What Makes Some Leaders Better Able to "Stand in the Eye of the Storm"?
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This document discusses adult stages of development and how they relate to leadership effectiveness. It outlines several theories that divide adults into stages based on factors like their ability to handle complexity, accept feedback, solve problems, and manage conflict. The majority (80%) are considered conventional thinkers at the Expert and Achiever stages. These stages are focused on goals, outcomes and establishing credibility through expertise. Later post-conventional stages like Catalyst and Co-Creator can better respond to change, think strategically and effect system-wide change. The document provides examples of how to interact with individuals at different stages and potential challenges they may face.
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What Makes Some Leaders Better Able to "Stand in the Eye of the Storm"?
- 1. fAdult Stages of D l tDevelopment: E t A hi &Experts, Achievers & BeyondBeyond Pamela Potts
- 2. AgendaAgenda St O i Stage Overview Case Study Individual theories Resources Resources
- 3. Adult DevelopmentAdult Development Leadership effectiveness is directly tied to stage of adult Leadership effectiveness is directly tied to stage of adult development. Later stage leaders are more: Able to respond effectively to change and complexity Strategic in their thinking Collaborative Proactive in seeking feedbackoac e see g eedbac Effective in solving conflicts Active in developing subordinates Lik l t d fi bl t it li Likely to redefine problems to capitalize on connections between them
- 4. StagesStages Pre-Conventional /Heroic~ 5% • Opportunist/Operator Conventional /Heroic~ 80% • Diplomat/Conformist – works to belong to self-defined “in” crowd • Expert – Gains self-esteem from expertise • Achiever – Achievement of goals, highest conventional stage of developmentp • Catalyst/Individualist/Pluralist – Begins to see “facts” as assumptions Post-Conventional /Heroic~ 15% Catalyst/Individualist/Pluralist Begins to see facts as assumptions • Co-Creator/Strategist – First stage that can effect system-wide change • Synergist/Magician– Has an almost magical ability to make new things happen
- 5. Focus Expert Achiever Catalyst Co- Creator Synergist Output Goals, Outcomes Challenge Assumptions Fulfillment Oneness
- 7. Visionary TimelineVisionary Timeline 25 years + 10 - 25 years10 25 years 1 2 years 3 5 yearsSynergist Catalyst Co- 1 – 2 years 3 – 5 years Expert AchieverCo Creator Expert Achiever
- 9. Ability to Accept FeedbackAbility to Accept Feedback Co-Creator •Takes with a Synergist •Just another data point Achiever Catalyst •Actively seeks grain of salt Expert •Defensive •Can hear it for the first time
- 10. Problem SolvingProblem Solving •Accepts circumstances as they areSynergist •Uses principles and moralsCo-Creator •Keeps options open as long as possibleCatalyst •Uses own values/beliefsAchiever •Consults an outside authorityExpert
- 11. ConflictConflict • Not interested in trying to control others or outcomesSynergist • Actively works to see other’s perspective • Likes to find a solution that satisfies everyoneCo-Creator • Likes to work through conflict • Can get anxious if they don’t feel heardCatalyst • Can agree to disagree • Will cooperate if it helps them meet their goalsAchiever • Has to be right • Sense of identity is derived from their expertise Expert
- 12. Language Diplomat U Th• Us vs. Them • Simple ExpertSynergist • Should • Yes, but • Pragmatic • Unassuming • Deceptively simple Achiever • Comparativ Co-Creator • Complex • Flexible e • Open Catalyst • Present-focused • Flexible Present focused • Aware of past, future
- 14. EmotionsEmotions The Later the Stageg Th l iThe less grip our emotions hhave on us
- 15. Expert/Achiever- 80%Expert/Achiever- 80% Area Expert Achiever Ego Development Ego revolves around expertise Ego revolves around achievement of goals Focus Output Goals, Outcomes Complexity Limited, prefers things simple. Black and white world view Able to manage more complexity than prior stages but still less capable than later stagesthan later stages. Visionary Timeline 2-6 months 3-5 years Big Picture Limited Looks at the big picture within the context ofwithin the context of meeting their goals
- 16. Conventional Stages – 80%Conventional Stages – 80% Area Expert Achiever Ability to Accept Defensive Can hear it for the firstAbility to Accept Feedback Defensive Can hear it for the first time Problem-solving Consults an outside authority Uses own values/beliefs y Conflict Has to be right Their sense of identity is derived from their i Can agree to disagree Will cooperate if it moves them closer to iexpertise their goals Language Should, yes but, pragmatic Comparative, open Emotions No separation Little separation, only after the fact
- 17. Case StudyCase Study C t H lth Corporate or Healthcare Pairs or triads Assess stage of both parties in case study
- 18. DebriefDebrief Wh t t d thi k th CFO/D t i t? What stage do you think the CFO/Doctor is at? What stage do you think the HR Director/Nurse is t?at?
- 19. Interacting with ExpertsInteracting with Experts C dibilit h t b Th l k f “T th” f Credibility has to be established first Feedback is hard for They look for “Truth” from outside authorities “Hub and spoke” Feedback is hard for them to accept So focused on “How”, Hub and spoke management style Sees only as far as their they forget about “Why” Either/Or world view department Struggles with prioritization Reactive
- 20. Dealing with AchieversDealing with Achievers Intensely goal focused Intensely goal-focused Initial capacity to hear feedback So focused on “What”, they forget about “Why” Can hold opposing views Capable of self-reflection, after the fact Judgments made from their own values/beliefsg
- 21. Stage Theory LimitationsStage Theory Limitations
- 22. Stage Theory UsesStage Theory Uses Form a stage hypothesis (held lightly) Form a stage hypothesis (held lightly) Assess what coaching moves will work best Monitor the effectiveness of coaching movesg Diagnose why specific coaching moves work well with some clients and not with others B ff ti t i hi h hi t k ith Be more effective at assessing which coaching moves to make with a client Recognize when a coaching client is moving through a transition and provide coaching supportand provide coaching support
- 23. Expert Boss Managing an Achiever Di i i /t i d Discuss in pairs/triads What challenges will the Expert have? What challenges will the Achiever have? What challenges will the Achiever have? How might a coach help?
- 24. Achiever Boss Managing an Expert Di i i /t i d Discuss in pairs/triads What challenges will the Achiever have? What challenges will the Expert have? What challenges will the Expert have? How might a coach help?
- 25. Theories YouTheories You Can Develop YourselfYourself Colleagues Your children Your parentsp Anyone you spend time with
- 26. Further ResourcesFurther Resources Leadership Agility: Five Levels of Mastery for Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change by William B. Joiner and Stephen A. Josephs A ti I i Th S t t Ti l d T f i Action Inquiry: The Secret to Timely and Transforming Leadership by William Torbert Changing on the Job: Developing Leaders for ag g p g Complex World by Jennifer Garvey Berger Pamela Potts – pamela@pamelapotts.com