Developing Collaborative Leadership


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Speaker: Mary Stacey
Managing Director, Context Management Consulting Inc.

Research illustrates that leaders who can facilitate collaboration create more sustainable enterprises. Learn the benefits of developing your capacity to be a more collaborative leader. Assess your leadership using the Leadership Development Framework from Torbert and Rooke’s award winning article The Seven Transformations of Leadership (Harvard Business Review, 2005). Leave the session with new ideas about how you can facilitate deeper collaboration in every relationship.

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Developing Collaborative Leadership

  1. 1. MaRS Best Practice Series Developing Collaborative Leadership In Partnership with Mary Stacey M.A. Context Management Consulting Inc. Thursday October 8th, 2009 Generously Supported by " Additional Generous Support by The William and Nona Heaslip Foundation
  2. 2. Welcome – Two Interactive Sessions –  Today’s Agenda – Developing Collaborative Leadership –  December 2 – Building A Collaborative Culture 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 to the culture of your enterprise. Mary Stacey 2009
  3. 3. Developing Collaborative Leadership What we will cover –  the relational dimensions of collaboration –  leadership practices that build collaboration What we won’t cover –  collaborative technologies –  social media Organizations function best when committed people work in collaborative relationships based on respect. Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009 Mary Stacey 2009
  4. 4. Evolving Toward Collaborative Leadership How Successful Leaders Shaping Our Futures How Leaders of Government, Transform Differences Through Conversations Business and Non-Profits Can into Opportunities That Matter Tackle Today’s Global Challenges Together Leadership is the biggest swing factor in the success of companies once they are an idea worth doing John Hamm, 2009 Endeavor Entrepreneur Summit Mary Stacey 2009
  5. 5. Scale Yourself – Scale Your Enterprise? “Leaders who scale do so because they take deliberate steps to confront their shortcomings and become the leaders their organizations need them to be.” John Hamm, Why Entrepreneurs Don’t Scale (Harvard Business Review, 2002) Mary Stacey 2009
  6. 6. What deliberate steps? Robert Kegan Bill Torbert Joiner & Josephs McGuire & Rhodes In Over Our Heads Action Inquiry Leadership Agility Transforming Your (1995) The Secret of Timely (2007) Leadership Culture & Transforming Leadership (2009) (2004) We’ve found that the level of personal development of the CEO ad his/ her senior advisors can have a critical impact on the success of organizational change efforts and, in turn, on the company’s ability to thrive in an ever-more complex business environment. Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005) Mary Stacey 2009
  7. 7. Developmental View of Leadership Concerned with meaning making that influences perspective & behavior Differentiated from trait theories, preferences, life stage, cultural identification Center of gravity - Action-Logics that develop in a predictable pattern through the lifespan Expansion of capacities through experience, personal practices, formal education that challenges assumptions, life crises. Kegan, 1982, Torbert, 1991; Torbert & Associates, 2004; Torbert and Rooke, 2005Joiner & Josephs, 2007, McGuire & Rhodes, 2009 Mary Stacey 2009
  8. 8. Developmental Transformations Transcend and Include Adapted from Harthill UK Mary Stacey 2009
  9. 9. LEADERSHIP DEVELOPMENT FRAMEWORK Alchemist 1% Managers A Strategist C 4% Managers T I O Catalyst/Individualist N 10% Managers Achiever L O 30% Managers G I Expert C 38% Managers S Diplomat 12% Managers Opportunist 5% Managers Action Inquiry: Transforming Leadership in the Midst of Action (Torbert & Associates, 2004) Mary Stacey 2009
  10. 10. It’s not easy – One Alchemist “The waiter brought out another unidentifiable course of something that looked rubbery and raw to him. Time crawled more slowly with each course. He had been counting and the number of courses now exceeded ten. He tried to make up for his culinary lapses with witty, self-deprecating conversation about business . . . but he knew he was disgracing himself. Even in the middle of the bonfire of embarrassment he could not help but think longingly of hamburgers.” Mary Stacey 2009
  11. 11. A Lifelong Process Catalyst x Expert Opportunist x x x Diplomat Achiever Strategist Adapted from Harthill UK Mary Stacey 2009
