Transcript Slide 1

Level Three
Leadership
Jim Clawson
Darden Graduate School of
Business
University of Virginia
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What are the biggest
challenges you face today?
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© James G. Clawson
Levels of … CHALLENGES & LEADING
SOCIETAL
ORGANIZATIONAL
WORK GROUP
INDIVIDUAL
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© James G. Clawson
People learn best and most deeply when …
1.
2.
3.
4.
5.
6.
7.
4
8. They believe that their work will be
They try to answer questions or solve
considered fairly and honestly;
problems they find interesting, intriguing,
important, or beautiful;
9. They believe that their work will
matter;
They can try, fail, receive feedback, and
try again before anyone makes a judgment 10. They believe that intelligence and
of their work;
abilities are expandable, that if they
work hard, they will get better at it;
They can work collaboratively with other
learners struggling with the same
11. They believe other people have faith
problems;
in their ability to learn;
They face repeated challenges to their
12. They believe that they can learn.
existing fundamental paradigms;
They care that their existing paradigms do
not work;
They can get support (emotional, physical,
Source: The Research Academy for University
and intellectual) when they need it;
Learning at Montclair State University –
They feel in control of their own learning, Montclair, New Jersey
not manipulated;
Developed by James Clawson
Leadership means …
LEADing
STRATEGic
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© James G. Clawson
CHANGE
Key Leadership Initiatives
Developing
Influence
OTHERS
LEADER
Designing
Organizations
RELATIONSHIPS
Creating
Quality HR
bonds
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© James G. Clawson
ORGANIZATION
Strategic Thinking
STRATEGY
Managing Change
Key Leadership Questions
3. Can you
“sell” your
story?
1. Who are
you?
2. What’s
Your
“story?”
LEADER
Developing
Influence
OTHERS
(traits)
Strategic Thinking
Designing
Organizations
(priorities)
(employees)
4. Does your
organization
help or hinder?
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STRATEGY
ORGANIZATION
(design)
5. Can you
lead change
to keep up?
Elements in Effective Leadership:
Who are You? Creating Self Awareness
ENVIRONMENT
SELF
RESULTS
OTHERS
TASK
ORGANIZATION
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Balanced Scorecard
Financial
Customer
Operations
Learning & Growth
Does experience lead to wisdom?
“Most people do not accumulate a body of experience.
Most people go through life under-going a series of
happenings which pass through their systems
undigested. Happenings become experiences when
they are digested, when they are reflected on, related
to general patterns, and synthesized.”
Saul Alinsky, Rules for Radicals, quoted by Henry Mintzberg in “The Five Minds of a
Manager” HBR 11/03
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Levels of Human Activity
HABITUAL?
1. Visible Behavior
2. Conscious Thought
3. VABEs (values, assumptions, beliefs, and
expectations)
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© James G. Clawson
75%
85%
95+%
Leadership is not about title.
What’s your (habitual) Point of View?
POV
Things they say…
Follower’s Point of View?
Bureaucratic Point of View?
Leader’s Point of View?
Your point of view doesn’t depend on your title…
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© James G. Clawson
The Leadership Point of View
1. Do you SEE what needs to be done?
2. Do you UNDERSTAND ALL of the
forces at play?
3. Do you have the COURAGE TO
ACT to make things better?
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The Formative Years …
Transcender?
GENES
GENES ADD
ADHD
BPD
OCD
Etc.
Key Questions
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1.
When I’m cold…
2.
When I’m hungry…
3.
When I’m wet…
4. When I’m alone and afraid…
© James G. Clawson
K, L, A
IN
Locus of Control
EX
VABEs
MEMES
Generation to
Generation
Two key legacies
Newborn
Choice Theory (Glasser)
1. IKWRFY
2. IHARTTYWRFY
3. IHARTPYIYDDWRFY
The Number One Question in Life
Will you ever be anything
more than a vessel
transmitting the genes
and memes (VABEs) of
previous generations on
to the next?
When you’re no longer a
defenseless child, will you
become a transcender?
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VABE based Behavior: The missing variable
L3: VABEs
EVENTS
L2: CONCLUSIONS
L1: BEHAVIOR
FEELINGS
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Beware your Blind Spots!
