Features recent and surprising research for what it takes to deliver 21st Century Leadership through high performing teams:
* Change fluency, mastering adaptive change
* Top leadership skills
* What distinguishes top teams, top leaders
* Lessons learned from coaching leaders
In this session we will cover a brief introduction to the research by Kegan and Lahey where they discovered that behind each of our habits is a strongly held belief that not only keeps us in our groove, but also fights any change that threatens the status quo.
We will discuss why personal growth and increasing our mental complexity is so important for agile and business transformations in today's VUCA world to succeed.
We will create your Immunity To Change Map which is a simple way to bring to light the your personal barriers to change. We will start by outlining your commitment to an improvement goal. Then we will sketch out the things that you are either doing or not doing that prevent progress towards the achievement goal. The Map then identifies competing commitments, as well as the big underlying assumptions behind those competing commitments.
The objective is to pinpoint and address whatever beliefs and assumptions are blocking you from the changes you want to make.
You will leave this workshop with a better understanding and tools to overcome the forces of inertia and transform your life and your work.
In this session we will cover a brief introduction to the research by Kegan and Lahey where they discovered that behind each of our habits is a strongly held belief that not only keeps us in our groove, but also fights any change that threatens the status quo.
We will discuss why personal growth and increasing our mental complexity is so important for agile and business transformations in today's VUCA world to succeed.
We will create your Immunity To Change Map which is a simple way to bring to light the your personal barriers to change. We will start by outlining your commitment to an improvement goal. Then we will sketch out the things that you are either doing or not doing that prevent progress towards the achievement goal. The Map then identifies competing commitments, as well as the big underlying assumptions behind those competing commitments.
The objective is to pinpoint and address whatever beliefs and assumptions are blocking you from the changes you want to make.
You will leave this workshop with a better understanding and tools to overcome the forces of inertia and transform your life and your work.
How to create Psychological Safety - an overlooked secret to organizational p...Alex Clapson
Psychological safety is an essential foundational component for innovation, divergent thinking, creativity, & risk-taking — but it should not be confused with comfort. There are a number of small behaviours leaders can cultivate to help their teams take more interpersonal risks to increase psychological safety.
A short one hour presentation looking at the 5 biggest myths of employee development including performance management and talent management which are ineffective if not destructive in terms of creating a high functioning workplace. Too many businesses subscribe to these myths.
In an increasingly challenging and unpredictable professional landscape, leaders are often being asked to balance an impossibly broad set of responsibilities. A shared leadership model promises a more sustainable path forward – yet many organizations and individuals stumble when they attempt to implement this more collaborative approach.
In this webinar, we discover what research tells us about the behavior patterns that can block shared leadership and potentially reduce leadership effectiveness. Learn how to recognize these risk factors and how you can coach leaders to work through these challenges to support and embrace a shared approach to leadership.
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
This is a presentation to the Women for Economic Leadership and Development Conference. If you are interested in learning more about innovative leadership, this will give additional details on our thinking as well as a self assessment tool.
How to create Psychological Safety - an overlooked secret to organizational p...Alex Clapson
Psychological safety is an essential foundational component for innovation, divergent thinking, creativity, & risk-taking — but it should not be confused with comfort. There are a number of small behaviours leaders can cultivate to help their teams take more interpersonal risks to increase psychological safety.
A short one hour presentation looking at the 5 biggest myths of employee development including performance management and talent management which are ineffective if not destructive in terms of creating a high functioning workplace. Too many businesses subscribe to these myths.
In an increasingly challenging and unpredictable professional landscape, leaders are often being asked to balance an impossibly broad set of responsibilities. A shared leadership model promises a more sustainable path forward – yet many organizations and individuals stumble when they attempt to implement this more collaborative approach.
In this webinar, we discover what research tells us about the behavior patterns that can block shared leadership and potentially reduce leadership effectiveness. Learn how to recognize these risk factors and how you can coach leaders to work through these challenges to support and embrace a shared approach to leadership.
