders? e.  Are we freely sharing the information with our e.  Are we giving each other the benefit of stakeholders? f.  Are our strategic priorities clear to everyone the doubt? concerned? f.  Have we developed a culture of trust g.  Do we set and respect high standards of quality among ourselves and around our co- in everything we do? leadership? h.  Are we bringing the best and most g.  Are we continually looking for complementary resources to make the collective leadership successful? opportunities to learn, change, and i.  Do we embed our collective leadership improve? practices in the organization so that it can h.  Do we consciously build and maintain the sustain and renew over time? field of collective leadership? Alain Gauthier, using Ken Wilber’s 4-quadrant framework 26
  27. 27. Cultivating interior conditions for collective leadership Individual conditions (practices, exemplarity, coaching, support network) Collective conditions (interpersonal practices, team/ network learning, team coaching, intercultural journeys) Alain Gauthier, Core Leadership Development
  28. 28. Questions and comments 28
  29. 29. 5. How can we contribute to the deepening and dissemination of collective leadership? 29
  30. 30. Five dimensions of relationships in a collective (reflected in the survey) CollecGve  (contribuGon,  care)   Nature  Harmonic Vibrancy  (balance)  (well being)             Other  (mutuality)  Source: Jim Ritchie Dunham – Ecosynomics 30
  31. 31. Integral dynamics of harmonic vibrancy (reflected in the survey) Individual Ability to self‐ Ability to self‐ determine  sustain  Interior/ Exterior/ Subjective Objective Social fabric  Social structures  & processes  Inter‐cultural  idenGty  Economic  opportuniGes  Collective 31
  32. 32. There are collectives experiencing a high level of harmonic vibrancy… H"-IE*J.'"%*#0$*K%2,)* H"-IE*L#.,%"*#0$*H)(%(.* !"#$"%&'()*+,#-(./*#0$*12--"345"*6"--78"(09* :;<=*&,%5"/&>* :;<=*&,%5"/&>* :;<=*&,%5"/&>* )FABAAAG** )FABAAAG** ?"#%&20*32%%"-#420*@*ABCDCE*)FABAAAG** 12--"345"*6"--78"(09* K%2,)* H)(%(.* J.'" H"-I* L#.,%"* !"#$"%&'()*+,#-(./** %* H"-I* … and the level of harmonic vibrancy is influenced by the quality of leadership in the collective Source: ISC/GTE survey results 32
  33. 33. Assessing leadership quality in diverse communities In my experience, our leadership: • Invites us to clarify our shared intentions • Inspire us to see the gifts and differing points of view of other groups we know • Cares deeply for the quality of relationships and the overall well-being of the group • Lives in the present, as it considers the past and the future • Cares deeply for every member of our group • Before making decisions, reaches out, listens, reflects deeply, and invites us to do the same • Is effective in guiding us toward the development and wise use of our resources, for the benefit of the whole group • Fully reflects in its behavior the shared values, agreements, and ethics that we have developed as a group, under its guidance • Engages members in collaborative inquiries about key issues for the group • Inspire us to see the gifts of the other members of the group • Demonstrates its willingness to learn from what happens in the group, and to change the group structures and processes, when appropriate • Helps us take into account all the stakeholders in what we do • Our leadership inspires us to value our complementary qualities and different viewpoints • Invites us to be aware of where we are in the present, and to be audacious and persistent in closing the gap between our aspirations and reality • Help us see the meaning of our community’s successes and challenges, and connects them to where we are as a group • Recognizes the gifs of all the members of the group and invites each of us to express them in fulfilling our greatest individual potential Global Transforming Ensemble – ISC/GTE Survey: 33
  34. 34. Dimensions to consider in designing collective leadership development (which includes and transcends individual leader development) •  Use the four-quadrant framework to highlight less-explored domains of leadership beliefs and practices •  Adopt a developmental framework, at least when looking at the interior quadrants (intentions/beliefs and culture) •  Include skills and practices to co-create or change a collective leadership culture (including team/partnership/ network/organizational learning and development) •  Design new ways of assessing, challenging, and supporting the development of leaders by framing individual behavior as participation in webs of beliefs and practices 34
  35. 35. Less-explored domains of co-leadership practices Interior  Exterior  Developing self‐awareness and self‐witness  Understanding the triune brain and  Challenging individual leadership beliefs  neuroplasGcity  DisGnguishing desires and intenGons  PracGcing acGon inquiry (double‐ and  Embracing paradoxes  triple‐loop learning)  Developing a personal vision  Developing engaged advocacy skills  Becoming a learning leader  Developing genuine listening skills  I  It  AdopGng a service mindset  Combining empatheGc support and  Developing relaGonal intelligence  confrontaGon  Developing body intelligence  Becoming fluent in body language  Developing presence and intuiGon  Focusing on one’s breath  Challenging collecGve leadership beliefs  PracGcing living systems thinking  Engaging in generaGve dialogue with  Addressing dynamic, social and     mulGple stakeholders  generaGve complexity  Tapping into collecGve intelligence/ Developing ecoliteracy in the system  We  wisdom  Se@ng up liberaGng structures  Its  Partnering across boundaries  Rewarding collaboraGon  Building shared vision/direcGon   Designing systems to enhance  CreaGng cultural alignment   alignment  GeneraGng mutual commitment  Changing the rules of the game  Developing shared/distributed leadership  ExperimenGng with new pracGces  Alain Gauthier, using Ken Wilber’s 4-quadrant framework 35
  36. 36. Potential Resources   On Developing collective leadership: paper by that title on the GTE website as well as: Developing generative change agents across sectors   On presence-centered evolutionary leadership: GTE website (home page, PCE Leadership, ITC/PCEL presentation)   On a developmental perspective: paper on Stages of leadership development on the GTE website   To access the GTE/ISC survey directly (15 minutes) or through the GTE website in the sidebar: Participate in our research   On holosynomics and harmonic vibrancy: on the ISC website   On systems thinking archetypes: documents available on Jean Tully’s website ( and packages for sale at Pegasus Communications (   For all other questions: 36