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Connected webinars, rise at gates foundation & vertical development
The document discusses relational leadership as an emergent property of social systems, emphasizing the concept's importance in leadership development. It presents a webinar series on various topics related to relational leadership and outlines two types of leadership development: vertical and horizontal. The focus is on creating a culture of leadership that integrates adaptive capabilities and engages participants at all levels.
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Connected webinars, rise at gates foundation & vertical development
- 1. © 2017 Centerfor Creative Leadership. All rights reserved. CONNECTED Community Webinar Series Featuring the Big Idea of Relational Leadership 09 January 2018 Vertical Leadership Development as Scaffold and Spotlight: The RISE Approach to Leadership Development Kara Laverde, Deputy Director People & Organization Potential The Bill & Melinda Gates Foundation
- 2. © 2017 Centerfor Creative Leadership. All rights reserved. cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP
- 3. © 2017 Centerfor Creative Leadership. All rights reserved. cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP Q: What is relational leadership? A: The idea of relational leadership is a powerful way to understand leadership as the capacities and actions of social systems. Leadership is an emergent property of relations (Denis, Langley & Sergi, 2012). Leadership is a relational process of shared sense making and meaning making (Bill Drath,The Deep Blue Sea, 2001). Our purpose is to share and create knowledge, and to shape the Center for Creative Leadership’s research agenda in this area.
- 4. © 2017 Centerfor Creative Leadership. All rights reserved. cop.ccl.org/connected/ CCL has a body of research and practice which builds on a relational view of leadership. • Network Leadership • Boundary Spanning • Vertical Development / Transformation • Leadership Culture • Leadership Strategies • The DAC Framework • Dialogue • Leadership for Societal Impact Opt in at http://eepurl.com/ctHWeP
- 5. © 2017 Centerfor Creative Leadership. All rights reserved. cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP THE CONNECTED WEBINAR SERIES 2017-2018 1. DriveTime: Transforming Your Leadership Culture. 2. The DAC Framework and Relational Leadership. 3. Barry Oshry: The Structures We Fall Into Shape Our Consciousness 4. Leadership Beyond Boundaries and SOGI. 5. Boundary Spanning Leadership: Top Ten Lessons of Experience. 6. CCL Points of View on Leadership Development Through the Lens of Relational Leadership 7. Vertical Leadership Development in a Complex World 8. Relational practices for DAC: Project Review and Input
- 6. © 2017 Centerfor Creative Leadership. All rights reserved. Next … DAC and the Collective Capacity to Lead at the International Organization for Migration (IOM) with Cindy McCauley, Patrick Sweet & Robert Burnside Friday February 16, 9 am (Eastern) ccl.webex.com/join/chuck This assessment offers a comprehensive, evidenced-based thought foundation addressing the challenges of leading global humanitarian operations, and for developing such organisations and their leaders embedded in the tensions of global and local ecosystems. cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP
- 7. Development = Horizontal+ Vertical Vertical Development Growing abilities to think and act in complex, systemic, and interdependent ways. Earned through life experience. It’s about how you think. Horizontal Development Adding knowledge and skills. Transmitted from experts. It’s about what you think. There are two types of leadership development: Petrie, N. (2014). Vertical leadership development, Part 1: Developing leaders for a complex world. Center for Creative Leadership. White Paper.
- 8. Vertical Leadership Development Resourcesat www.ccl-explorer.org/category/vertical-leadership-development/ www.ccl.org/Transformations Nick Petrie’s white papers (also search www.ccl.org) Transformations Cards based on Seven Transformations Bill Torbert’s short videos Research Forum: Advancing Vertical Leadership Development in a Complex World with Global Leadership Associates
- 9. Contact Richard Izardat richard@gla.global
- 10. © 2014 Bill& Melinda Gates Foundation www.ccl.org/wp-content/uploads/2016/02/Gates-Ftdn.pdf By Chris Ernst, Steven Rice, and Adrianne Van Strander
- 11. A NEW APPROACHTO LEADERSHIP DEVELOPMENT January 9, 2018 Kara Laverde, Deputy Director People & Organization Potential © 2014 Bill & Melinda Gates Foundation
- 13. We work withpartner organizations around the world to reduce inequity © Bill & Melinda Gates Foundation | 13 THE SCOPE OF OUR WORK For the Year ended December 31, 2015. Amounts in thousands of U.S. dollars. Value of Grants total represents grants only.
- 14. © Bill &Melinda Gates Foundation | 14 OUR CULTURE JOURNEY We're working to create the culture we need for the impact we want.
