Becoming a strategic partner within your organization takes more than knowledge of the business, understanding education or even possessing great communication skills. Learning leaders today require the knowledge, skills and abilities that allow them to direct the activities of the learning organization and push those activities across organizational boundaries in a purposeful way. Dialogue with other learning leaders about leadership qualities that will move you from order taker to strategic partner.
Jennifer A. Moss, Ph.D., Director, Human Capital Lab, Bellevue University
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Where Are the Leaders? Changing Organizations From the Inside Out
1. Where are the Leaders?
Jennifer Moss, PhD
Director
Bellevue University’s
Human Capital Lab
2. Where are the Leaders?
Becoming a strategic partner within your
organization takes more than knowledge of
the business, understanding education or even
possessing great communication skills.
Dialogue with other learning leaders about
leadership qualities that move them from
“order taker” to “strategic partner”.
www.humancapitallab.org
4. Bellevue University’s
Human Capital Lab
Dedicated to creating the body of knowledge
around human capital management
Engaged with learning leaders on a daily basis
Dedicated to advancing the field of learning
Focused on helping organizations measure the
business impact of learning
www.humancapitallab.org
5. Let’s talk….
What’s stopping leaders from
becoming strategic?
www.humancapitallab.org
6. What Stops Learning Leaders from
Measuring Business Impact
Grounded Theory Study
Interviewed 25 Learning Leaders – Top in
their field
Results: Primary factors – Learning Leader
Results: Secondary factors ‐ Organization
www.humancapitallab.org
7. Focus for Today
Leadership
– What is it?
– How do you know it when you see it?
– Why is it so difficult?
www.humancapitallab.org
8. Who are you as a leader?
What makes a successful
leader?
What behaviors elicit
optimal performance?
What leadership styles
work in specific contexts?
What is Servant Leadership
and Does it exist?
www.humancapitallab.org
11. Servant leadership – Your Learners
Serve others first – Gandhi, Mother Theresa
Let followers determine goals
Comprised of the following
– Altruistic Calling
– Emotional Healing
– Stewardship
– Building Community
– Perceptual Mapping
Characteristics: Strong, Capable, Energetic, Powerful,
Strategic… yet driven to serve others. Been proven to
be the most effective at meeting followers goals
www.humancapitallab.org
12. What makes an effective leader?
Service and Altruism – effectively
meeting the needs of others
through service
But…. These leaders are NOT
necessarily Successful.
Why?
www.humancapitallab.org
14. What makes a Successful Leader? –
Your Organization
Traditional Definition of Success ‐‐ promotability/
influence/formal power
Research Results – Interpersonal Political Skills
(Ferris, Davidson, and Perrewe, 2005)
Networking – who do you know?
Social Astuteness – do you know how to act?
Apparent Sincerity – do they believe you?
Interpersonal Influence – do they follow your lead?
www.humancapitallab.org
16. Imagine what would happen….
If your initial Servant motivations could be
realized through the use of incredible
Leadership skills?
What if Interpersonal Political Skills enabled
you to SERVE?
How would your work change?
How would your life change?
www.humancapitallab.org
18. Learning leader as change agent –
necessary to become strategic
“The myth of leadership is the myth of the lone warrior: the
solitary individual whose heroism and brilliance enable him to
lead the way” (Heifitz, 1994).
This notion reinforces isolation, despair, and lack of movement
forward
“How do you stomach the repercussions of the distress caused
by change, while at the same time provoking it?”
How do you deal with the stress?
www.humancapitallab.org
19. How to deal with the challenge of
leading change
What “factions in the community” are Get on the balcony –
you seeing?
alternate between participating
To which factions do you align?
and observing
Which community do you want to use
your power to impact? Identify the true adaptive challenge,
What superficial issues (schedules, from the “birds‐eye” view
power, structure, lines of authority,
technical, personality differences) are
masking the true issues, represented
by factions?
How can you break the cycles you see
and move toward improvement?
www.humancapitallab.org
20. From the Balcony:
What is causing the distress?
What internal contradictions does the stress
represent?
What are the histories of these contradictions?
What perspectives have I and others come to
represent to various segments of the community that
are now in conflict?
In what ways are we in the organization mirroring the
problem dynamics in the community?
www.humancapitallab.org
21. Regulating the distress
What are the characteristic responses of the
community to disequilibrium (confusion, sense of
threat, confused roles and relationships, conflict)?
Have you ever witnessed distress reach a breaking
point before, in any context?
What actions have you seen restore equilibrium?
What mechanisms do you have to regulate distress?
www.humancapitallab.org
22. Giving the work back to the people
Leaders often assume the problems are for them to solve,
alone
Giving work back to people means orchestrating conflict
We have to know the “texture of interest” in people’s lives
Changes in whose values, beliefs or behaviors would allow
progress?
What are the losses for all interested parties?
How does my role impact these parties?
www.humancapitallab.org
23. You as a leader
Do you see the difference between yourself and your
role?
Can you externalize the conflict? “when conflicting
criticisms seem to damn whatever one does, the
distinction between role and self can be life
saving” (Heifitz, 1994, p. 265).
Differentiate the “message” from yourself
www.humancapitallab.org
24. Who are your partners?
Confidant: the person whose shoulder you can cry on.
Holding environment for someone who is holding everyone
else
Ally: the person operating across a formal line of authority or
boundary (fellow principals, strong parent, other stakeholder
groups)
– No direct authority
– Do not disclose everything
www.humancapitallab.org
25. Observing yourself
Who do you naturally understand?
How do you react to criticism?
How do you handle conflict?
How do you maintain energy?
Who do you emulate?
Use your partners to help you
answer these questions
www.humancapitallab.org
27. Lots covered….
What’s next for you?
– Interpersonal Political Skills – external
– Transformational Leadership – your team
– Servant Leadership – yourself
– Getting to the Balcony?
www.humancapitallab.org
28. Questions?
Contact Info:
Jennifer Moss
Jennifer.moss@bellevue.edu
www.humancapitallab.org