Enhancing Self Awareness
OTHERS
SEE
SEE
PUBLIC
SELF
NOT SEE
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BLIND
SPOTS
NOT SEE
PRIVATE
A Personal Developmental Balance Wheel
Social
10
Physical
8
Parental
Intellectual
6
World
Class
4
Marital
2
Spiritual
0
Familial
Material
Professional
Political
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Emotional
© James G. Clawson
Financial
A Personal Developmental Balance Wheel
Social
Physical
Parental
Intellectual
Marital
Spiritual
0
2
Familial
Material
4
6
8
Political
Emotional
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© James G. Clawson
Professional
10
Financial
A Personal Developmental Balance Wheel
Social
Physical
Parental
Intellectual
Marital
Spiritual
0
2
Familial
Material
4
6
8
Political
Emotional
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Professional
10
Financial
The dangerous “outside-in”
nature of corporate goals.
100%
Assertiveness
OUTSIDE
50%
INSIDE
0%
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FEAR OF
REJECTION
Are you
leading
your own
life or living
outside-in?
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Summer 2009
© James G. Clawson
Is leading self about managing time?
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Leadership is about
managing energy,
first in yourself
and then in others.
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What happens when one crosses the
divide between choice and obligation?
CHOICE
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Energy?
Productivity?
Creativity?
Innovation
Engagement?
Commitment?
Buy-In?
OBLIGATION
The obligatory commute …
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Managing Energy
Energizers
Drainers

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
How do you want to feel?
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FLOW
Time warps (slow or fast)
Lose sense of self
Intense focus
Perform at highest level
Seems effortless (flow)
Internally satisfying
Regain larger sense of self
Adapted from FLOW by Mihalyi Csikszentmihalyi
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Does how you feel
affect your performance?
 How many times have you been asked by supervision at
work how you want to feel?
 How do you WANT to feel?
 The pervasive management assumption:
PWD WTHTD ROHTF
 This is a formula for mediocrity.
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NEWBURG’S CAREER SAMPLES
World Class Athletes
Touring Musicians
Heart Surgeons
Extraordinary Executives
Warriors/Naval Aviators
550 World Class Performers
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The Resonance Model
dream
revisit
your
dream
preparation
obstacles
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Doug Newburg, PhD
Examples of Feel …
 Easy speed (Jeff Rouse)
 Playing to win at the highest level





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(Dawn Staley)
Out of my chest
Being at one with my
surroundings
Peaceful, satisfied, alive
Buoyant, connected mastery
Light, unhurried, and engaged.
Focusing on Feel to Perform
Dave Scott
49, Six-time Ironman Hawaii Champion
“During a race, I never wear a wristwatch, and
my bike doesn’t have a speedometer. They’re
distractions.
All I work on is finding a rhythm that feels
strong and sticking to it.”
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© James G. Clawson
Outside, 9/03, p. 122
Be careful of the
“achievement orientation”
Energy
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Other dangers of the
achievement orientation:
1. Winning at any cost
2. Making the numbers is #1
3. Emerging hollowness
4. Character and ethical
implications
What’s the difference between
“work” and a “job?”
“I stopped
loving golf at
exactly the
time I decided
to turn pro.”
- Tom Weiskopf , Golf,
July 2004, p. 133
People pay me a lot of
money to go away from
my family, stay in cheap
motels, ride on the bus
all night, and eat rubber
chicken. But when the
curtain goes up and the
light on the camera
goes on, THAT I do for
free.
- Grammy winning musician
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Typical Reaction to Obstacles:
Getting stuck in the “Duty” Cycle
dream
preparation
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s
obstacles
s
What is “success?”
 Money?
 Fame?
 Power?
 “afterward, you want to do it again.”
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How do you approach your work?
dream
revisit
your
dream
Preparation/work
obligation
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Resonance is a question of
harmony between inside and outside
“I think that what we’re seeking is an
experience of being alive, so that our life
experiences on the purely physical plane
will have resonance with our innermost
being and reality, so that we actually feel
the rapture of being alive.”
- Joseph Campbell, The Power of Myth, 1988
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The Pursuit of Excellence
"Excellence is attained by those
who care more than others think is wise,
who risk more than others think is safe,
who dream more than others think is
practical.“
Bud Greenspan
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Five Key Questions
1. How do I want
to feel today?
5. What
are you
willing to
work for?
4. How can I
2. What does it take
get it back? RESONANCE to get that feeling?
3. What keeps me
from that feeling?