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- 16. © Bill &Melinda Gates Foundation |
- 17. © Bill &Melinda Gates Foundation | 17 STAKEHOLDERS VOICES Don’t do anything that reinforces the hierarchy. Engage us at all levels in design I don’t want to be on this culture and leadership journey alone, where it feels counter-cultural. There's no playbook for the culture work- how do we make it continuous and connected Less is more- we’re overwhelmed. Focus on helping us get more capacity rather than adding a lot of new skills Create a sense of connection, a responsibility for each other.
- 18. © Bill &Melinda Gates Foundation |18
- 20. OUR NEW APPROACHTO LEADERSHIP DEVELOPMENT
- 21. © Bill &Melinda Gates Foundation | 21 GROUNDED IN FOUR ESSENTIAL BELIEFS Take an inclusive approach to grow both current and future leaders simultaneously. Grow adaptive leadership capabilities that balance and integrate the technical requirements of leadership Expand leadership development beyond foundation walls via an open source strategy. Reinforce collective success via a focus of leading across internal and external boundaries
- 22. © Bill &Melinda Gates Foundation Polarity Thinking Being Resilient Being Present Inclusive Leadership Leading Self Begin Your Journey Journaling Planning Guide Leading Across Boundaries Cadre Meetings Coaching LAB Partner Community of Practice Mentoring Sharing Leading It Forward Lifeline
- 23. WHAT PARTICIPANTS ARESAYING “I’m making it a habit to stop and breathe when I get overwhelmed.” “I’m checking myself against stories I’m making up about people.” “I improved my capability to experience my emotion without judgement.” “By walking away from my cell phone and closing my laptop, my conversations have become more meaningful and engaging.” “I learned to ask more questions to draw out others who might not be speaking up.”
- 24. • People arewilling to get vulnerable and talk about their feelings in the workplace… and for some people, sitting in a circle with no tables is vulnerability enough! (Start where they are). • Engage the end-users all along the way. • It’s okay to go out with a 85%-baked pilot, and adjust (don’t lock your design in too soon). • Surface design tensions and trade-offs and be explicit in our choices. • Keep a steady drip of change management and communication going. • Walk the talk-- hold things loosely and stay flexible! WHAT WE’RE LEARNING
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Editor's Notes
- #14 We work across a broad range of issues, but all of them focus on removing the barriers that prevent people from living healthy, productive lives. For more than 15 years we have learned several valuable lessons about how to tackle inequity as a foundation, and our approach continues to evolve, based on new evidence and changing circumstances facing the world. For the year ended December 31, 2015: Program Strategies = 29 (Source: 2015 Approved PST, Function, Advocacy, and Regional Strategy List - http://operations/SME/Documents/2015%20Approved%20PST,%20Function,%20Advocacy%20and%20Regional%20Strategy%20List.docx Value of grants awarded = $3.9 billion (Source: FP&A and Data Infographic Sources Report) Countries served = 121 (Source: FP&A and Data Infographic Sources Report) Number of full-time employees worldwide = 1420 (Source: FP&A and Data Infographic Sources Report) Number of grantees = 1109 (Source: FP&A and Data Infographic Sources Report) Number of grants awarded = 1669 (Source: FP&A and Data Infographic Sources Report) U.S. states served = 31 (Source: FP&A and Data Infographic Sources Report) Number of employee alumni = 1100 (Source: Andrea Votko)
- #20 The resulting approach was sketched out, and over the course of several weeks was shared with numerous stakeholders, resulting in more than 80 pieces of individual feedback that were integrated into a version 2.
- #21 As we continue to build leaders who can create the direction, alignment, and commitment required for our collective success, I’m thrilled to announce a new approach to leadership development. As we sunset Gear Up, we are taking the best of that program and creating something open to all employees. And we’re calling it RISE.
- #22 Walk through slide. Grow adaptive leadership capabilities that balance and integrate the technical requirements of leadership Emphasize: In our volatile, uncertain, complex, and ambiguous world, we need adaptable leadership that compliments our technical leadership. Take an inclusive approach to grow both current and future leaders simultaneously. Emphasize: We know that everyone plays a role in creating a culture for impact, so this new program will be available to every employee. Reinforce collective success via a focus of leading across internal and external boundaries Emphasize: We’ll grow in ways that help us reach across internal boundaries in our matrixed environment, and across external boundaries with grantees and partners. Expand leadership development beyond foundation walls via an open source strategy. Emphasize: Our open source strategy enables us to offer growth opportunities to foundation alumni and our grantees and partners as the program matures. Look for more information in August as we begin the program in September.
- #26 If you’re curious about design thinking, I encourage you to check out tools from the LUMA Institute or IDEO. Start with some small experiments—try a couple of tools as part of your instructional design process. Tap into the power of those for whom you’re designing, and see what goodness follows.