Transcript Welcome! suffolk, NY AUG 2013 advanced program

WELCOME!
SUFFOLK, NEW YORK - AUGUST 2013
The Academy for Leadership and Development
www.chairacademy.com
OVERVIEW: DECONSTRUCTING LEADERSHIP



Explore 20th Century Models
Deconstructing Leadership
Examine 21st Century Imperatives
Emerging
Realities
Evolving Values

Review and Reflection
GET SET!

Review the leadership models that were in
place during the past 100 years.
What key attributes would you ascribe to
each of them?
 2nd Industrial Revolution (Circa 1900-)
 Digital Revolution (Circa 1950-)
 Counter Culture Revolution (Circa 1960-)
 Information Revolution (Circa 1995-)
 Globalization (Circa 2005-)
Have Fun!
 Be Safe!

GROUP
DISCUSSION
20TH CENTURY LEADERSHIP THEORIES
Theory
Era
Comments
Great Man
Theory
19th
century
Innate qualities that emerge as
needed (Lincoln, Gandhi, Caesar)
Trait
Leader centered
1940s--
Innate qualities linked to skills like self
confidence, determination, integrity,
intelligence, sociability, etc.
Skills
Leader centered
1950s--
Shift away from innate qualities to learnable
skills: technical, human, conceptual.
Style
What leaders do!
1960s-70s
Two general kinds of behaviors:
task and relationship—Leadership grid.
Situational
1970s1980s
Different situations demand different styles,
leader must adapt.
Contingency
1960s1980s
Matches leader style to setting—linked to
leader-follower relations, task, position.
Path-Goal
1970s
How leaders motivate followers to achieve goal.
Exchange
1970s
Leaders get things done through followers.
Transformational
1980s--
Inspire followers to do their best.
The Barrett Seven Styles of Leadership Consciousness
Service
Making a
Difference
Internal Cohesion
Transformation
Wisdom/Visionary
Mentor/Partner
Integrator/Inspirer
Facilitator/Influencer
Self-esteem
Manager/Organiser
Relationship
Relationship Manager
Survival
www.valuescentre.com
Crisis Director
5
Transformation Consciousness
Service
Making a
Difference
Internal Cohesion
Transformation
Facilitator/Influencer
Enabler of human interactions
Invites participation
Team member & builder
Empowers others
Promotes learning/innovation
Self-esteem
Relationship
Survival
www.valuescentre.com
6
20TH VS 21ST CENTURY LEADERSHIP
20th Century
21st Century
Local, simple hierarchy
of relationships
Global, Complex,
Independent networks
Consistent change
Accelerating rate of
change
Stable environment
Chaos and Uncertainty
Boundless growth with
little regard for
consequences
Growth, boundaries
and consequences
Internal Cohesion Consciousness
Service
Making a
Difference
Internal Cohesion
Transformation
Integrator/Inspirer
Develops employees
Creates cohesion
Positive attitude
Values-driven
Displays integrity
Emotional intelligence
Self-esteem
Relationship
Survival
www.valuescentre.com
8
Making a Difference Consciousness
Service
Making a
Difference
Internal Cohesion
Transformation
Self-esteem
Mentor/Partner
Mentor
Systems perspective
Strategic alliances
Partnerships with customers
& suppliers
Responsive member of the local
community
Relationship
Survival
www.valuescentre.com
9
Service Consciousness
Service
Making a
Difference
Internal Cohesion
Transformation
Wisdom/Visionary
Wants to be of world service
Global vision
Long-term perspective
At ease with uncertainty
Comfortable with solitude
Concern for future generations
Self-esteem
Relationship
Survival
www.valuescentre.com
10
THE END OF LEADERSHIP
“As a result of
cultural evolution
and technological
revolution, the
balance of power
between leaders
and followers has
shifted—with
leaders becoming
weaker and
followers stronger.”
Barbara Kellerman
SHIFTING SANDS
Focus of
Shift
Trends
Consequence
Power
Leaders-Followers
Men-Women
Young-Mature
Bottom up
Technology/Info
Less hero and hierarchy, more
blended, down to earth and
shared.
Often times leader least/last
informed.
Social/
Global
Leader has less
control over action,
interconnected to
valued though less
tangible results.
Greater social awareness of the
implications of what we do and
why it matters; disillusioned with
leaders focused on short-term
gains without consideration of
long term consequences.
Leadership Traditional powerParadigm
authority-control
giving way to more
collaborative model.
Develop leaders who have a
deeper understanding of
themselves, their organizations
and their communities.
LEADERS MAKE THE FUTURE
“We are in a time of
accelerating,
disruptive change.
In the VUCA world—
one characterized by
volatility, uncertainty,
complexity, and
ambiguity—traditional
skills won’t be
enough. . . . .”
