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Developing collaborative leadership context consulting
This document summarizes a presentation on developing collaborative leadership. It discusses developing leadership at higher developmental stages which facilitate more collaborative relationships and sustainable organizations. Leaders are encouraged to examine their exercise of power and improve conversational skills to build trust and shared understanding. Developing collaborative leadership requires ongoing self-reflection, receiving feedback from others, and practicing leadership approaches that balance multiple stakeholder needs.
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Developing collaborative leadership context consulting
- 1. MaRS Best PracticeSeries Developing Collaborative Leadership Mary Stacey M.A. Context Management Consulting Inc. October 2009 Hosted by MaRS in partnership with Kingbridge Additional support by CIBC 2009 Context Management Consulting Inc.
- 2. Welcome – TwoInteractive Sessions – Today’s Agenda – Developing Collaborative Leadership – December 2 – Building A Collaborative Culture Whether you’re an entrepreneur in the start up phase or the Whether you’re an entrepreneur in the start up phase or the CEO of a mature business, it’s the right time to pay attention CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise. to the culture of your enterprise. 2009 Context Management Consulting Inc.
- 3. Developing Collaborative Leadership What we will cover – the relational dimensions of collaboration – leadership practices that build collaboration What we won’t cover – collaborative technologies – social media Organizations function best when committed people work in Organizations function best when committed people work in collaborative relationships based on respect. collaborative relationships based on respect. Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009 Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009 2009 Context Management Consulting Inc.
- 4. Evolving Toward CollaborativeLeadership How Successful Leaders Shaping Our Futures How Leaders of Government, Transform Differences Through Conversations Business and Non-Profits Can into Opportunities That Matter Tackle Today’s Global Challenges Together Leadership is the biggest swing factor in the success of companies Leadership is the biggest swing factor in the success of companies once they are an idea worth doing once they are an idea worth doing John Hamm, 2009 Endeavor Entrepreneur Summit John Hamm, 2009 Endeavor Entrepreneur Summit 2009 Context Management Consulting Inc.
- 5. Scale Yourself –Scale Your Enterprise? “Leaders who scale do so because they take deliberate steps to confront their shortcomings and become the leaders their organizations need them to be.” John Hamm, Why Entrepreneurs Don’t Scale (Harvard Business Review, 2002) 2009 Context Management Consulting Inc.
- 6. What deliberate steps? Robert Kegan Bill Torbert Joiner & Josephs McGuire & Rhodes In Over Our Heads Action Inquiry Leadership Agility Transforming Your (1995) The Secret of Timely (2007) Leadership Culture & Transforming Leadership (2009) (2004) We’ve found that the level of personal development of the CEO ad We’ve found that the level of personal development of the CEO ad his/her senior advisors can have a critical impact on the success of his/her senior advisors can have a critical impact on the success of organizational change efforts and, in turn, on the company’s ability to organizational change efforts and, in turn, on the company’s ability to thrive in an ever-more complex business environment. thrive in an ever-more complex business environment. Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005) Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005) 2009 Context Management Consulting Inc.
- 7. Developmental View ofLeadership Concerned with meaning making that influences perspective & behavior Differentiated from trait theories, preferences, life stage, cultural identification Center of gravity - Action-Logics that develop in a predictable pattern through the lifespan Expansion of capacities through experience, personal practices, formal education that challenges assumptions, life crises. Kegan, 1982, Torbert, 1991; Torbert & Associates, 2004; Torbert and Rooke, 2005Joiner & Josephs, 2007, McGuire & Rhodes, 2009 2009 Context Management Consulting Inc.
- 8. Developmental Transformations Transcend and Include Adapted from Harthill UK 2009 Context Management Consulting Inc.
- 9. LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK Alchemist 1% Managers A Strategist C 4% Managers T I O Catalyst/Individualist N 10% Managers Achiever L O 30% Managers G I Expert C 38% Managers S Diplomat 12% Managers Opportunist 5% Managers Action Inquiry: Transforming Leadership in the Midst of Action (Torbert & Associates, 2004) 2009 Context Management Consulting Inc.
