The document discusses the importance of developing collaborative leadership to enhance organizational culture and effectiveness in both business and non-profit sectors. It emphasizes the role of personal development for leaders as a critical factor in successful organizational transformation and adaptability to complexity. Key practices highlighted include fostering collaborative conversations, understanding leadership action-logics, and engaging in continuous self-reflection and growth to scale leadership and enterprises effectively.

1. MaRS Best Practice Series
Developing Collaborative Leadership
In Partnership with
Mary Stacey M.A.
Context Management Consulting Inc.
Thursday October 8th, 2009
Generously Supported by
"
Additional Generous Support by The William and Nona Heaslip Foundation

2. Welcome – Two Interactive 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
CEO of a mature business, it’s the right time to pay attention
to the culture of your enterprise.
Mary Stacey 2009

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
collaborative relationships based on respect.
Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009
Mary Stacey 2009

4. Evolving Toward Collaborative Leadership
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
once they are an idea worth doing
John Hamm, 2009 Endeavor Entrepreneur Summit
Mary Stacey 2009

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)
Mary Stacey 2009

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 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
thrive in an ever-more complex business environment.
Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005)
Mary Stacey 2009

7. Developmental View of Leadership
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
Mary Stacey 2009

8. Developmental Transformations
Transcend
and
Include
Adapted from Harthill UK
Mary Stacey 2009

9. 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)
Mary Stacey 2009

10. It’s not easy – One Alchemist
“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.”
Mary Stacey 2009

11. A Lifelong Process
Catalyst
x
Expert
Opportunist
x
x
x
Diplomat
Achiever Strategist
Adapted from Harthill UK
Mary Stacey 2009

12. Two Main Drivers of 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
Mary Stacey 2009

13. Developmental Strands
Expert Achiever Individualist Strategist
Action-Logic Action-Logic Action-Logic
Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts.
Adapted from Harthill UK
Mary Stacey 2009

14. Identifying your Action Logic
Leadership Development Profile (LDP)
?
Self Others’
Assessment Perception
Adapted from Harthill UK
Mary Stacey 2009

15. 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
Mary Stacey 2009

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
Mary Stacey 2009

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
Mary Stacey 2009

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
Mary Stacey 2009

19. Leadership Conversations – Balcony View
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”
Mary Stacey 2009

20. Leadership Conversations – Balcony View
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”
Mary Stacey 2009

21. Collaborative Conversation: Speech Acts
Conversation Transcript (4x4) Your Unspoken Thoughts and Feelings
Were you explicit about:
Framing your intent behind this
conversation
Advocating what strategy you are
recommending
Illustrating the implications of this
conversation are for action
Inquiring asking questions of
others and listening to take
their views into account
Mary Stacey 2009

22. Exercising Power: Building Trust & 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
Mary Stacey 2009

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
Mary Stacey 2009

24. A note about vulnerability
Staff members awareness that the CEO and senior managers are facing the
same vulnerabilities, uncertainties, and experiments as they are can become
a potent force for widespread buy in and collaboration
Torbert and Rooke, 2004
Mary Stacey 2009

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
Mary Stacey 2009

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)
Power Inventory
http://www.leadershipagility.com/assess_style.phpS
26
Mary Stacey 2009