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Mary Stacey 2009
Welcome – Two Interactive Sessions

           – October 8 – Developing Collaborative Leadership
           – Today’s Agenda – Creating a Collaborative Culture




                   Whether you’re an entrepreneur in the start up phase or the
                    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
                    CEO of a mature business, it’s the right time to pay attention
                   to the culture of your enterprise.
                    to the culture of your enterprise.



Mary Stacey 2009
Creating a Collaborative Culture

           What we will cover
           – the relationship between leadership, collaboration, and culture
           – leadership practices for creating a collaborative culture

           What we won’t cover
           – collaborative technologies
           – social media

    Leadership is the biggest swing factor in the success of
     Leadership is the biggest swing factor in the success of
    companies once they are an idea worth doing
     companies once they are an idea worth doing
     --John Hamm, 2009 Endeavor Entrepreneur Summit
        John Hamm, 2009 Endeavor Entrepreneur Summit

                   Culture isn’t just one aspect of the game. It is the game. An
                    Culture isn’t just one aspect of the game. It is the game. An
                   organization is the collective capacity of people to create value.
                    organization is the collective capacity of people to create value.
                   --Lou Gerstner in the year he left IBM
                      Lou Gerstner in the year he left IBM
Mary Stacey 2009
Evolving Toward Collaborative Leadership




      The Mental        How Successful Leaders    Shaping Our Futures    How Leaders of Government,
      Demands of         Transform Differences   Through Conversations   Business and Non-Profits Can
      Modern Life          into Opportunities         That Matter           Tackle Today’s Global
                                                                             Challenges Together




        “Leading in a collaborative culture is like being in a jazz ensemble rather
         “Leading in a collaborative culture is like being in a jazz ensemble rather
        than conducting an orchestra—a collection of talent all with roles to play,
         than conducting an orchestra—a collection of talent all with roles to play,
        all able to keep performing in a context that is constantly changing.
         all able to keep performing in a context that is constantly changing.
         --Charles Deneka, Chief Technology Officer, Corning R&D Lab
            Charles Deneka, Chief Technology Officer, Corning R&D Lab

Mary Stacey 2009
Torbert’s Leadership Development Framework



                                The level of personal development of the CEO and
                                his/her senior advisors can have a critical impact on
                                the success of the organizational change efforts and,
                                in turn, on the company’s ability to thrive in an ever-
                                more complex business environment.


           Bill Torbert
          Action Inquiry
       The Secret of Timely
    & Transforming Leadership
              (2004)




Mary Stacey 2009
Torbert’s Action Logics


                                                 !"#$%$#&'()*+",-+)./)0-'%$,1
    Vertical Development of Worldview/Capacity




                                                 !"##$%&'()*+,#       -.#

                                                 /"##0,12,(3*+,#      4.#

                                                 5"##678*9*8:2%*+,# -;.#

                                                 4"##$&'*(9(1#        <;.#

                                                 <"##=>?(1,# #        <@.#

                                                 A"##B*?%C)2,#        -A.#

                                                 -"##D??C1,:7*+,## 5.#
                                                 .#CE#1(+(21&'#+2)?%(#?1CE*%*73#E1C)#
                                                 B29*8#FCCG(#278#H*%%#IC1J(1,K#A;;5L"#!



                                                 Horizontal Development of Capabilities




Mary Stacey 2009
Joiner & Joseph’s Leadership Agility


                           While specific future developments are increasingly difficult
                           to predict, there are two deep trends we can predict with
                           great certainty: the pace of change will continue to increase,
                           and the level of complexity and interdependence will
                           continue to grow.


                           Strikingly, research indicates that only about 10% of
      Joiner & Josephs     managers have mastered the level of agility needed for
      Leadership Agility   consistently effective leadership in today’s turbulent world
           (2007)
                           economy.