- 10. It’s not easy– One Alchemist in ‘Fallback’ “The waiter brought out another unidentifiable course of something that looked rubbery and raw to him. Time crawled more slowly with each course. He had been counting and the number of courses now exceeded ten. He tried to make up for his culinary lapses with witty, self-deprecating conversation about business . . . but he knew he was disgracing himself. Even in the middle of the bonfire of embarrassment he could not help but think longingly of hamburgers.” 2009 Context Management Consulting Inc.
- 11. A Lifelong Process Catalyst x Expert Opportunist x x x Diplomat Achiever Strategist Adapted from Harthill UK 2009 Context Management Consulting Inc.
- 12. Two Main Driversof Transformation • Negative association with current Action-Logic – frustration or boredom – disillusionment – recognition of limitations • Positive attraction to later Action-Logic – experiencing a taste of the next stage – desire to close the capacity-behavior gap 2009 Context Management Consulting Inc.
- 13. Developmental Strands Expert Achiever Individualist Strategist Action-Logic Action-Logic Action-Logic Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts. Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts. The colored lines represent the many aspects of how we make meaning. Examples might include how II relate to rules, how The colored lines represent the many aspects of how we make meaning. Examples might include how relate to rules, how important being liked is to me, what II feel about feedback, what II do about feedback, how much II think about the future, important being liked is to me, what feel about feedback, what do about feedback, how much think about the future, whether II have a personal practice etc. Each darker continuous line shows a separate current meaning making strand of a whether have a personal practice etc. Each darker continuous line shows a separate current meaning making strand of a single person. We would describe this person as ‘making meaning at the achiever stage’, yet a closer look reveals there are single person. We would describe this person as ‘making meaning at the achiever stage’, yet a closer look reveals there are some strands that have not yet reached the achiever stage and some have developed beyond it. This person may most need some strands that have not yet reached the achiever stage and some have developed beyond it. This person may most need to work with the strands that currently reach no further than diplomat or expert, or they may want to explore those that are to work with the strands that currently reach no further than diplomat or expert, or they may want to explore those that are situated in the post-conventional stages (which are convention aware and convention creating).Adapted from Harthill UK situated in the post-conventional stages (which are convention aware and convention creating). 2009 Context Management Consulting Inc.
- 14. Identifying your ActionLogic Leadership Development Profile (LDP) The 7 Key Action Logics Self Others’ Assessment Perception Adapted from Harthill UK 2009 Context Management Consulting Inc.
- 15. Nam e: A n n a S a m p le L e a d e rs h ip D e v e lo p m e n t P ro file S e n te n c e s s c o re d S ta g e D is tr ib u tio n o f y o u r s e n te n c e s a t e a c h s ta g e Im p u lsive Im pulsiv e O p p o rtu n ist O pportunist D ip lo m a t 5 15 23 24 33 D iplom at E xp e rt 7 18 19 20 21 22 32 E x pert 1 3 4 6 8 9 10 11 12 13 A ch ie ve r 14 17 25 27 28 29 30 31 A chiev er 34 35 36 In d ivid u a list 2 16 26 Indiv idualist S tra te g ist S trategist A lch e m ist A lchem ist Iro n ist Ironist 0 4 8 12 16 20 24 D ate scored: 01 F ebruary 2005 N u m b e r o f s e n te n c e s s c o re d a t e a c h s ta g e P rofiler: EB P rofile N o: 2005 Harthill Leadership Development Profile (LDP) based on Washington University SCT, one of the most thoroughly researched and validated instruments, based on 30 years of testing. LDP profiled on 8000+ managers. Adapted from Harthill UK 2009 Context Management Consulting Inc.
- 16. Development Example: Expert • Consolidating – Get feedback from respected sources – Seek opportunities to mentor others • Transforming – Consider the big picture, responsibility for broader corporate goals – Emphasize taking on ‘informal leadership’ roles 2009 Context Management Consulting Inc.