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
This is a presentation to the Women for Economic Leadership and Development Conference. If you are interested in learning more about innovative leadership, this will give additional details on our thinking as well as a self assessment tool.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
I created this presentation for a class on leadership skills. I have a workbook to go along with this class. Contact me if you are interested. This is part 1 of 2 day class.
Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions:
* Set a positive climate that fosters respect
* Focus on long-term development— not on altering short-term performance
* Discover your employees’ personal goals
Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can:
* Deepen the conversation with your team
* Get the feedback you’re looking for
* Build on the coaching reflections from Part One
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Tweets: @RevelnConsults
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Prepared to Lead, Adaptive Leadership in an Ever Changing World
1. PREPARED
TO LEAD
A2Y LEADERSHIP 2.0
WEDNESDAY, MARCH 28, 2018
DEB NYSTROM, REVELN CONSULTING
DEBNYSTROM@REVELN.COM WWW.LINKEDIN.COM/IN/DNREVEL/
2. FOUR ASPECTS, FOUR SKILLS, FIVE NORMS
LEADING ADAPTIVE CHANGE
1. VUCA, Change fluency, mastering
adaptive change
2. Top leadership skills, behaviors
3. What distinguishes top teams, top
leaders (newest research)
4. Lessons learned from coaching
leaders
4. THE MAKER INSTINCT
• Try new things
• The most basic inner
urge that we all have
to build, create or
grow things
• Futurist Bob
Johansen
Be clear where you are going, be flexible how you get there,
be prepared to adapt VUCA, Change fluency, mastering adaptive change
5. ADAPTING, 21ST CENTURY LEADERSHIP
20th century hierarchy
no longer serves
as the primary mode of leading
Post-heroic
knows how to oversee co-creative
and bottom-up actions,
transformative change
VUCA, Change fluency, mastering adaptive change
6. • We are moving from a world of
problems, which demand speed,
analysis, and elimination of
uncertainty to solve,
to a world of dilemmas,
which demand
patience, sense-making, and an
engagement of uncertainty.
- Denise Caron
VUCA, Change fluency, mastering adaptive change
7. Niels Pflaeging
Leading with flexible Targets.
Complexity
• Top teams engage change and
complexity as normal & expected
• Complicated = Financial systems, a
Ferrari
• Complexity = Rain forest, ant
colonies, organizations, teams,
humans, driving the Ferrari race
• “Unknown unknowns”
• Where business today IS shifting
• Complex has taken over the
complicated
Top teams engage
in change &
complexity as
normal & expected
Every team is a
complex system
VUCA, Change fluency,
mastering adaptive
change
8. 21ST CENTURY LEADERSHIP TRENDS
• Leadership is more
fluid, distributed,
action-oriented, shared
• Leadership exists within
relationship and within
community
• Senior leaders judged on their ability to develop their top
leaders, beginning to coach senior leader teams
• Shared power and community building leads to adaptation and
transformation, rather than “installing” change
9. TECHNICAL VS. ADAPTIVE CHANGE
• Involves installing solutions
to problems for which you
know the answers.