Mary Stacey 2009
McGuire & Rhodes
     Center for Creative Leadership


                                 Most senior leaders tell us that what they need
                                 today is interdependent-collaborator leadership
                                 because the environment in which they lead is so
                                 complex.

                                 While we can’t predict the future we can chart a
                                 course for developing ourselves and our culture to
            McGuire & Rhodes     effectively meet it.
            Transforming Your
            Leadership Culture
                  (2009)




Mary Stacey 2009
The Message?




                   Scale Yourself, Scale Your Culture……..Scale Your Enterprise
                   Scale Yourself, Scale Your Culture……..Scale Your Enterprise
Mary Stacey 2009
Evolving Leadership



                   Domination

                    Inspiration

                   Participation
                                               The Chaordic Organization – Dee Hock




          What will become compellingly important is absolute clarity of shared
           What will become compellingly important is absolute clarity of shared
          purpose and set of principles of conduct--sort of institutional genetic
           purpose and set of principles of conduct--sort of institutional genetic
          code that every member of the organization understands in a common
           code that every member of the organization understands in a common
          way, and with deep conviction. - -Dee Hock, Founder of Visa
           way, and with deep conviction. Dee Hock, Founder of Visa

Mary Stacey 2009
Does your enterprise have DAC?

     Direction
     • each individual knows the goals and aims of the collective
     Alignment
     • coordination of knowledge and work in the collective
     Commitment
     • willingness of individuals to expend effort toward needs of collective


     High DAC
     • allows all to see trajectory and engage in more participative ways
     • everyone potentially able to join in shaping new beliefs, behaviors,
        practices
     • effectively functioning culture of beliefs and practices (high CQ)
     • High DAC supports the creation of a collaborative culture



Mary Stacey 2009
Cultural Intelligence (CQ)




    You are in the culture and the culture is in you.
    You are in the culture and the culture is in you.




Mary Stacey 2009
CQ – cultural centre of gravity + practices
                                                 !"#$%$#&'()2+",-+)./)3-'%$,1
                                                 !"##$%&'()*+,#       -.#
    Vertical Development of Worldview/Capacity




                                                 /"##0,12,(3*+,#      4.#                 Collaborator Culture
                                                 5"##678*9*8:2%*+,# -;.#

                                                 4"##$&'*(9(1#        <;.#
                                                                                          Achiever Culture
                                                 <"##=>?(1,# #        <@.#

                                                 A"##B*?%C)2,#        -A.#
                                                                                          Conformer Culture
                                                 -"##D??C1,:7*+,## 5.#
                                                 .#CE#1(+(21&'#+2) ?%(#?1CE*%*73#E1C)#
                                                 B29*8#FCCG(#278#H*%%#IC1J(1,K#A;;5L"#!
                                                 Horizontal Development of Capabilities




Mary Stacey 2009
Cultural Intelligence (CQ)


                     Conformer Culture
                   Dependent – Coordinate

                       Achiever Culture
                   Independent – Cooperate

                   Collaborator Culture
              Interdependent – Collaborate


                         You are in the culture and the culture is in you.
                         You are in the culture and the culture is in you.

