» Kim jest zwinny lider (agile leader)? » Jak członkowie sesji Action Learning ćwiczą zwinność w przywództwie? » W jaki sposób coach Action Learning jest modelem zwinnego lidera?

1. What
is
it?
Agile
Leadership

2. “IN
TIMES
OF
CHANGE,
THE
LEARNERS
WILL
INHERIT
THE
WORLD
WHILE
THE
KNOWERS
WILL
REMAIN
WELL-­‐PREPARED
FOR
A
WORLD
THAT
NO
LONGER
EXISTS.”
-­‐
Eric
Hoffer
2

3. 5
levels
• Heroic
– Expert
– Achiever
• Post
Heroic
– Catalyst
– Co-­‐creator
– Synergist
3

4. Expert
4
Dimension
Demonstrated
Mission
TacLcal
Power
ExperLse
/
PosiLonal
Focus
Incremental
Improvements
Leadership
Supervisor
Difficult
ConversaLons
ARack
/
Avoid

5. Achiever
5
Dimension
Demonstrated
Mission
Outcomes
Power
MoLvaLonal
Focus
Big
Picture
/
Industry
Leadership
Buy-­‐in
from
team
and
stakeholders
Difficult
ConversaLons
Hold
openly

6. Catalyst
6
Dimension
Demonstrated
Mission
Visionary
Power
Believe
team
will
translate
vision
to
reality
Focus
OrganizaLonal
change
through
empowered
workforce
Leadership
Developing
future
leaders
Difficult
ConversaLons
Seek
feedback

7. Co-­‐creator
7
Dimension
Demonstrated
Mission
Shared
Purpose
Power
RelaLonships
/
Common
Good
Focus
Good
of
the
EnLre
OrganizaLon
Leadership
Team:
CollaboraLve
Leaders
Difficult
ConversaLons
Modifies
behavior
based
on
feedback

8. Synergist
8
Dimension
Demonstrated
Mission
Leadership
as
Life
Purpose
Power
TransformaLon
Focus
Mutually
Beneficial
Results
Leadership
Amplify
Team
Energy
Difficult
ConversaLons
Present-­‐Centered
Awareness

9. Team/OrganizaLonal
Agility
OrganizaLon
Team
Individual
9

10. Agility
=
Flexibility
• Context-­‐Seeking
– SelecLng
and
Framing
Issues
• Stakeholders
– Understanding
and
Aligning
• CreaLve
– Solving
Complex
Problems
• Learning
– From
Experience
10

11. ConLnual
adaptaLon
is
the
only
means
to
survival
11

12. AcLon
-­‐>
SoluLon
Learning
What
is
AcLon
Learning
• A
process
that
involves
a
small
team
(“set”)
working
on
real
problems,
taking
acLon,
and
learning
while
doing
so
• A
powerful
management
tool
that
creates
dynamic
opportuniLes
for
individuals,
teams,
leaders
and
organizaLons
to
successfully
adapt,
learn
and
innovate
12

13. Statements
only
in
response
to
quesLons;
anyone
can
ask
quesLons
of
anyone
else
AcLon
learning
team
coach
has
the
authority
to
intervene
whenever
he/she
idenLfies
learning
opportuniLes
Two
Ground
Rules
13

14. AcLon
Learning
Process
• Problem
/
Challenge
presentaLon
(about
2
minutes)
• Two
Ground
Rules
– Statements
can
only
be
made
in
response
to
quesLons
– Coach
works
learning
opportuniLes
• Consensus
on
problem,
goal
• Problem
analysis
• Strategies
• AcLon
plans
14

15. AcLon
Learning
Agility
• Diverse
views
• Curious
QuesLons
• ReflecLon
• Individual
Skill
Development
• AdapLve
Behavior
• Shared
Leadership
• Team
decision
making
15

16. The
Role
of
the
AcLon
Learning
Coach
Does
• Ask
great
quesLons
to
encourage
inquiry
and
reflecLon
• Look
for
opportuniLes
to
ask
quesLons
that
will
help
the
team
learn
or
improve
its
performance
• Ensure
that
the
team
periodically
discusses
learnings
at
the
individual,
team
and
organizaLonal
level
Doesn’t
• Get
involved
in
the
soluLon
itself
–
only
the
process
the
team
uses
• Tell
the
team
what
to
do
or
how
to
do
it
• Make
recommendaLons
or
provide
direct
coaching
to
the
team
or
individuals
• Take
on
responsibiliLes
for
acLviLes,
roles
or
knowledge
that
the
team
can
manage
or
obtain
for
itself
16

17. Why
The
AL
Team
Coach
Only
Asks
QuesLons
• To
stay
in
role
as
a
catalyst
–
not
telling
the
team
what
to
do
or
how
to
do
it
• To
promote
reflecLon
and
learning
• To
demonstrate
confidence
in
the
team’s
capabiliLes
• To
empower
ParLcipants
• To
encourage
curiosity
and
openness
• To
demonstrate
the
link
between
quesLons,
change
and
impact
17

18. Typical
Traits
of
Good
AcLon
Learning
Coaches
• Able
to
step
away
from
the
problem
and
focus
on
the
learning
• Hear
what
isn’t
said
as
well
as
what
is
said
• Truly
believes
the
learning
is
as
important
as
the
problem
• Willing
to
conLnually
learn
• Trusts
the
group
• Observant
• Focused
• Strong
• Confident
• EmpatheLc
18

19. • Less
than
10%
of
today’s
leaders
have
achieved
catalyst
or
above
• Joiner
and
Josephs
• Where
do
AcLon
Learning
Team
Members
operate?
• Where
do
AcLon
Learning
Team
Coaches
operate?
19

20. Team
Members
20
Dimension
Demonstrated
Ac0on
Learning
Mission
Shared
Purpose
Solve
the
Problem
and
Learn
together
Power
RelaLonships
/
Common
Good
What
works
best
for
the
team
Focus
Good
of
the
EnLre
OrganizaLon
What
soluLons
is
best
for
the
organizaLon
Leadership
Team:
CollaboraLve
Leaders
Shared
Leadership
Difficult
ConversaLons
Modifies
behavior
based
on
feedback
Team
commits
to
how
they
will
operate

21. Coach
21
Dimension
Demonstrated
Ac0on
Learning
Mission
Leadership
as
Life
Purpose
Bring
team
to
higher
level
Power
TransformaLon
Modify
team
behavior
Focus
Mutually
Beneficial
Results
Team
determines
what
works
best
Leadership
Amplify
Team
Energy
All
decisions
made
by
the
team
Difficult
ConversaLons
Present-­‐Centered
Awareness
Raises
everything
to
awareness.
Focuses
the
team
toward
the
future
posiLve

22. Coaches
Agility
• AcLon
Learning
RestricLons
• AcLon
Learning
FlexibiliLes
22

23. Thank
You
Bea
Carson
410-­‐353-­‐4722
Bea.carson@wial.org
23