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THE PURPOSE OF LIFE
 Find Your Resonance
 Invest in Your Resonance
 Enjoy Your Resonance
 Help Others Find Their Resonance
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© James G. Clawson
If you want
more on the
FEEL PERFORMANCE
relationship …
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© James G. Clawson
Elements in Effective Leadership:
Strategic Thinking, Creating Your Story
ENVIRONMENT
SELF
RESULTS
OTHERS
TASK
ORGANIZATION
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© James G. Clawson
Balanced Scorecard
Financial
Customer
Operations
Learning & growth
Defining Growth Trajectories
C
Response
NEEDS
D
A
$XB
Global
B
Push Past
Your
Share
Existing
New
CUSTOMERS
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Charan and Tichy
Porter’s Five Forces Model
NEW
ENTRANTS
SUPPLIERS
INDUSTRY
COMPETITORS
SUBSTITUTES
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BUYERS
GENERAL VALUE CHAIN
Raw
Transport
Materials
Processing
Forming
What’s your value chain?
What are the margins in each link?
Where are your competitive strengths?
Where is your strategic intent?
Service
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Sales
Assembly
Distribution
Balanced Scorecard
 Profitability (FINANCES)
 Customer Satisfaction (MARKETING)
 Core Capabilities to Deliver Satisfaction
(OPERATIONS)
 Intangible Assets to Build Capabilities (HC,
SC, OC)
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The Balanced Scorecard Framework
FINANCIAL PERSPECTIVE
Long Term
Shareholder
Value
Productivity
Revenue Growth
CUSTOMER PERSPECTIVE
Relationship
Product/Service Attributes
Function
Time
Quality
Price
Partnership
Image
Brand
INTERNAL PROCESS PERSPECTIVE
Manage
Operations
Manage
Innovation
Manage
Customers
Manage Regulatory &
Social Processes
LEARNING AND GROWTH PERSPECTIVE
Human
Capital
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+
Social
Capital
+
Organization
and IT Capital
Adapted from Strategy Maps, Kaplan & Norton, HBSP, 2004
Problems:
The Source of Change
“…the starting point of any effective change effort is a clearly
defined business problem.”
Beer, Eisenstadt, Spector—Why change programs don’t produce change. HBR
What problems do you SEE?
What kind of problem is strong enough to motivate you to
initiate change?
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The Structure of Problems:
Want-Got Gaps
1. Stakeholder
2.WANT
3. GOT
Gap?
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The Problem with
Problem Solving: OSCILLATION
 Recognizing the problem leads to action to solve the problem
  Leads to less intensity of the problem
  Leads to less action to solve the problem
  Leads to the problem remaining
 False sense of security: you know just what you are supposed to
do: find and solve problems. If you didn’t have problems, what
would you think about? How would you spend your time?
 What drives the action is the intensity of the problem 
REACTIVE OSCILLATION.
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© James G. Clawson
Structural Conflict leads to Oscillation
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TENSION
RESOLUTION
Hunger
Eat
Overweight
Diet
© James G. Clawson
Oscillation drains energy
Centralize
Customer
Organization
Grow
Acquire
Diversify
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Decentralize
Geography
Organization
Contract
Organic Sales
Stick to Knitting
“Problems” are Insolvable
“All of the greatest and most important problems of life are
fundamentally insoluble…they can never be solved, but only
outgrown. This “out growth” proved on further investigation
to require a new level of consciousness. One higher or wider
interest appeared on the patient’s horizon, and through this
broadening of his or her outlook, the insoluble problem lost
its urgency. It was not solved logically in its own terms, but
faded when confronted with a new and stronger life urge.”
-- Carl Jung
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The Path of Least
Resistance
Robert Fritz
1984, 1989
Random House
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Fritz’s Alternative:
Orient to the Creative Process
1. Describe accurately where you are
(Collins’ “confront the brutal facts”)
2. Make a vision of what you want to create with your life/work.
Make sure it’s something you want so bad, you are magnetically
attracted to it.
3.
4.
What do
Formally choose the result you want.
you want
to create?
Move on (if you really want it, you will naturally ‘flow’
in that
direction.)