Mary Stacey 2009
Domain              Conformer                            Achiever                            Collaborator
                              Culture                             Culture                               Culture
                   Command and control                 Being successful in a changing         Authority and control shared
       Mindset                                         world and adapting faster and          throughout organization in a way
                                                       better than the competition            that maximizes strategic
                                                                                              competence of whole
                   Is power and is held at the top     A tool for competitive edge in         Widely distributed widely shared
     Knowledge                                         marketplace and organization           on a right to know basis;
                                                                                              knowledge an organizational
                                                                                              asset
                   Authoritarian to paternalistic,     Strategic and outcomes driven,         Among people without titles;
     Leadership    expecting success via               tension between individual and         anyone willing to think and act in
                   compliance                          collective aims, beginning to lead     expanding DAC to build the
                                                       systemically                           capability of the entire system
                                                                                              qualifies
                   Hierarchically coordinated;         Distributed through the                Engage dialogue to make sense
     Authority &   Emanates from the top; honoring     organization; designed to support      of things; achieve enterprise
      Structure    beliefs is preferable to adaptive
                   learning
                                                       strategic agenda                       goals by sharing power across
                                                                                              the value chain
                   Obey authority and follow the       Mastery of systems that produce        Mastery of integrating systems
       Success     code, loyalty                       results; achieving goals is route to   results fit and aid the overall
                                                       political power                        strategy, producing results now
                                                                                              and into the future.
                   Either or, right wrong, honoring    Focuses on solving problems,           Foster dialectical thinking when
       Thinking    expertise and technical mastery     mainly analyzing empirical data,       dealing with complexity. Consider
                                                       management by number drives            both-and solutions and actively
                                                       decisions                              seek ‘win-win’ answers.
                   Treated as weakness, feedback       Opportunities to learn within a        Embraced as opportunities for
       Mistakes    negative and not sought after       team, feedback is value where it       individual, team, and
                                                       contributes to learning and the        organizational learning; positive
                                                       ability for individual advancement     and negative feedback are valued
                                                                                              as essential tools for collective
                                                                                              success.


Mary Stacey 2009
Conformer Culture

     Illustrations
           – government, manufacturing, policing, regulatory
           – stability, safety, precision
     DAC
           – direction and alignment are achieved by coordination and
             controlled by executive authority passed down through the
             ranks.
           – restricts local decision making and regulates activities to the
             execution of tasks prescribed by management.
           – commitment as loyalty and compliance is assumed as a matter
             of membership




Mary Stacey 2009
Achiever Culture

     Illustrations
           – faster, better, cheaper, focus on execution
           – competitive, entrepreneurial, may be market focused.
           – Microsoft, Google, banks, professional service firms

     DAC
       – alignment through cooperation can increase when senior team
         demonstrates cooperation themselves; otherwise multiple and
         competing directions emerge and poor alignment of resources.
       – commitment holds self interest and the organization in balance
         through cooperation.




Mary Stacey 2009
What would you hear?


       Client Case:
       Client Case:

       “A collaborative effort is required to solve strategic and operational problems.”
        “A collaborative effort is required to solve strategic and operational problems.”

       “A genuine willingness to discuss topics openly without fear of being exposed
        “A genuine willingness to discuss topics openly without fear of being exposed
       by asking for assistance when, where needed”
        by asking for assistance when, where needed”

       “Shared leadership accountability; I Ibuild working partnerships outside my own
        “Shared leadership accountability; build working partnerships outside my own
       team”
        team”




Mary Stacey 2009
Collaborator Culture

     Illustrations for exploration
     •    The National Security Group of Afghanistan and Pakistan
           – http://www.nytimes.com/2009/12/06/world/asia/06reconstruct.html?_r=2&sc
             p=1&sq=Inside%20the%20Situation%20Room&st=cse

     •    Trillium Asset Management
           – http://www.boston.com/bostonglobe/obituaries/articles/2008/11/26/joan_ba
             varia_promoted_socially_responsible_investing/
     DAC
           – Align across the system through connected leaders and by
             distributing powers that develop collective learning;
             continuously developing structures and processes
           – Enterprise is greater than the sum of its parts; commitment
             to the common good



Mary Stacey 2009
What would you hear?


     Client case:
     Client case:

     “We now have an intelligent, thoughtful, more holistic approach to decision
      “We now have an intelligent, thoughtful, more holistic approach to decision
     making and deal with conflict directly.”
      making and deal with conflict directly.”

     “This recognizes that leadership doesn’t just happen in a week long offsite. It
      “This recognizes that leadership doesn’t just happen in a week long offsite. It
     happens over time, with experiences, with successes and failures.”
      happens over time, with experiences, with successes and failures.”

     “An important human focus in the company, for key people to discuss things
      “An important human focus in the company, for key people to discuss things
     that might enable or derail their contribution in the long term.”
      that might enable or derail their contribution in the long term.”