• Addressing problems for
which you don’t yet know
the solutions
• Often requires changes in
behaviors or preferences
AND hearts and minds
• Results in the
transformation of the
system
9
Source: Fullan (2003, 2005) cites Heifetz and Linsky (2002)
VUCA, Change fluency, mastering adaptive change
10. TECHNICAL VS. ADAPTIVE CHANGE
EXAMPLES
Take medication to lower blood
pressure
Implement electronic ordering and
dispensing of medications in
hospitals to reduce errors and drug
interactions
Increase penalty for drunk driving
10
Source: Fullan (2003, 2005) cites Heifetz and Linsky (2002)
Change lifestyle to eat healthy, get
more exercise and lower stress
Encourage nurses and pharmacists to
question and even challenge illegible
or dangerous prescriptions by
physicians
Raise public awareness of the
dangers and effects of drunk driving,
targeting teenagers in particular
11. • Champion desired change
• Develop others
• Facilitate group collaboration
• Foster mutual respect
• Keep group organized & on task
• Make quality decisions
• Motivate and bring out the best in
others
• Recover positively from failure
• Remain poised & confident in
uncertainty
Leaders in organizations with high-
quality leadership teams typically
displayed 4 of the 20 possible
types of behavior
4 behaviors explained a high
variance between strong and weak
organizations in terms of leadership
effectiveness
LEADERSHIP BEHAVIORS, MCKINSEY STUDY
Top leadership skills, behaviors
12. LEADERSHIP BEHAVIOR = RESULTS
1. Solve problems
effectively
2. Operate with strong
results orientation
3. Seek different
perspectives
4. Be Supportive
12
Decoding leadership: What really matters By Claudio Feser, Fernanda Mayol, and
Ramesh Srinivasan, McKinsey Quarterly, January 2015
13. • Google - 2 year research project
• Behaviors key to building better teams
• How matters much more than Who
KEY TO BUILDING THE BEST TEAMS
14. FIVE KEY NORMS TEAMS NEED TO BE SUCCESSFUL
1. Teams need to believe that their work is important.
2. Teams need to feel their work is personally meaningful.
3. Teams need clear goals and defined roles.
4. Team members need to know they can depend on one another.
5. But, most importantly, teams need psychological safety.
15. For a productive team
1. Resist the urge to interrupt and interject
2. Summarize what’s being said to prove you’re listening
3. Be good at reading emotions and knowing when someone
feels frustrated, upset or left out
4. Be quick to resolve team conflicts
5. Finally, make sure everyone speaks at least once before
bringing a meeting to a close
5 SKILLS, TEAM LEADERS SET THE TONE
16
18. LEADER DEVELOPMENT PLANS
• Vision, Problem Solving, PlanningBusiness Skills
• Delegation, Coaching, Managing
PerformanceLeadership Skills
• Approachability, Listening, Building
RelationshipsInterpersonal Skills
• Action Orientation, Initiative, ComposureIntrapersonal Skills
19. LEADER DEVELOPMENT PLANS
Source: Hogan
Coaching Report,
LEAD Series
Earlier in
Life, more
Difficult to
Change
More
recent,
Easier to
Change,
Develop
23. COACHING THROUGH SMART QUESTIONS
• “The conversation I just heard is completely unacceptable!”
• “That call sounded like a rough one. Are you doing ok?”
• “A good coach is willing to let the learner choose their own
path…”
• Don’t rob them of the benefit of the struggle
www.trainingabc.com/the-practical-coach-video-second-edition/
24. Freedom is actually
a bigger game
than power.
Power is about
what you can control.
Freedom is about
what you can
unleash.
~ Harriet Rubin
26. TO LEARN MORE
Email Deb
• DebNystrom@REVELN.com
LinkedIn
www.linkedin.com/in/dnrevel/
Editor's Notes
VUCA, Change fluency, mastering adaptive change
Top leadership skills
What distinguishes top teams, top leaders
Lessons learned from coaching leaders
Challenging -- Class 4 rapids - Requires a guideVUCA applied to business leadership by respected futurist Bob Johansen (2012).
Term was coined at the US Army War College, which is the graduate school for generals-to-be in Carlisle, Pennsylvania.
Bob happened to be there the week before 9/11 on a business exchange with military leaders. The War College is known as ==. most conservative, slowest-moving, most hierarchical of the military graduate schools. Yet, after 9/11, they informally changed their name to VUCA University.
At the top of a list of Johansen’s 10 leadership skills for surviving and thriving in such a world is the Maker Instinct, the most basic inner urge that we all have to build, create or grow things.
At the top of a list of Johansen’s 10 leadership skills for surviving and thriving in such a world is the Maker Instinct, the most basic inner urge that we all have to build, create or grow things.
The kind of strategy that works is to be very clear about where you’re going, but very flexible in how you get there.