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© James G. Clawson
Elements in Effective Leadership:
Selling Your Story
ENVIRONMENT
SELF
RESULTS
OTHERS
TASK
ORGANIZATION
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© James G. Clawson
Balanced Scorecard
Financial
Customer
Operations
Learning & growth
Levels of BUY-IN
1. Passion (“What you ask is the #1 thing in my life.”)
2. Engagement (“I want to do what you ask.”)
3. Agreement (“I will do what you ask.”)
4. Compliance (“Okay” but where are the loopholes?)
5. Apathy (“I just don’t care.”)
6. Passive Resistance (“Oops.”)
7. Active Resistance (“No way in hell.”)
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Levels of Influence
1. VISIBLE BEHAVIOR
2. CONSCIOUS THOUGHT
3. VABEs (Values Assumptions Beliefs and
Expectations about the way the world is or should be)
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Level One Techniques
• Force
• Intimidation
• Coercion
• Manipulation
• Deceit
• Incentives
• Rewards
• Punishments
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“The more significant problem
is precisely that the effects of
rewards do last, but these
effects are the opposite of what
we were hoping to produce.
What rewards do, and what they
do with devastating
effectiveness, is smother
people’s enthusiasm for
activities they might otherwise
enjoy.”
Alfie Kohn, Punished by Rewards, p. 74
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Level Two Techniques
• Data
• Logic
• Analysis
• Reason
• Evidence
• Charts
• Printouts
• Quoting gurus
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Level Three Techniques
• Vision
• Inclusion
• Stories/Anecdotes
• Music
• Honesty
• Authenticity
• Caring
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Leadership Technique and Consequence
BUY-IN
1. Level One Techniques:
Pay, rewards, punishments, threats, coercion,
intimidation
2. Level Two Techniques:
logic, data, evidence, reason, statistics, charts, analysis
3. Level Three Techniques:
vision, purpose, values, stories, music, symbols, strategy,
TPOV
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© James G. Clawson
1. Passion
2. Engagement
3. Agreement
4. Compliance
5. Apathy
6. Passive Resistance
7. Active Resistance
The Language of Leadership: tiny tips
 Replace your “buts” with “ands.”
 Speak in the first, not second, person.
 Don’t disguise your opinions as questions.
(creates defensiveness)
 Make invitations rather than giving orders.
(allows choice)
 Pay attention to the “buy-in” level below the
surface.
…
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Elements in Effective Leadership:
Designing Effective Organizations
ENVIRONMENT
SELF
RESULTS
OTHERS
TASK
ORGANIZATION
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© James G. Clawson
Balanced Scorecard
Financial
Customer
Operations
Learning & Growth
Leaders have only an
Indirect Influence on Outcomes
Background
Factors
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Leadership
VABEs
© James G. Clawson
CULTURE
Design
DESIGN
+
DECISIONS
People
Results
Financials
Customers
Efficiency
Learning
CULTURE EATS STRATEGY
FOR BREAKFAST!
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Elements in Effective Leadership:
Leading Change
ENVIRONMENT
SELF
RESULTS
OTHERS
TASK
ORGANIZATION
Balanced Scorecard
Financial
Customer
Operations
Learning & Growth
LEADING CHANGE
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We live in a world of
dramatic and on-going change…
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“Ten short years.... the one thing that we
have done consistently is to change .... It
may seem easier for our life to remain
constant, but change, really, is the only
constant. We cannot stop it and we
cannot escape it. We can let it destroy us
or we can embrace it.
We must embrace it.”
Michael Eisner
Disney 1994 Annual Report
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Population Growth
World Population in Billions
6.0
Bio & Energy
Revolution?
5.5
5.0
Medical &
Information
Revolution
Industrial
Revolution
4.5
4.0
3.5
3.0
2.5
The
Plague
2.0
1.5
1.0
0.5
2000
500
400
300
200
100
A.D.
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
1950
Source: US Census Bureau, Population Reference Bureau, adapted from Breathing Space, by Jeff Davidson
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What will it take
to
deal with /
lead in
turbulent times
like these?
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© James G. Clawson
Can you change anything in the world
“out there” without changing yourself
first?
Society
Organization
Team
Self
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Change and Learning
In a world of change, learners will
inherit the earth, while the learned
shall find themselves perfectly suited
for a world that no longer exists.
