1. A S H L A N D C I T I Z E N L E A D E R S H I P A C A D E M Y
J A N U A R Y 2 0 1 5
Organizational Development

3. Networked Talent Model

4. Networked Talent Model
L
M
T
T
M
T
T
M
T
T
1900: Division of Labor

5. Networked Talent Model
Management
Team
Leadership
Team
Task Team

6. Networked Talent Model
Leadership
Skills, Abilities, and Behaviors
- Strategic Stakeholder Value Analysis
- Vision / Values to Strategy
- Suprasystems Integration / Stewardship
- Learning / Thinking / Changing / Renewing
- Enabling / Empowering / Engaging / Energizing
Task / Technical
Skills, Abilities, and Behaviors
- Continually broaden and deepen task
/ technical skills and abilities
Management
Skills, Abilities, and Behaviors
- Business Models / Value Propositions
- Business Plan Creation, Implementation,
Measurement, Monitoring and Corrective Action
- Financial Management
- Project / Change Management
- Process Improvement
- People Systems
- IT Management
- Open Communication Systems
Team Skills
Abilities and Behaviors
- Personal Level (Values, Time Mgmt)
- Interpersonal Level (Comm., Conflict)
- Team Level (Culture, Roles)

7. Networked Talent Model
Dependent
Conformer
Independent
Achiever
Interdependent
Collaborator

8. Networked Talent in Action

9. The Work of Leadership
 Strategic Stakeholder Value Analysis
 Vision and Values Implemented Through Strategy,
Structure and Systems
 Suprasystems Integration and Stewardship
 Learning, Thinking, Changing, Renewing
 Enabling, Empowering, Engaging and Energizing

10. The Work of Leadership
Zander’s “Art of Possibility”
 Leadership is about enrolling people in the sense of
possibility
 Leadership is about helping others grow into the
possibility…not creating a standard to live up to.
 A new paradigm of leadership: Letting others see the
possibility vs. dominating others to follow a “leader”

11. The Work of Leadership
We hold these truths to be self-evident, that all Men
are created equal, that they are endowed by their
Creator with certain unalienable Rights, that
among these are Life, Liberty, and the Pursuit of
Happiness- That to secure these Rights,
Governments are instituted among Men, deriving
their just Powers from the Consent of the Governed.
 How did Mr. Jefferson and his colleagues do?

12. Why Leadership Doesn’t Get Done
Q1 Q2
Q3 Q4
Near-term Consequences Longer-term Consequences
LessSignificant
Impact
MoreSignificant
Impact
Source: Covey, Steven. “7 Habits of Highly Effective People”

13. Leadership Styles

14. Leadership Styles

15. Leadership Styles

16. Leadership Styles
 People are engaged when they…
Have a purpose that is clear and
meaningful
Have the autonomy to get things done,
together with their teams
Have the opportunity to grow their
competencies at work (mastery)
Source: Pink, Daniel. Drive. 2008.

17. Leadership Styles

18. Leadership Styles
 People want to be involved at all levels
 Productivity at its best with interdependence
 Interdependence requires competence and clarity
 The work of leadership is about purpose, autonomy
and mastery
 Leadership is about a new way of being
 Who am I being:
 That the eyes of my family are/aren’t lit up?
 That the eyes of my community are/aren’t lit up?
 How will you lead?

19. Leadership Styles