Mary Stacey 2009
Developing CQ
                                                              de
                                                      dI nclu
                                                  n
                                              nd a
                                  Tra   ns c e
                                                           Interdependent-Collaborator
                                    C                              Collaborate
                            in g DA
                    Increas
                                    Independent-Achiever
                                          Cooperate

               Dependent-Conformer                                  Change
                    Coordinate                                       Agile

                                                       Innovation   Innovation

                                                                    Sustainable
                                                                    Enterprise
                     Stability/
                     Precision
Mary Stacey 2009
The higher the CQ, the….
     •    Less control you retain at the top
     •    More freedom and responsibility is present
     •    More you distribute authority and decision making
     •    The more innovation, problem solving, and quality you get at the local
          level
     •    The more uncertainty you can tolerate; paradox is accepted
     •    The more conflict can emerge as a creative, viable force
     •    The higher the level of individual and collective learning
     •    The higher the level of feedback you want and get
     •    The greater the levels of synergy and teaming
     •    The more shared knowledge is engendered
     •    The more intersystems thinking is the norm
     •    The greater the level of leadership capacity and capability
     •    The greater adaptability and agility of the organization
     •    The greater the level of complexity and challenge the organization can
          face and take on with greater chances for success

     McGuire & Rhodes, 2009



Mary Stacey 2009
Practices for Creating Collaborative Culture

     • Feedback

     • CUED for Action

     • Art of Hosting

     • Personal Practice

                   Entrepreneurship isn’t a science or an art. It’s a practice.
                   Entrepreneurship isn’t a science or an art. It’s a practice.
                   --Peter Drucker, Management Thinker and Social Ecologist
                     Peter Drucker, Management Thinker and Social Ecologist




Mary Stacey 2009
Continuous Learning - Feedback




                             >-(;7&:7"";         !"#$%"$#&$%&'(%&$#)*+$(,$-(.)+?
                          (?*73&,$@$A0+&0+("0B

                       <"3=7&:7"";               /-&$#&$%"(0.$+)&$-(.)+$+)(0.,1
                   9+-*+&.('$@$2;&-*+(0.$
                       C/,,34;+("0,B
                               9(0.7&:7"";           /-&$#&$%"(0.$+)(0.,$-(.)+1
                                 CD&)*E("-B
                                 23+'"4&,$(0$56+&-0*7$8"-7%

                                                          Adapted from Torbert & Associates 2004



Mary Stacey 2009
Action Learning - CUED for Action




Mary Stacey 2009
Multi-Stakeholder Engagement - Art of Hosting




Mary Stacey 2009
Art of Hosting

                      •   Listen deeply.
                      •   Make everyone important.
                          Eliminate hierarchy.
                      •   Work the field’s energy like a
                          dj works the dance floor.
                      •   Focus on relationships rather
                          than tools or outcomes.
                      •   Flow the process
                      •   Give minimum instructions
                      •   Support emergence.
                      •   Laugh. Make it fun.




Mary Stacey 2009
Summary
     •    More of the same not enough; not because its wrong but because its inadequate to
          meet emerging and more complex, interdependent environment
           –   From either/or to both/and—transcend and include

     •    Pay attention to the culture of your enterprise at every phase
           –   Start up to maturity

     •    Develop your individual leadership capacity
           –   The biggest risk that an entrepreneurial leader has to face is internal
                   •   Fred Smith, Founder of Fed Ex


     •    Cultivate CQ through leadership DAC and collaborative inquiry practices
           –   Conformer!Achiever!Collaborator
           –   Direction, Alignment, Commitment
           –   Examples: Feedback, CUED for Action, Art of Hosting, Personal Practice

