The document summarizes key points from a workshop on leadership principles presented by Andy Huckaba. It discusses that leadership is an activity, not a position, and that anyone can exercise leadership. It emphasizes that leadership requires intentional interventions to diagnose situations, manage oneself, facilitate interventions, and energize others. Interventions should raise the heat to drive progress, even though leadership involves risks. The Kansas Leadership Center's mission is to foster civic leadership for healthier communities through leadership development.

1. Workshop Overland Park Leadership Classes 2/18/2011 Presented by Andy Huckaba – Huckaba & Associates Materials derived from the Kansas Leadership Center Field Guide

2. KLC LEADERSHIP PRINCIPLES Leadership is an activity not position or authority. Each of us has the opportunity to exercise leadership at any time in any situation. The activity of leadership starts with a personal intervention. Exercising leadership is an experimental and improvisatory art. We cannot know if an intervention will work until we try it. Exercising leadership is inherently risky: Once we intervene we lose significant control over the outcome.

3. KLC LEADERSHIP PRINCIPLES The risks of exercising leadership are both personal and professional. To make progress, we need to be more conscious, purposeful and intentional about our leadership interventions. Making progress requires us to do what is needed in the situation rather than what is wanted or is comfortable for others or ourselves. To make progress, we have to be willing to raise the heat to get others and ourselves into the zone of productive work. Exercising leadership involves managing losses and risking casualties. Our own defaults, how we would usually or unconsciously react or intervene in a situation can be significant barriers to making progress on the issues we care about.

4. KLC Competencies Diagnose Situation Manage Self Facilitate Intervention Energize Others

5. Adaptive Vs. Technical Challenges Adaptive Problems that resist easy solutions where new learning is needed. Technical Known remedies and expertise can be applied.

6. Zone of Disequilibrium

7. Diagnose Situations Deliberately working to more deeply and thoroughly understand a situation before action

8. Diagnose Situations If you don’t identify the right problems, then you are working on the wrong things!

9. Diagnose Situations Technical vs Adaptive Faction Mapping Process versus Content Disequilibrium Test multiple Interpretations

10. Managing Self Managing Self: Exercising civic leadership effectively requires knowing yourself enough to understand how well you are situated to intervene. This will involve challenging your assumptions about your strengths and weaknesses as well as expanding your repertoire of possible responses.

11. Managing Self Managing Self: Identify your capabilities, vulnerabilities and triggers Figure out how others perceive your role in the system Distinguish self from role Choose among competing values Increase tolerance for uncertainty, ambiguity and conflict Experiment beyond your comfort zone

12. Managing Self

13. Managing Self 5-Column Exercise

14. Facilitate Intervention Make conscious choices Raise the heat Give the work back Hold relentlessly to purpose Speak from the heart Act experimentally

15. Facilitate Intervention If you keep doing what you have always been doing, nothing is going to change!

16. Facilitate Intervention Leadership is about activity (interventions) not position Effective interventions are intentionally designed and delivered

17. Energize Others Exercising leadership on adaptive challenges requires engaging others. Engaging others means connecting interests, attending to how people work together (the process) and inspiring them to make progress.

18. Energize Others Engage unusual voices Work across factions Start where they are Speak to loss Infuse the work with purpose Build a trustworthy process Discover connecting interest

19. Recap: KLC Competencies Diagnose Situation Manage Self Facilitate Intervention Energize Others

20. KLC LEADERSHIP PRINCIPLES Leadership is an activity not position or authority. Each of us has the opportunity to exercise leadership at any time in any situation. The activity of leadership starts with a personal intervention. Exercising leadership is an experimental and improvisatory art. We cannot know if an intervention will work until we try it. Exercising leadership is inherently risky: Once we intervene we lose significant control over the outcome.

21. KLC LEADERSHIP PRINCIPLES The risks of exercising leadership are both personal and professional. To make progress, we need to be more conscious, purposeful and intentional about our leadership interventions. Making progress requires us to do what is needed in the situation rather than what is wanted or is comfortable for others or ourselves. To make progress, we have to be willing to raise the heat to get others and ourselves into the zone of productive work. Exercising leadership involves managing losses and risking casualties. Our own defaults, how we would usually or unconsciously react or intervene in a situation can be significant barriers to making progress on the issues we care about.

22. Kansas Leadership Center MISSION To foster civic leadership for healthier Kansas communities VISION To be the center of excellence for civic leadership development

23. Contact Andy Huckaba - President, Huckaba & Associates Email: andy@huckaba.com Phone: (913) 485-3210 Twitter – http:// www.twitter.com/andyhuckaba Facebook – http:// www.facebook.com/andyhuckaba LinkedIn – http:// www.linkedin.com/in/andyhuckaba Blog – http:// blog.huckaba.com Website – http:// www.huckaba.com Kansas Leadership Center Website – http:// www.kansasleadershipcenter.org