Johansen: VUCA world -- Futurist Bob Johansen – remember that one that works with the new generals says this:
Our children are are growing up in a video gaming culture
They’re learning about the leadership skills that include dilemma flipping,
smart mob organizing (gaming culture), and they find partners anywhere in the world to joing them, also called commons creating.
Our children mentor us. They’re learning that in an immersive learning environment that’s far better than today’s business systems.
This was a situation of passionate, angry, yet committed volunteers. In consulting with management, it looked like using Open Space in THIS situation was needed. The manager had done a lot of things to deal with the anger, and allow venting but the anger and problems remained. This session ended up being a pivot point to get the group unstuck and moving ahead. Everyone had 100% choice about what they they wanted to talk about, when, why and with whom.
Denise Caron, President, APSG, Inc. Careers
Top teams engage change and complexity as normal & expectedA complex system -- creates its own events -- constantly generates surprises and unexpected outcomes BECAUSE parts of a complex system interact with each another in ways that cannot be predicted.
Ferraris are complicated machines, but an expert mechanic can take one apart and reassemble it without changing a thing. The car is static, and the whole is the sum of its parts.
The rainforest, on the other hand, is in constant flux—a species becomes extinct, weather patterns change, an agricultural project reroutes a water source—and the whole is far greater than the sum of its parts.
Complexity is the realm of “unknown unknowns,” where much of contemporary business has shifted.
A modern organization is a complex system. Every team is a complex system. A human being is a complex system.
The complex has overtaken the complicated in almost every dimension. Source: https://managementquotes.wordpress.com/2016/03/25/competition-complexity-and-why-traditional-management-is-dead-quotes-from-niels-pflaeging/
The post-heroic leader (Huey, 1994) is one who knows how to oversee co-creative as well as bottom-up transformative change. The 21st century no longer is served by 20th century hierarchy as the primary mode of leading.
We see this in:
Top teams engage change and complexity as normal & expected
senior leaders judged on their ability to develop their top leaders, beginning to serve as senior leader team coaches,
Shared power and community building leads to transformation, dropping the concept of “installing” change
Mainstream & expected: Social media, social product reviews in retail, and the citizen journalist describes our current world
What the 21st century is and expects of leaders
Leadership has become more fluid, distributed and action-oriented (Nirenberg, 1993) so that leadership is shared, as it exists within relationship and within community.
The post-heroic leader (Huey, 1994) is one who knows how to oversee co-creative as well as bottom-up transformative change. The 21st century no longer is served by 20th century hierarchy as the primary mode of leading.
We see this in:
Top teams engage change and complexity as normal & expected
senior leaders judged on their ability to develop their top leaders, beginning to serve as senior leader team coaches,
Shared power and community building leads to transformation, droppig the concept of “installing” change
Mainstream & expected: Social media, social product reviews in retail, and the citizen journalist describes our current world
What the 21st century is and expects of leaders
Leadership has become more fluid, distributed and action-oriented (Nirenberg, 1993) so that leadership is shared, as it exists within relationship and within community.
According to Fullan (2005ada), “Adaptive change is a deeply unsettling process that can threaten people’s sense of identity and lead to resistance.
it challenges people’s habits, beliefs, and values. It asks them to take a loss, experience uncertainty, and even express disloyalty to people and cultures.
Because adaptive change asks people to question and perhaps refine aspects of their identity, it also challenges their sense of competence. Loss, disloyalty, and feeling incompetent. That’s a lot to ask. No wonder people resist.
Heifetz and Linsky, 2002, cited in Fullan, 2003, page 34
Solve problems effectively.
Operate with a strong results orientation.
Seek different perspectives.
Support others.
What McKinsey researchers found was that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness
Decoding leadership: What really matters By Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan, McKinsey Quarterly, January 2015
The McKinsey Quarterly, first published in 1964, offers the perspective today that “much of the management intuition that has served us in the past will become irrelevant,” (Dobbs, 2014, italics mine.) McKinsey forecasts a crash of: 1) technological disruption, 2) rapid emerging-markets growth, and 3) widespread aging as “long-held assumptions [give] way, and seemingly powerful business models [become] upended.” 21
Decoding leadership: What really matters
By Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan
McKinsey Quarterly. January 2015
Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. Next, we surveyed 189,000 people in 81 diverse organizations4 around the world to assess how frequently certain kinds of leadership behavior are applied within their organizations. Finally, we divided the sample into organizations whose leadership performance was strong (the top quartile of leadership effectiveness as measured by McKinsey's Organizational Health Index) and those that were weak (bottom quartile).