     •    Harvest innovation, change agility, and sustainable enterprise

          The time to prepare isn’t after you’ve been given the opportunity. Its
           The time to prepare isn’t after you’ve been given the opportunity. Its
          long before the opportunity arises. Once the opportunity arrives, its too
           long before the opportunity arises. Once the opportunity arrives, its too
          late.
           late.
           - -John Wooden, coach of ten championship teams at UCLA
               John Wooden, coach of ten championship teams at UCLA

Mary Stacey 2009
Resources
    Programs
    Leading l Collaborating l Transforming Beyond the Conventional April 18 - 20, 2010 at the
    Kingbridge Collaboration Insitute For information: moreinfo@contextconsulting.com

    Web
    Kingbridge Collaboration Blog http://www.kingbridgecentre.com/wordpress/

    Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business Review
       (April 2005)

    Action Learning: Addressing Today’s Business Challenges While Developing Leaders for Tomorrow
        by Mary Stacey (2007)

    Power Inventory http://www.leadershipagility.com/assess_style.phpS

    Books
    Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and Associates
        (Berrett Koehler, 2004)

    Action Learning in The Change Handbook: Today’s Best Methods for Engaging Whole Systems
    By Marcia Hyatt, Ginny Belden Charles, and Mary Stacey (Berrett Koehler, 2007)

    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)


                                                                                                      !"
Mary Stacey 2009

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Leading a Collaborative Culture

