2. Integral Managerial Leadership Page 2
By Meg Salter, Nov. 2011
Opening Exercise
• What does “being a manager” mean to you?
• What is the best thing about it, for you (and you
think you’re good at)?
• What is the worst thing about it, for you (and you
think you’re not so good at)?
3. Integral Managerial Leadership Page 3
By Meg Salter, Nov. 2011
4 Perspectives of Management
• Felt well being of staff • Individual performance
and program participants • Program goals &
• Capabilities outcomes
• Motivation • Energy & vitality
• Personal values • Physical space
Individual Individual
Interiors Behaviours
Shared Shared
Culture Systems
• Shared vision, values • Finance, IT, Data
systems
• Communication norms &
patterns • HR systems ; Personal
Effectiveness Appraisal;
• Mutual connection
Rewards & recognition
• Managerial processes
• Organization structure
4. Integral Managerial Leadership Page 4
By Meg Salter, Nov. 2011
Each perspective brings light and shadow
•Path of values & purpose
•Leads by inspiring •Path of live, do, learn
meaning •Leads by energy,
•May not connect to vitality and right fit
others or broader context •May jump first, plan
later or not learn from
reflection
Individual Individual
Interiors Behaviours
Shared Shared
•Path of relationship,
productive Culture Systems
communication
•Leads by concern for,
social justice •Path of natural, human &
cosmic systems
•May prefer established
group norms or be silent •Leads by utilizing multiple
to maintain group inter-penetrating linkages
cohesion •May be dry, sterile, or overly
complicated to compensate
for lack of shared meaning
5. Integral Managerial Leadership Page 5
By Meg Salter, Nov. 2011
Exercise: our organizational map
Considering these 4 perspectives
• where does each of us naturally feel most at home (top 2)
• what does this say about the organizations capabilities?
•what might we tend to go toward?
•what might we tend to shy away from?
Individual Individual
Interiors Behaviours
Shared Shared
Culture Systems
6. Integral Managerial Leadership Page 6
By Meg Salter, Nov. 2011
The myth of ‘one right style’
• A great leader must be… assertive, brilliant,
dominant, passionate, charming, great
communicator, have common touch, occupy the
most senior roles …
No… just bring confidence and clarity to what is
important
• A great manager must be… an expert, have all the
answers, a shrewd operator, bossy …
No… just bring genuine caring and a delight in
complexity (chess vs. checkers!)
7. Integral Managerial Leadership Page 7
By Meg Salter, Nov. 2011
Levels of Managerial Leadership “Agility”
Evolve (Joiner)
Level of View of Pivotal Leading Leading Org.
Agility Leadership Conversations Teams Change
EXPERT Uses technical & Sell solutions to others Supervises teams Leads tactical
45% functional expertise using assertive or Works mostly 1 organizational
Problem to identify & solve accommodative style. on1. Caught up in improvements
Solver key problems Tends to avoid giving details of own work
or receiving feedback
ACHIEVER Sets clear Primarily assertive or Full fledged Leads strategic
35% organizational accommodative with manager . Does change, engaging
Strategic objectives, making it some ability for less own strategic work stakeholders’ input
Motivator challenging & preferred style. using managerial to gain buy-in.
satisfying for others Accepts or initiates processes to guide
to contribute feedback, if helpful to team performance.
goals
CATALYST Articulates Balances assertive & Develops high Leads
++ compelling vision, accommodative styles participation team, transformative
10% engages the right as needed, surfaces creatively change,
Visionary people to turn into underlying empowers direct proactively
Facilitator reality. Actively assumptions, reports to create involving
facilitates others proactively uses high leverage stakeholders to
development feedback, exchanging solutions to tough improve quality of
views on sensitive issues. decision
topics
8. Integral Managerial Leadership Page 8
By Meg Salter, Nov. 2011
According to what values do you manage?
Stated organizational values
…
…
…
…
…
Employee expectations Organization’s expectations
Fulfilling work Commitment
Clearly defined role Integrity
Authority to act Cooperation
Competent managers Reliability
Opportunity to participate Initiative
Fair treatment Personal effectiveness
Consider: do employee and organization expectations need to be
determined, made explicit?
9. Integral Managerial Leadership Page 9
By Meg Salter, Nov. 2011
Who do you manage?
Manage Self Manage Your Team Manage Around
• Maintain health, • Recruit good people • Contribute
self-care • Set clear context & collaboratively to
• Become more expectations management team
aware of thoughts, • Recognize • Cultivate external
feelings, intentions improvements stakeholders;
• Constantly • Show you care appreciate & align
experiment to different needs &
• Discover what is
improve own perspectives
unique about each
capabilities & person and grow it
performance
• Step back from own
• Discover what you assumptions to
like & cultivate: what develop creative
you don’t like & solutions to novel
prune problems
10. Integral Managerial Leadership Page 10
By Meg Salter, Nov. 2011
Delegation: Setting Context
Expert Level Achiever Level
• “like a fixed lens” • “like an adjustable lens”
• Own department • Own department & larger
organization/ context
• Respond to change • Anticipate change, given
context
• Issues as they arise • Prioritize issues
• Clinical/ functional tasks • Tasks & success criteria
• Do things right • Do the right thing
Setting the right level of context – given the situation and the
people involved – makes all the difference!
11. Integral Managerial Leadership Page 11
By Meg Salter, Nov. 2011
What is your own work as a manager?
• Identifying and creatively solving operational problems.
Assembling information, (including involving others),
judging what is relevant, then creating the best solution or
approach
• Effectively managing direct reports
Setting context, what by when, coaching, recognizing
Configuring roles and talents to meet team/ program goals
• Work planning, scheduling, quality control, and effective
resource application
Monitoring ‘load’ by balancing individual needs with program
requirements
• Exercising judgment, and acting within policies in such a way as
to handle ambiguity by separating situations and articulating the
differences
