Prepared to Lead, Adaptive Leadership in an Ever Changing World
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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
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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
- 16. TONE AT THE TOP
- 17. COACHES, USING ASSESSMENTS, 360’S Source: Checkpoint360, Kestly Development
- 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
- 20. CHECKPOINT 360: 8 UNIVERSAL MANAGEMENT COMPETENCIES Leadership • Instills Trust • Provides Direction • Delegates Responsibility
- 21. LEADER DEVELOPMENT PLANS Sources:, Checkpoint360, Kestly Development
- 22. Role Characteristics, Functions Accountability Partner Friend, Supporting, Encouraging, Challenging, Accountability Checking Leader Lead, Establishing, Maintaining, Encouraging, Balancing People/Task Demands, Delivering Results, Has PAAR: Power, Accountability, Authority, Responsibility Coach Inquiry, Awareness, Assessments, Dialogue, Capability, Performance, Development, Holds Space, Layers, Support, Challenge, Impartial
- 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
- 25. * QUESTIONS 1. What? 2. So What? 3. Now What Source: Liberating Structures.com
- 26. TO LEARN MORE Email Deb • DebNystrom@REVELN.com LinkedIn www.linkedin.com/in/dnrevel/
Hinweis der Redaktion
- 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 guide VUCA 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 & expected A 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.”
- Images are subject to copyright by their owners 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? http://www.liberatingstructures.com/
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