  • 2. Welcome – Two Interactive Sessions – October 8 – Developing Collaborative Leadership – Today’s Agenda – Creating a Collaborative Culture Whether you’re an entrepreneur in the start up phase or the 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 CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise. to the culture of your enterprise. Mary Stacey 2009
  • 3. Creating a Collaborative Culture What we will cover – the relationship between leadership, collaboration, and culture – leadership practices for creating a collaborative culture What we won’t cover – collaborative technologies – social media Leadership is the biggest swing factor in the success of Leadership is the biggest swing factor in the success of companies once they are an idea worth doing companies once they are an idea worth doing --John Hamm, 2009 Endeavor Entrepreneur Summit John Hamm, 2009 Endeavor Entrepreneur Summit Culture isn’t just one aspect of the game. It is the game. An Culture isn’t just one aspect of the game. It is the game. An organization is the collective capacity of people to create value. organization is the collective capacity of people to create value. --Lou Gerstner in the year he left IBM Lou Gerstner in the year he left IBM Mary Stacey 2009
  • 4. Evolving Toward Collaborative Leadership The Mental How Successful Leaders Shaping Our Futures How Leaders of Government, Demands of Transform Differences Through Conversations Business and Non-Profits Can Modern Life into Opportunities That Matter Tackle Today’s Global Challenges Together “Leading in a collaborative culture is like being in a jazz ensemble rather “Leading in a collaborative culture is like being in a jazz ensemble rather than conducting an orchestra—a collection of talent all with roles to play, than conducting an orchestra—a collection of talent all with roles to play, all able to keep performing in a context that is constantly changing. all able to keep performing in a context that is constantly changing. --Charles Deneka, Chief Technology Officer, Corning R&D Lab Charles Deneka, Chief Technology Officer, Corning R&D Lab Mary Stacey 2009
  • 5. Torbert’s Leadership Development Framework The level of personal development of the CEO and his/her senior advisors can have a critical impact on the success of the organizational change efforts and, in turn, on the company’s ability to thrive in an ever- more complex business environment. Bill Torbert Action Inquiry The Secret of Timely & Transforming Leadership (2004) Mary Stacey 2009
  • 6. Torbert’s Action Logics !"#$%$#&'()*+",-+)./)0-'%$,1 Vertical Development of Worldview/Capacity !"##$%&'()*+,# -.# /"##0,12,(3*+,# 4.# 5"##678*9*8:2%*+,# -;.# 4"##$&'*(9(1# <;.# <"##=>?(1,# # <@.# A"##B*?%C)2,# -A.# -"##D??C1,:7*+,## 5.# .#CE#1(+(21&'#+2)?%(#?1CE*%*73#E1C)# B29*8#FCCG(#278#H*%%#IC1J(1,K#A;;5L"#! Horizontal Development of Capabilities Mary Stacey 2009
  • 7. Joiner & Joseph’s Leadership Agility While specific future developments are increasingly difficult to predict, there are two deep trends we can predict with great certainty: the pace of change will continue to increase, and the level of complexity and interdependence will continue to grow. Strikingly, research indicates that only about 10% of Joiner & Josephs managers have mastered the level of agility needed for Leadership Agility consistently effective leadership in today’s turbulent world (2007) economy. Mary Stacey 2009
  • 8. McGuire & Rhodes Center for Creative Leadership Most senior leaders tell us that what they need today is interdependent-collaborator leadership because the environment in which they lead is so complex. While we can’t predict the future we can chart a course for developing ourselves and our culture to McGuire & Rhodes effectively meet it. Transforming Your Leadership Culture (2009) Mary Stacey 2009
  • 9. The Message? Scale Yourself, Scale Your Culture……..Scale Your Enterprise Scale Yourself, Scale Your Culture……..Scale Your Enterprise Mary Stacey 2009
  • 10. Evolving Leadership Domination Inspiration Participation The Chaordic Organization – Dee Hock What will become compellingly important is absolute clarity of shared What will become compellingly important is absolute clarity of shared purpose and set of principles of conduct--sort of institutional genetic purpose and set of principles of conduct--sort of institutional genetic code that every member of the organization understands in a common code that every member of the organization understands in a common way, and with deep conviction. - -Dee Hock, Founder of Visa way, and with deep conviction. Dee Hock, Founder of Visa Mary Stacey 2009
  • 11. Does your enterprise have DAC? Direction • each individual knows the goals and aims of the collective Alignment • coordination of knowledge and work in the collective Commitment • willingness of individuals to expend effort toward needs of collective High DAC • allows all to see trajectory and engage in more participative ways • everyone potentially able to join in shaping new beliefs, behaviors, practices • effectively functioning culture of beliefs and practices (high CQ) • High DAC supports the creation of a collaborative culture Mary Stacey 2009