What we found was that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness
Solve problems effectively. The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered. This is deceptively difficult to get right, yet it is a key input into decision making for major issues (such as M&A) as well as daily ones (such as how to handle a team dispute).Operating with a strong results orientation. Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work
Operate with strong results orientation
Leadership --- following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.
Seek different perspectives
This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.
Be Supportive
Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict. We're not saying that the centuries-old debate about what distinguishes great leaders is over or that context is unimportant.
Experience shows that different business situations often require different styles of leadership. We do believe, however, that our research points to a kind of core leadership behavior that will be relevant to most companies today, notably on the front line. For organizations investing in the development of their future leaders, prioritizing these four areas is a good place to start.
Google searched and found the key to building better teams.
“There are always good reasons for choosing behaviors that undermine psychological safety,” says Duhigg.
“It is often more efficient to cut off debate, to make a quick decision, to listen to whoever knows the most and ask others to hold their tongues.
But a team will become an amplification of its internal culture, for better or worse.
Study after study shows that while psychological safety might be less efficient in the short run, it’s more productive over time.”
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Lorne Michaels
Saturday Night Live cast from the improvisational comic warehouse The Second City in Chicago, the inaugural cast, TV show’s immediate success
Rich DeVaul, a co-founder of Project Loon, which seeks to provide internet access to remote places using a fleet of balloons. (Photograph by Justin Kaneps for The Atlantic)
Cliff L. Biffle,
a member of X’s Rapid Eval team, which seeks to kill, as quickly as possible, ideas that will ultimately fail. (Pilot’s checklist)
Competency Domains are clusters of competencies that tend to go together. They are best measured using on-the-job behavioral examples obtained through feedback. This can be done systematically using a 360 rating process or by simply asking for feedback from those individuals that know your work best.
Four domains capture most of the competencies that commonly occur in business.
Business Skills include competencies that can be done on your own and usually are thoughtful in nature.
Leadership Skills include competencies used in managing others.
Interpersonal Skills encompass competencies used in getting along with others.
Finally, Intrapersonal Skills refer to competencies considered to be at the core of how one approaches any work assignment.
Competency Domains have an important developmental relationship to each other.
Intrapersonal Skills develop early in life followed by Interpersonal, Leadership, and Business Skills.
The earlier in life a skill is developed, the more difficult it is to change. For example, planning skills (Business Skills Domain) are much easier to develop than initiative (Intrapersonal Skills Domain).
This distinction should be considered when choosing development targets.
2. Leadership
• Instills Trust• Provides Direction• Delegates Responsibility
8 Universal Management Competencies
70 leadership behaviors presented as survey items.
These 70 items are grouped into 18 Skill Sets which further group into 8 Universal Management Competencies.
Each rater reports their experience of observing the manager with a rating on each of the items.
Different types of assessments, personality, reputation based assessment (based on the Big 5, FFM – Five Factor Model)
Five Factor Model, FFM
Five broad dimensions used by some psychologists to describe the human personality and psyche.[1][2]
The five factors have been defined as
openness to experience,
conscientiousness,
extraversion,
agreeableness,
and neuroticism, often listed under the acronyms OCEAN or CANOE.
Beneath each proposed global factor, a number of correlated and more specific primary factors are claimed. For example, extraversion is said to include such related qualities as gregariousness, assertiveness, excitement seeking, warmth, activity, and positive emotions.
Crush motivation (judgy, scolding, parental) Or coach, partner, supporter, challenger
Is there a take-away that is useful to you?
Is there something that resonates?
Is there a slide you want to see again?
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