Eric Hoffer, Ordeal of Change
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Models of Change









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(L3L 4e, Ch. 24, p. 339)
Kurt Lewin
Michael Beer
John Kotter
Tim Gallwey
MIT Model
Elizabeth Kubler-Ross
James O. Prochaska
Peter Senge
Jim Clawson
(+16)
Kurt Lewin
 Unfreeze
 Retrain
 Refreeze
RETRAIN
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Beer’s Leading Change
Cp =
D
x
M x
P
>
Cp
= Probability of Change
D
= Dissatisfaction with Status Quo
M
= Clear Model or Vision of the Future
P
= Clear Process for Managing the Change
C
= Cost of Making the Change
C
from Leading Change, Michael Beer, HCS
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Kotter’s 8 Errors
in Leading Change
Allowing complacency
Failing to create a guiding coalition
Underestimating the power of vision
Under-communicating the vision by 10, 100, or 1000
Allowing Obstacles to block the vision
Failing to create short-term wins
Declaring victory too soon
Neglecting to anchor changes in culture
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From Leading Change, John Kotter, HBS Press, 1996.
Kotter’s Eight Stage Process for
Creating Transformation
Establish a sense of urgency
Create a guiding coalition
Develop strong vision and strategy
Over communicate the vision and strategy
Redesign to encourage broad-based action
Generate short-term wins
Consolidate gains in redesign and HR
Anchor changes in the culture
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Adapted from Leading Change, John Kotter, HBS Press, 1996
Inner Game of Change
Self 1 (Shoulds) and Self 2 (Inner Self)
 Select the right measures
 Focus attention and see what
happens
 Listen to Self 2
Adapted from Tim Gallwey, Inner Game of Work
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Nevis’ MIT Phases of Change
Complacency/ Turbulence / Resistance / Small Wins / Consolidation / New Baseline
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Susan Campbell’s
Stages of Change
Feeling Unsettled: Something isn’t right.
Denial: It’s not that bad.
Facing the Present: I see things as they are.
Letting Go: The past isn’t working; the future is
unclear.
Envisioning: I know what I want.
Exploring new Options: Maybe I can do it.
Committing to Action: I can do it.
Integrating the Change: I am doing it.
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Adapted from From Chaos to Confidence, Susan Campbell, Simon & Schuster, New York, 1995
© James G. Clawson
Change as Dying a Little Death
Elizabeth Kuebler-Ross
Emotional Pendulum of Change
Disconfirming
Data
DENIAL
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Denying
the
Message
Denying
the
Messenger
DENIAL
Denying One’s
Ability to Do
Anything
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Denying the
Relevance of
the Message
Emotional Pendulum of Change
Disconfirming
Data
DENIAL
ANGER
BARGAINING
DESPAIR
EXPERIMENTATION
HOPE
INTEGRATION
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Prochaska’s Spiral of Change
Stage
Pre-Contemplation
Unaware of the problem much less
the solution
Contemplation
I want to stop feeling/doing this.
Preparation
Action
Maintenance
Termination
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Key Activity
© James G. Clawson
I will do something very soon.
I am doing something about this.
Careful attention to maintaining
the change and not recycling
Temptation and threat have
disappeared.
Prochaska’s Spiral of Change
Recycling is likely for as many as 85%.
6.
Termination
5.
MAINTENANCE
4.
ACTION
3.
Preparation
2.
Contemplation
1. PreContemplation
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Senge’s Model of Change
Most
Change
Agents
Stay
BELOW
the Line
FUTURE
What do we need
to do tomorrow?
Who do we need
to partner with?
INTERNAL
EXTERNAL
Do Alone
Need to collaborate
What are we
doing today?
Who do we partner
with today?
TODAY
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The Necessary Revolution, Peter Senge, 2008
Senge’s Model of Change
 Not from the top, from the





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bottom or middle, anywhere
Organize in groups and teams not
individuals
Only need a few, e.g. 10 out of 8
Start people thinking, give them
new insights
Find stories to tell about value
creation that we can’t escape
Spend three years “hanging out”
talking with people
© James G. Clawson
 Network more, meet more people






who are knowledgeable
Spread it slowly (like zoysia grass)
Listen and hear it from your peers
Success depends on the richness of
your networks
Create visual images for people
(they stick)
Be consistent
Remember executives can screw it
up
Problem Leadership
LEADERSHIP ACTIVITY
Questions
Answers
Problem Solving
Old
New
Problem Finding
New
Old
Problem Creating
New
New
Adapted from Pathfinding by Harold Leavitt, 1995
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CLAWSON’S GENERAL CHANGE
PROCESS
(4e, p 344)
L
NEW
BASELINE
CONFIRMATION
L
L
L
EXPERIMENT
NEW DATA
SEARCH
FOR
ALTERNATIVES
L
DISCONFIRMING
L
L
ENTHUSIASM
ENGAGEMENT
LEARNING
L
CURRENT
COMFORT
ZONE
93
HURT
or
PAIN
L
ENCOUNTER
NEW DATA
© James G. Clawson
DisconCONFIRMING
firming
DATA
Data
L
DENY
DISTORT
DISCOUNT
IGNORE
BASELINE
BEHAVIOR
Clawson Sequentially
 Help people get out of their comfort zones (habits)
 Be willing to deliver disconfirming data
 Identify and collaborate with like-minded groups
 Be willing to help people through pain and denial
 Help people identify alternative approaches (creativity, innovation)
 Help people plan their experiments (active coaching)
 Help interpret results data from experiments (encouragement)
 Reward and reinforce successes (encouragement)
 Be relentless in reinforcement
 Behave consistently all the time
94
(c) James G Clawson
Is it ETHICAL to muck around at
Level Three?