  • 12. Cultural Intelligence (CQ) You are in the culture and the culture is in you. You are in the culture and the culture is in you. Mary Stacey 2009
  • 13. CQ – cultural centre of gravity + practices !"#$%$#&'()2+",-+)./)3-'%$,1 !"##$%&'()*+,# -.# Vertical Development of Worldview/Capacity /"##0,12,(3*+,# 4.# Collaborator Culture 5"##678*9*8:2%*+,# -;.# 4"##$&'*(9(1# <;.# Achiever Culture <"##=>?(1,# # <@.# A"##B*?%C)2,# -A.# Conformer Culture -"##D??C1,:7*+,## 5.# .#CE#1(+(21&'#+2) ?%(#?1CE*%*73#E1C)# B29*8#FCCG(#278#H*%%#IC1J(1,K#A;;5L"#! Horizontal Development of Capabilities Mary Stacey 2009
  • 14. Cultural Intelligence (CQ) Conformer Culture Dependent – Coordinate Achiever Culture Independent – Cooperate Collaborator Culture Interdependent – Collaborate You are in the culture and the culture is in you. You are in the culture and the culture is in you. Mary Stacey 2009
  • 15. Domain Conformer Achiever Collaborator Culture Culture Culture Command and control Being successful in a changing Authority and control shared Mindset world and adapting faster and throughout organization in a way better than the competition that maximizes strategic competence of whole Is power and is held at the top A tool for competitive edge in Widely distributed widely shared Knowledge marketplace and organization on a right to know basis; knowledge an organizational asset Authoritarian to paternalistic, Strategic and outcomes driven, Among people without titles; Leadership expecting success via tension between individual and anyone willing to think and act in compliance collective aims, beginning to lead expanding DAC to build the systemically capability of the entire system qualifies Hierarchically coordinated; Distributed through the Engage dialogue to make sense Authority & Emanates from the top; honoring organization; designed to support of things; achieve enterprise Structure beliefs is preferable to adaptive learning strategic agenda goals by sharing power across the value chain Obey authority and follow the Mastery of systems that produce Mastery of integrating systems Success code, loyalty results; achieving goals is route to results fit and aid the overall political power strategy, producing results now and into the future. Either or, right wrong, honoring Focuses on solving problems, Foster dialectical thinking when Thinking expertise and technical mastery mainly analyzing empirical data, dealing with complexity. Consider management by number drives both-and solutions and actively decisions seek ‘win-win’ answers. Treated as weakness, feedback Opportunities to learn within a Embraced as opportunities for Mistakes negative and not sought after team, feedback is value where it individual, team, and contributes to learning and the organizational learning; positive ability for individual advancement and negative feedback are valued as essential tools for collective success. Mary Stacey 2009
  • 16. Conformer Culture Illustrations – government, manufacturing, policing, regulatory – stability, safety, precision DAC – direction and alignment are achieved by coordination and controlled by executive authority passed down through the ranks. – restricts local decision making and regulates activities to the execution of tasks prescribed by management. – commitment as loyalty and compliance is assumed as a matter of membership Mary Stacey 2009
  • 17. Achiever Culture Illustrations – faster, better, cheaper, focus on execution – competitive, entrepreneurial, may be market focused. – Microsoft, Google, banks, professional service firms DAC – alignment through cooperation can increase when senior team demonstrates cooperation themselves; otherwise multiple and competing directions emerge and poor alignment of resources. – commitment holds self interest and the organization in balance through cooperation. Mary Stacey 2009
  • 18. What would you hear? Client Case: Client Case: “A collaborative effort is required to solve strategic and operational problems.” “A collaborative effort is required to solve strategic and operational problems.” “A genuine willingness to discuss topics openly without fear of being exposed “A genuine willingness to discuss topics openly without fear of being exposed by asking for assistance when, where needed” by asking for assistance when, where needed” “Shared leadership accountability; I Ibuild working partnerships outside my own “Shared leadership accountability; build working partnerships outside my own team” team” Mary Stacey 2009
  • 19. Collaborator Culture Illustrations for exploration • The National Security Group of Afghanistan and Pakistan – http://www.nytimes.com/2009/12/06/world/asia/06reconstruct.html?_r=2&sc p=1&sq=Inside%20the%20Situation%20Room&st=cse • Trillium Asset Management – http://www.boston.com/bostonglobe/obituaries/articles/2008/11/26/joan_ba varia_promoted_socially_responsible_investing/ DAC – Align across the system through connected leaders and by distributing powers that develop collective learning; continuously developing structures and processes – Enterprise is greater than the sum of its parts; commitment to the common good Mary Stacey 2009