- 17. Development Examples: Achiever • Consolidating – Self development opportunities in relation to getting results – Facilitative, strategic and results oriented leadership approach • Transitioning – Mentoring or coaching – opportunities to reflect – Complex opportunities where positional power is reduced and influence more important 2009 Context Management Consulting Inc.
- 18. Action Inquiry -a collaborative leadership practice Action: doing something (e.g. physically, verbally) Inquiry: reflecting and questioning (e.g. in your own mind, or in conversation with others) Collaborative Conversations: • Using Speech Acts • Exercising Power 2009 Context Management Consulting Inc.
- 19. Leadership Conversations –Balcony View Conversation Conversation Choice Point: Dialogue What kind of Discussion Inquiry Conversation? Action Assumption-testing Problem Solving Shared Understanding Decision making Conviviality Debate “Coffee chat” “I win-You lose” 2009 Context Management Consulting Inc.
- 20. Leadership Conversations –Balcony View Conversation Conversation Choice Point: Dialogue What kind of Discussion Inquiry Conversation? Action Assumption-testing Problem Solving Shared Understanding Decision making What speech acts do I use? How am I exercising power? How do I respond to feedback? Conviviality Debate “coffee chat” “I win-You Lose” 2009 Context Management Consulting Inc.
- 21. Developing Effectiveness inPivotal Conversations Conversation Transcript (4x4) Your Unspoken Thoughts and Feelings An exercise where you can: • discover how your preferred & habitual conversation ‘moves’ may be limiting your effectiveness in strategic conversations. • develop your conversational leadership capacity • establish a common practice that can accelerate your team’s development 2009 Context Management Consulting Inc.
- 22. Exercising Power: BuildingTrust & Collaboration Assertive Power Accomodating Power Unilateral intention Passive Assert own views & needs Conform to others’ views & needs Power Style Profile: • When I disagree, I am forthright in saying what I believe • I find diverse perspectives more energizing than uncomfortable • I usually use subtle ways to let others know what I need Adapted from Joiner 2009 Context Management Consulting Inc.
- 23. Exercising Power: Trust& Collaboration Assertive Power Accomodating Power Unilateral intention Passive Assert own views & needs Conform to others’ views & needs V Collaborative Power • Situationally balances assertive & accomodative power • Intention is to develop a solution that takes multi-stakeholder priorities into account – including self – for mutually transforming and more sustainable outcome Adapted from Joiner 2009 Context Management Consulting Inc.
- 24. A note aboutvulnerability Staff members awareness that the CEO and senior managers are facing the Staff members awareness that the CEO and senior managers are facing the same vulnerabilities, uncertainties, and experiments as they are can become same vulnerabilities, uncertainties, and experiments as they are can become a potent force for widespread buy in and collaboration a potent force for widespread buy in and collaboration Torbert and Rooke, 2004 Torbert and Rooke, 2004 2009 Context Management Consulting Inc.
- 25. Summary • Research: leaders who can facilitate collaboration create more sustainable enterprises • Learn about and develop your centre of gravity to ‘scale yourself while scaling your enterprise’ • Leadership development in the context of human development meets evolving complexity & interdependence • Action Inquiry develops your capacity to be a more collaborative leader – Simple collaborative practices to exercise power, build trust, create conversations, respond to feedback – Facilitate deeper collaboration in every relationship 2009 Context Management Consulting Inc.
- 26. Resources Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business Review (April 2005) Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and Associates (Berrett Koehler, 2004) Leadership Agility by Bill Joiner and Stephen Josephs (Jossey Bass 2007) Transforming Your Leadership Culture by John B. McGuire and Gary Rhodes (Jossey Bass 2009) Action Learning: Addressing Today’s Business Challenges While Developing Leaders for Tomorrow, Mary Stacey (Context Whitepaper, 2008) Power Inventory http://www.leadershipagility.com/assess_style.phpS 26 2009 Context Management Consulting Inc.