95
© James G. Clawson
The Ethical Foundation of
Extraordinary Leadership
Subpar
1’s
Ordinary
Extraordinary
Good Enough
2’s
3’s
4’s
How do you shift this distribution?
96
© James G. Clawson
5’s
Traditional Leadership Technique
 Planning
 Organizing
 Motivating
 Controlling
 Goal Setting
 Performance Reviews
 Reward Systems and Incentives …
97
© James G. Clawson
The Ethical Foundation of
Extraordinary Leadership
Subpar
Ordinary
Good Enough
1’s
2’s
0
0
0
3’s
© James G. Clawson
4’s
Truth Telling
Promise Keeping
Fairness
0 Respect for the
98
Extraordinary
5’s
10
10
Olympic
10 Gold
Individual 10 Medal
Rich Teerlink, CEO Harley Davidson
Six Steps
to Effective Leadership
1.
2.
3.
4.
5.
6.
99
Clarifying your center
Clarifying what's possible
Clarifying what others can contribute
Supporting others so they can contribute
Being relentless
Measuring and celebrating progress
© James G. Clawson
Elements in Effective Leadership
ENVIRONMENT
SELF
RESULTS
OTHERS
TASK
ORGANIZATION
100
© James G. Clawson
Balanced Scorecard
Financial
Customer
Operations
Learning & growth
Power
is the
ability to get
others to do
what you want
them to do.
(outside-in)
101
© James G. Clawson
Leadership
1.
The ability to influence others, and
2.
The willingness to influence others
3.
So that they respond voluntarily. (inside-out)
102
© James G. Clawson
LEADERSHIP POINT OF VIEW
1. Do you SEE what needs to be done?
2. Do you UNDERSTAND the
situation thoroughly?
3. Do you have the COURAGE TO
ACT to make it better?
103
© James G. Clawson
Leadership is, as you know, not a position but
a job. It’s hard and exciting and good work.
It’s also a serious meddling in other people’s
lives. One examines leadership beginning
not with techniques but rather with premises,
not with tools but with beliefs, and not with
systems but with understandings. This I truly
believe.
Max DePree, Leadership Jazz, p. 7
104
© James G. Clawson
You are always teaching.
Every encounter between a superior and a subordinate involves
learning of some kind for the subordinate. (It should involve
learning for the superior, too, but that is another matter.) When
the boss gives an order, asks for a job to be done, reprimands,
praises, conducts an appraisal interview, deals with a mistake,
holds a staff meeting, works with his subordinates in solving a
problem, gives a salary increase, discusses a possible promotion,
or takes any other action with subordinates, he is teaching them
something. The attitudes, the habits, the expectations of the
subordinate will be either reinforced or modified to some degree
as a result of every encounter with the boss. . .The day-by-day
experience of the job is so much more powerful that it tends to
overshadow what the individual may learn in other settings.
105
© James G. Clawson
The Human Side of Enterprise pp. 199-200
Will you (not can you) change?
 Will you ever become anything more than
a vessel transmitting the memes and genes
of previous generations on to the next?
 Will you rise above (transcend) your
legacies and lead others to do the same? If
not, …
106
© James G. Clawson
Importance of Learning
The only real
source of
competitive
advantage may
be the capacity
to learn.
Arie de Geus, The Living
Company
107
(c) James G. Clawson
AN INVITATION / CHALLENGE
108
© James G. Clawson
109
© James Clawson, 2009