Peter Dickens is an internationally recognized speaker on leadership and change. He is the Executive Director of the Open Learning Centre and Director of the Leadership Centre at Tyndale University College in Toronto, where he teaches leadership. He has over 30 years of experience providing strategic advice to organizations. His presentation focuses on the challenges of leading in disorienting times when the landscape is changing rapidly and nothing feels stable. He discusses how to get perspective during unstable periods and focus on clarifying purpose, collaboration, and data-driven innovation.

1. Host:
Michael Hanna
Hanna Strategy Group
Speaker:
Peter Dickens. PhD
Tyndale Leadership Centre

2. About Peter M. Dickens. PhD
Peter is an internationally recognized speaker,
facilitator and strategist in the area of leadership and
change. He has worked with groups across Canada and
the U.S., in Australia and New Zealand, England, Egypt,
and Central Asia. He is currently the Executive Director
of the Open Learning Centre and Director of the Leadership
Centre at Tyndale University College in Toronto where he also teaches
leadership in the Graduate School.
For 31 years, Peter has provided strategic and organization development
leadership and advice to a wide range of private, public and social sector
organizations. He was the Vice President of Organization Development at
Trillium Health Centre in Mississauga. He blends his consulting and teaching
roles at Tyndale and his private practice with research. He received his Ph.D.
in Leadership and Change from Antioch University, where is research was
focused on developing a deeper understanding complex, adaptive systems.

3. It’s a tough time…
• Leading edge becomes
obsolete – overnight
• Revolution becomes
autocracy
• Political leaders are
paralyzed
• Everything feels out of
control

4. The Leadership Dilemma
• Shorter and shorter
timeframes
• Few second chances
• Need new ways of
“seeing” their world
• Need to get up “on
the balcony”

5. Zimmerman, Lindberg, Plsek
Simple ComplexComplicated

7. People and Change
• People change in their
own time for their own
reasons
• Difficult to predict
• Situation specific
• Complex human factors

8. People Aren’t Rocks!
y = x2 - b
f = ma

9. YES!!
%
NO!
10%
Yes
if….
15%
No
because…
Whatever
50%
30 35%
Intended Change

10. Transforming Systems
When the critical mass
of agents begin to
adhere to the min specs
of the system, the
system goes critical in
terms of change.

11. Min Specs for Change
• Specify only the absolute
“must dos” and “must
not dos” for achieving a
purpose
• Least number of rules
possible
• Easy to understand and
follow

12. Leadership Priorities
• Clarify the “why” of your
business
• Serve first
• Design for collaboration
• Drive data-driven
innovation

13. Buy the Book
Amazon
http://www.amazon.ca/Leading
-DisOrienting-Times-Navigating-
Organizational/dp/0827221762
Sign Up for the Program
Begins January 2016
http://www.tyndale.ca/leadersh
ip/leading-in-disorienting-times
Contact Peter
pdickens@tyndale.ca

14. Wicked Questions

15. Host:
Michael Hanna
Hanna Strategy Group
Speaker:
Peter Dickens. PhD
Tyndale Leadership Centre