1. HOW TO GROW FROM REACTIVE
TO CREATIVE LEADERSHIP
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2. Who Am I?
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3. Agenda
 Are you reactive or creative?
 What is Adult Development Theory?
 Exercise: Transition story
 The stages of development
 Exercise: What is your relationship to each stage?
 Presentation of the Leadership Circle Model
 Reactive leadership
 Creative leadership
 CRAP
 6 leadership practices
 Exercise: Pick one
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4. What are you?
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5. Adult Development Theory
 Adult can develop
 Increasingly nuanced and complex ways
 Of making meaning
 Of their experience and the world
 Move stages at different rates
Robert Kegan
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6. Adult Development Theory
Process:
 Capacity
 Desire
 Complexity
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7. EX: A Transition Story
Recall a story of when you realized that in order to
support yourself, or fit in the world, you would have
to learn to understand and meet other people’s
expectations
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8. EX: A Transition Story
 How old were you?
 What was your vision of yourself?
 What was under your control?
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9. Adult Development Theory
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10. Adult Development Theory
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Instrumental Socialized
Becoming Responsible,
playing by the world’s rules
Socialized
Self-Authoring
Self-Authoring
Self-Transorming
Shifting to an empowered
perspective, not letting your
saboteur run you
Including all paradoxes and
dichotomies, or a sense of
being one with your own
enemies

11. Adult Development Theory
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12. EX: What Is Your
Relationship to Each Stage?
 When you see the stages in
others?
 When you see them in yourself?
 Which do you admire?
 Which do you judge?
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1. Impulsive
2. Instrumental
3. Socialized
4. Self-authoring
5. Self-transforming

13. 5 levels of
leadership
Your structure
of mind drives
your level of
leadership
2. Self-Sovereign
3. Socialized Mind
4. Self-Authoring Mind
5. Self-Transforming Mind
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14. Leadership Circle
The
Leadership
Circle
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15. The 4 Competencies
The
Leadership
Circle
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16. The Reactive Structure
The
Leadership
Circle Problem
Threat
FearReaction
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17. The Creative Structure
The
Leadership
Circle Purpose
Vision
PassionAction
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18. Reactive vs Creative
 Problem focused
 Organized to remove the
problem
 Reduce inner conflict
 Stop reacting when
conflict recedes
 Generated by beliefs and
assumptions that run on
autopilot
 Play-not-to-loose
 Outside-in
 Desire focused
 Designed for change
 Creating a vision that we
care about
 Energy is passion
 Designed for the complex
world
 Act to bring into being
what we care most about.
 Play-on-purpose
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Ellevate Webinar
Reactive Creative

19. Transition?
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What do I really want?
Conflict
Response-able
Assumptions
Perspective

20. Mature your Core Gift
The
Leadership
Circle
 Complying to Relating
= create harmony
 Controlling to Achieving
= get results
 Protecting to Awareness
= seek to know
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21. Leadership Circle
The
Leadership
Circle
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22. Reactive
The
Leadership
Circle
 Complying types: We are safe and worthy
if we are liked, accepted, or admired by
others. Relationship-based.
 Protecting types: I’m my smartness.
Position themselves as intellectually
superior while maintaining emotional
distance.
 Controlling types: I’m my achievements.
Use power to create what they want at
the expense of people.
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23. Creative
The
Leadership
Circle
 Relating: relate to others, build teams,
collaborate and develop people.
 Self-Awareness: emotional intelligence,
ongoing learning and development
 Authenticity: willingness to act with integrity
to courageously tell the truth even when it is
risky
 Systems awareness: leadership capability to
think systematically and design
organizational systems for higher
performance
 Achieving: ability to envision and get results
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24. 6 Leadership Practices
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« Find out what it is you are about, and be that » (Bennis, 1989)
Being a person of vision and leading the organization into its desired
future
Face problem #1 « I’m the problem » - Be the student of your doubts
and fears. Descend into the parts of yourself that don’t embody vision
Engage in authentic, courageous conversation. Tell the truth.
Balance reason with intuition. To lead effectively, access all kind of
information available.
Think systematically. Design systems and structure for high performance

25. Ex: Pick One Practice
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 Pick one practice
 One you reacted to
 Practice for a week
 Share it
 Talk about it
 Descent into its doubts and fears
 Listen to its message
 Then change

26. What are you?
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@SaraBigwood
LinkedIn.com/sarabigwood
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