This document discusses uplifting leadership and outlines six forces that enable organizations to perform beyond expectations. The forces are: 1) Dreaming with determination by pursuing an inspiring vision connected to an organization's history. 2) Creativity and counterflow by forging your own path instead of copying others. 3) Collaborating and competing by collaborating with competitors for mutual advantage and higher purpose. 4) Pushing and pulling by establishing shared goals and using data in real time. 5) Measuring with meaning by measuring what you value using a balanced scorecard. 6) Sustainable growth by undertaking all work with excellence. The document provides examples and recommendations for how the Inter-American Development Bank can apply these uplifting forces.

1. Uplifting Leadership
Inter-American Development
Bank, DC
Andy Hargreaves
Boston College

2. Andy Hargreaves,
Lynch School of Education,
Boston College
www.andyhargreaves.com
@hargreavesBC

3. PBE Criteria
http://issuu.com/wiley_publishing/docs/hargreavesupliftingleadershipsample

4. UP

5. Uplifting:
Your performance
Your people
Yourself

6. Uplift:
Behavioral
Emotional & Spiritual
Social
We uplift ourselves by
uplifting others

7. Uplift is a journey where opposites attract.

8. Opposites Attract: Dewey
 Work and Play
 Experience and Thinking
 Interest and Discipline
 The Individual and the World

9. Uplifting Criteria
 Do better than before
 Do a lot with a little
 Outperform your peers
 Create something from almost nothing

10. What Uplifting Leadership Doesn’t Do:
Race to the top
Follow the same path
Vanquish the competition
Obsess about data
Prioritize short term returns

11. Top 20 on PISA within two
years
Copy others’ literacy
reform strategies
Impose improvement
targets through stricter
performance management
Import expertise from
outside.

12. SIX UPLIFTING FORCES
1. Dreaming with Determination
2. Creativity and Counter-flow
3. Collaborating and competing
4. Pushing and pulling
5. Measuring with meaning
6. Sustainable growth

13. Dreaming with Determination
The impossible dream and improbable
challenge produce a leadership response of
fight to overcome or avoid obstacles and a
spirit of relentless determination to succeed

14. The Future with the Past
Long-standing organizations that exceed expectations
(compared to new organizations like Internet firms)
create an inspiring future by connecting inspiring futures
to an honorable past. They bond change and tradition;
they connect the destination to the origin.

15. The Determined Dream & IDB
• Pursue a vision before a ranking
• Engage with the assets of the culture & its history
• Own your own models; don’t rent other people’s

16. 2: Creativity and Counterflow

17. Creativity and CounterFlow
Leaders of organizations that perform beyond
expectations are prepared to run against the
mainstream, and to move ahead not by going
with the flow but against or around it. These
leaders are courageous, creative and
counterintuitive.

18. 18
Jim Collins
The great task is to
combine creative
intensity with relentless
discipline, so as to
amplify the creativity
rather than destroy it

19. Counter-flow & IDB
• Forge your own path; find your own way
• Don’t hurry to copy Anglo-Saxon ways
• Move towards resistance
• Convert weaknesses into strengths

20. 3. Collaborating & Competing

21. Singapore
We give away our best ideas
because that makes us have to keep
inventing new ones

22. Co-opetition& IDB
• Collaborate with competitors
• Collaborate for mutual advantage
• Collaborate for a higher purpose

23. Goals Gone Wild 2009
“The specific, challenging
goals (speed to market,
fuel efficiency, and cost)
were met at the expense
of other important
features that were not
specified -- safety, ethical
behavior, and company
reputation.”
Ordonez at al.

24. Moneyball 2003
“The collision of reason
and baseball”
Michael Lewis, p 289

25. The Scientific Marxism of Soccer: Kiev
1970s
“rewards a very specific style of play: physical and
frenetic. Players work tirelessly to compile points.
They play defense more aggressively than offense,
because that’s where points can be racked up.
In stifling individual initiative, (it) mimicked the
Soviet regime under which it was conceived. Nothing
in Lobanovsky’s point valuation measures creativity
or daring. A vertical pass receives the same grade as
a horizontal pass; a spectacular fake means nothing”.
Foer, F. (2004). How soccer explains the world

26. Meaningful metrics & IDB
1. Measure what you value
2. Use a balanced scorecard
3. Establish shared targets
4. Use data in real time

27. SIX UPLIFTING FORCES
1. Dreaming with Determination
2. Creativity and Counterflow
3. Collaborating and competing
4. Pushing and pulling
5. Measuring with meaning
6. Sustainable growth

28. All labor that uplifts
humanity has dignity
and importance and
should be undertaken
with painstaking
excellence.

29. @HargreavesBC