Bob Johansen
MESSAGES SIGNALING THE WAY
Expect
the world to be even
more
volatile,
uncertain,
complex and
ambiguous.
Look for both
danger and opportunity.
Leaders must learn new skills.
Leader development programs
need to adapt.
EDUCATING MANAGERS FOR THE MODERN ERA
Major leadership challenges for the 21st Century can be
grouped into three categories: market forces, people issues,
and leadership competencies.
Market Forces
People Issues
Competencies
Scale and scope of
service.
Who’s on the bus?
Social
Competition
How might they be best
employed?
Technical
Funding
Requirements
What does it take to
make them effective?
Leadership
Revenues Sources
Internal/External?
Financial
Partnerships
Local/Global?
Ethical
TRANSFORMING YOUR LEADERSHIP CULTURE
“The challenges . . .
Leaders face today barely
resemble those of just 30
years ago. We must either
face up to the serious shift
in our identities or continue
to perish professionally and
organizationally at alarming
rates.”
John McGuire
and Gary Rhodes
2009
Of the 100 largest Fortune 500 companies in 1900,
only 16 are identifiable today.
The Barrett Seven Styles of Leadership Consciousness
Healthy Motivations/ Unhealthy Motivations
Wisdom/Visionary
Partner/Mentor
Service to Humanity and the Planet
Social Responsibility, Future Generations, Long-term
Perspective, Ethics, Compassion, Humility
Collaboration with Partners
Strategic Alliances, Community Involvement,
Environmental Stewardship, Coaching, Mentoring
Integrator/Inspirer
Internal Cohesion
Shared Values, Vision, Commitment, Integrity, Trust,
Passion, Creativity, Openness, Transparency
Facilitator/Influencer
Continuous Renewal and Learning
Accountability, Adaptability, Empowerment,
Teamwork, Delegation, Personal Growth
Manager/Organiser
High Performance
Systems, Processes, Company Pride, Quality, Best
Practices. Power, Status
Relationship
Manager
Relationships
Employee Recognition, Employee and Customer
Loyalty, Conflict Resolution. Manipulation, Blame
Crisis Director
Financial Stability
Profit, Compliance, Shareholder Value, Employee
Health and Safety. Control, Greed
www.valuescentre.com
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LEADERSHIP LOGIC AND CULTURES
Change Begins With YOU!
3 Leadership
Logics/Cultures
Defined as:
DependentConformer
Authority and control are held at the top. Honoring
the organization’s code takes precedence over
applied learning that may threaten the status quo.
Mistakes treated as weaknesses.
IndependentAchiever
Distributes authority and control through the ranks;
focuses on success in a challenging world and
adapting better than the competition.
Mistakes treated as opportunities to learn
Interdependent- Authority and control are shared based on strategic
competence for the whole organization; the mindCollaborator
set tends toward collaborating across boundaries.
Mistakes are embraced as a tool for
collective success.
GROUP DISCUSSION
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Form three groups.
 Designate facilitator, time keeper, recorder, reporter, etc.
Take 30 minutes to consider the future forces that will
impact post secondary education.
 Market, people, competencies.
Assess how well-prepared you
GROUP
and/or your organizations
DISCUSSION
are for the future—next 30+
years. Cultural Climate.
Identify the key issues/actions
your organization(s) should be addressing
now to better prepare for the future.
Summarize the results of your discussion to share.
MOVING FORWARD
McGuire & Rhodes
Edgar Schein
Transforming Your
Leadership
Culture
Organizational
Culture and
Leadership
Step 1-Awaken
Step 2-Unlern/
Discern
Step 3-Advance
Stage 1-Unfreeze—
Disconfirmation of
Beliefs, Values,
Artifacts, Habits
Stage 2-Adapt
Stage 3-Refreeze
Whether it’s YOU or YOUR Team/Organization—
the natural tendency is to maintain the status quo.
THREE ENDURING PRINCIPLES
Ensure
we exist!
Empower
us to
create a
better
future
Enable us
to cope
with
change
REFLECTION
Record 2-3 ideas, issues that came out of the
discussion that were most meaningful to you.
PERSONAL INVESTMENT PLAN (PIP)
Personal/Professional Investment Plan 2013-2014
Personal Object of My Desire
 Time to complete.
 Things to do.
 Why this matters to me.
Professional Object of my
Desire
 Time to complete.
 Things to do.
 Why this matters to me.
How will I know I’m done;
what does success look/feel
like?
 Journal
 Discussion with mentor/buddy.
 Objective assessment.
How will I know I’m done;
what does success look/feel
like?
 Journal
 Discussion with mentor/buddy.
 Objective assessment.