  12. 12. Two Main Drivers of Transformation •  Negative association with current Action-Logic –  frustration or boredom –  disillusionment –  recognition of limitations •  Positive attraction to later Action-Logic –  experiencing a taste of the next stage –  desire to close the capacity-behavior gap Mary Stacey 2009
  13. 13. Developmental Strands Expert Achiever Individualist Strategist Action-Logic Action-Logic Action-Logic Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts. Adapted from Harthill UK Mary Stacey 2009
  14. 14. Identifying your Action Logic Leadership Development Profile (LDP) ? Self Others’ Assessment Perception Adapted from Harthill UK Mary Stacey 2009
  15. 15. Harthill Leadership Development Profile (LDP) based on Washington University SCT, one of the most thoroughly researched and validated instruments, based on 30 years of testing. LDP profiled on 8000+ managers. Adapted from Harthill UK Mary Stacey 2009
  16. 16. Development Example: Expert •  Consolidating –  Get feedback from respected sources –  Seek opportunities to mentor others •  Transforming –  Consider the big picture, responsibility for broader corporate goals –  Emphasize taking on ‘informal leadership’ roles Mary Stacey 2009
  17. 17. Development Examples: Achiever •  Consolidating –  Self development opportunities in relation to getting results –  Facilitative, strategic and results oriented leadership approach •  Transitioning –  Mentoring or coaching – opportunities to reflect –  Complex opportunities where positional power is reduced and influence more important Mary Stacey 2009
  18. 18. Action Inquiry - a collaborative leadership practice Action: doing something (e.g. physically, verbally) Inquiry: reflecting and questioning (e.g. in your own mind, or in conversation with others) Collaborative Conversations: •  Using Speech Acts •  Exercising Power Mary Stacey 2009
  19. 19. Leadership Conversations – Balcony View Conversation Choice Point: Dialogue What kind of Discussion Inquiry Conversation? Action Assumption-testing Problem Solving Shared Understanding Decision making Conviviality Debate “Coffee chat” “I win-You lose” Mary Stacey 2009
  20. 20. Leadership Conversations – Balcony View Conversation Choice Point: Dialogue What kind of Discussion Inquiry Conversation? Action Assumption-testing Problem Solving Shared Understanding Decision making What speech acts do I use? How am I exercising power? How do I respond to feedback? Conviviality Debate “coffee chat” “I win-You Lose” Mary Stacey 2009
  21. 21. Collaborative Conversation: Speech Acts Conversation Transcript (4x4) Your Unspoken Thoughts and Feelings Were you explicit about: Framing your intent behind this conversation Advocating what strategy you are recommending Illustrating the implications of this conversation are for action Inquiring asking questions of others and listening to take their views into account Mary Stacey 2009
  22. 22. Exercising Power: Building Trust & Collaboration Assertive Power Accomodating Power Unilateral intention Passive Assert own views & needs Conform to others’ views & needs Power Style Profile: •  When I disagree, I am forthright in saying what I believe •  I find diverse perspectives more energizing than uncomfortable •  I usually use subtle ways to let others know what I need Mary Stacey 2009
  23. 23. Exercising Power: Trust & Collaboration Assertive Power Accomodating Power Unilateral intention Passive Assert own views & needs Conform to others’ views & needs V Collaborative Power •  Situationally balances assertive & accomodative power •  Intention is to develop a solution that takes multi-stakeholder priorities into account – including self – for mutually transforming and more sustainable outcome Mary Stacey 2009
  24. 24. A note about vulnerability Staff members awareness that the CEO and senior managers are facing the same vulnerabilities, uncertainties, and experiments as they are can become a potent force for widespread buy in and collaboration Torbert and Rooke, 2004 Mary Stacey 2009
  25. 25. Summary •  Research: leaders who can facilitate collaboration create more sustainable enterprises •  Learn about and develop your centre of gravity to ‘scale yourself while scaling your enterprise’ •  Leadership development in the context of human development meets evolving complexity & interdependence •  Action Inquiry develops your capacity to be a more collaborative leader –  Simple collaborative practices to exercise power, build trust, create conversations, respond to feedback –  Facilitate deeper collaboration in every relationship Mary Stacey 2009
  26. 26. Resources Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business Review (April 2005) Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and Associates (Berrett Koehler, 2004) 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) Power Inventory 26 Mary Stacey 2009