  • 20. What would you hear? Client case: Client case: “We now have an intelligent, thoughtful, more holistic approach to decision “We now have an intelligent, thoughtful, more holistic approach to decision making and deal with conflict directly.” making and deal with conflict directly.” “This recognizes that leadership doesn’t just happen in a week long offsite. It “This recognizes that leadership doesn’t just happen in a week long offsite. It happens over time, with experiences, with successes and failures.” happens over time, with experiences, with successes and failures.” “An important human focus in the company, for key people to discuss things “An important human focus in the company, for key people to discuss things that might enable or derail their contribution in the long term.” that might enable or derail their contribution in the long term.” Mary Stacey 2009
  • 21. Developing CQ de dI nclu n nd a Tra ns c e Interdependent-Collaborator C Collaborate in g DA Increas Independent-Achiever Cooperate Dependent-Conformer Change Coordinate Agile Innovation Innovation Sustainable Enterprise Stability/ Precision Mary Stacey 2009
  • 22. The higher the CQ, the…. • Less control you retain at the top • More freedom and responsibility is present • More you distribute authority and decision making • The more innovation, problem solving, and quality you get at the local level • The more uncertainty you can tolerate; paradox is accepted • The more conflict can emerge as a creative, viable force • The higher the level of individual and collective learning • The higher the level of feedback you want and get • The greater the levels of synergy and teaming • The more shared knowledge is engendered • The more intersystems thinking is the norm • The greater the level of leadership capacity and capability • The greater adaptability and agility of the organization • The greater the level of complexity and challenge the organization can face and take on with greater chances for success McGuire & Rhodes, 2009 Mary Stacey 2009
  • 23. Practices for Creating Collaborative Culture • Feedback • CUED for Action • Art of Hosting • Personal Practice Entrepreneurship isn’t a science or an art. It’s a practice. Entrepreneurship isn’t a science or an art. It’s a practice. --Peter Drucker, Management Thinker and Social Ecologist Peter Drucker, Management Thinker and Social Ecologist Mary Stacey 2009
  • 24. Continuous Learning - Feedback >-(;7&:7""; !"#$%"$#&$%&'(%&$#)*+$(,$-(.)+? (?*73&,$@$A0+&0+("0B <"3=7&:7""; /-&$#&$%"(0.$+)&$-(.)+$+)(0.,1 9+-*+&.('$@$2;&-*+(0.$ C/,,34;+("0,B 9(0.7&:7""; /-&$#&$%"(0.$+)(0.,$-(.)+1 CD&)*E("-B 23+'"4&,$(0$56+&-0*7$8"-7% Adapted from Torbert & Associates 2004 Mary Stacey 2009
  • 25. Action Learning - CUED for Action Mary Stacey 2009
  • 26. Multi-Stakeholder Engagement - Art of Hosting Mary Stacey 2009
  • 27. Art of Hosting • Listen deeply. • Make everyone important. Eliminate hierarchy. • Work the field’s energy like a dj works the dance floor. • Focus on relationships rather than tools or outcomes. • Flow the process • Give minimum instructions • Support emergence. • Laugh. Make it fun. Mary Stacey 2009
  • 28. Summary • More of the same not enough; not because its wrong but because its inadequate to meet emerging and more complex, interdependent environment – From either/or to both/and—transcend and include • Pay attention to the culture of your enterprise at every phase – Start up to maturity • Develop your individual leadership capacity – The biggest risk that an entrepreneurial leader has to face is internal • Fred Smith, Founder of Fed Ex • Cultivate CQ through leadership DAC and collaborative inquiry practices – Conformer!Achiever!Collaborator – Direction, Alignment, Commitment – Examples: Feedback, CUED for Action, Art of Hosting, Personal Practice • Harvest innovation, change agility, and sustainable enterprise The time to prepare isn’t after you’ve been given the opportunity. Its The time to prepare isn’t after you’ve been given the opportunity. Its long before the opportunity arises. Once the opportunity arrives, its too long before the opportunity arises. Once the opportunity arrives, its too late. late. - -John Wooden, coach of ten championship teams at UCLA John Wooden, coach of ten championship teams at UCLA Mary Stacey 2009
  • 29. Resources Programs Leading l Collaborating l Transforming Beyond the Conventional April 18 - 20, 2010 at the Kingbridge Collaboration Insitute For information: moreinfo@contextconsulting.com Web Kingbridge Collaboration Blog http://www.kingbridgecentre.com/wordpress/ Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business Review (April 2005) Action Learning: Addressing Today’s Business Challenges While Developing Leaders for Tomorrow by Mary Stacey (2007) Power Inventory http://www.leadershipagility.com/assess_style.phpS Books Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and Associates (Berrett Koehler, 2004) Action Learning in The Change Handbook: Today’s Best Methods for Engaging Whole Systems By Marcia Hyatt, Ginny Belden Charles, and Mary Stacey (Berrett Koehler, 2007) 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) !" Mary Stacey 2009