Transcript Slide 1

Purposeful Leadership – Module 3
Balancing Structure and Freedom (:75)
On headset with working mic
No headset, using chat box
Purposeful Leadership
Leadership
and Personal
Accountability
Emotional
Intelligence
Balancing
Structure
and Freedom
Leading
Change
Coaching
Opportunities
Hard
Conversations
They build on each other, AND
they stand alone
2
The Leader’s Dilemma
To provide
structure and
focus
To allow
maximum
freedom
3
Learning Objectives
• Identify the different ways to engage teams
and the tradeoffs to each approach
• Identify how one organization attempted to
balance providing structure and freedom
4
Agenda
Who’s here and where are we going? (:10)
6 Ways to lead
•
•
Breakout (:10)
Main room discussion (:10)
Min specs
•
•
Model (:10)
Example (:05)
Andy’s dilemma
•
•
Breakout (:10)
Main room discussion (:10)
Summary (:10)
5
6
Writing on whiteboard in breakout rooms
Breakout Discussion
1.
In your breakout group, …..
2.
Read the quote and …..
3.
Summarize your thoughts using …..
Once you are in your breakout room
and the instructions slide is pushed out,
you will see a menu like above
where you can navigate to a blank
page and enter group discussion
Notes. Use this same menu to go back
and forth between the instructions slide
and your “notes” page.
7
Writing on whiteboard in breakout rooms
1.
In your breakout group, …..
2.
Read the quote and …..
3.
Summarize your thoughts using …..
Click on the drop down
menu then pick the
blank page you want
to go to jot down
thoughts/notes.
8
Ways to Lead/Influence
Approach
Pro’s
Authority
Speed
Expertise
Charisma/
Personality
Barter
Relationship
w/w
Vision/Idea
w/w/w
Speed
Confidence
Speed
Fun/Energy
They show up
(minimum effort)
Follow thru;
No stress/wasted energy
Follow thru, commitment
over time; sustainability
Con’s
Compliance at best
Over time resistance
May be wrong; No
alternatives examined;
Over time arrogance
“Empty suit”; in and out
groups; may be wrong
Overused, can be insulting
Takes time to build;
Requires give and take
Takes more time; values
will be tested; baggage
9
Ways to Lead/Influence
Approach
Pro’s
Authority
Speed
Expertise
Charisma/
Personality
Barter
Relationship
w/w
Vision/Idea
w/w/w
Con’s
Compliance at best
Over time resistance
May be wrong; No
Go fast to
go slow
“Empty suit”; in and out
Speed
alternatives
examined;
slow
Confidence Go fast, to go Over
time arrogance
Speed
Fun/Energy
They show up
(minimum effort)
groups; may be wrong
Overused, can be insulting
Takes time to build;
Follow thru;
give and take
No stress/wasted Go
energy
fast, to goRequires
slow
Follow thru, commitment Takes more time; values
over time; sustainability will be tested; baggage
Go slow to
go fast
10
Breakout Discussion
In reviewing the 6 Ways to Lead video, what did
you notice about the approaches you use when
engaging the teams you lead? What questions /
observations / insights did this video create for
you?
Take :10 to discuss and capture your thoughts
on the whiteboard page in your breakout room
Have someone ready to summarize when we
come back to the main room
11
“Min Specs”
“The few critical boundaries,
guidelines, rules, requirements people
must stay within as they work together
to live out their purpose.”
12
Engaging Others
1
?
?
?
2
?
?
3
?
Leaders
Clarify/Offer
Leader
driven
Leader and team
discuss real
boundaries/
requirements/
constraints
Team selforganizes
Team
driven
13
Engaging Others
1
What?
Why?
When?
2
Where?
Who?
3
How?
?
?
?
?
?
?
Leaders
Clarify/Offer
Leader
driven
Leader and team
discuss real
boundaries/
requirements/
constraints
Team selforganizes
Team
driven
14
Engaging Others
1
What?
Why?
When?
2
Where?
Who?
3
How?
?
?
?
?
?
?
Leaders
Clarify/Offer
Leader
driven
Leader and team
discuss real
boundaries/
requirements/
constraints
Team selforganizes
Team
driven
15
3 Key Team Behaviors/
Agreements
Being candid and loyal to the absent I avoid gossiping
(e.g., I don’t bad mouth someone “not in the room” and I
encourage others to refrain likewise.) I don’t deliver messages
For others and if I have a beef with someone, I talk to them directly.
Team before personal: I put the team/organization’s goals
before my own. If someone has an idea that’s working better
than my own, I offer my time, budget, resources to help them
succeed.
Transparency: I am completely open in sharing my thinking
and information I have at any given moment. If I disagree, I
bring it up in the meeting vs. in the hall, and I do it agreeably.
I model the behavior of “If I have more information than you,
I am obligated to share it. If it seems you have more than
me, I am obligated to ask.”
1 2 3 4
1 2 3 4
1 2 3 4
16
“Want to know our secret? In 1998 we
put into place one simple spiritual principle.
We call it the 24 hour rule. If I have a
problem with you, I promise to go to you to
‘face it, solve it and forget it.’ We do not
talk about people behind their backs.
That’s our solemn agreement.”
Former female VP at Redken, reflecting on what
helped them turn around their business
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Girl Scout Min Specs?
•
Girl-Led
•
Learn By Doing
•
Cooperative Learning
18
Use “Min Specs” to
organize efforts
Hunterdon Hospital – Community Service
Work
•
Up to ½ day/week – something you care
deeply about
•
Cannot do anything illegal
•
Take funds on your own, just post for others
to see
19
Can you think of processes, procedures/programs
at your location that a “min specs” approach might
be a better way to go?
20
Breakout Discussion
In the Andy’s Dilemma story, we see how a
leader chose to engage his people and how
they designed their organization to tackle the
issue of “balancing structure with freedom”.
What did you find interesting in this story?
Take :10 to discuss, and if you wish, take
notes on your whiteboard. Assign someone
to summarize in the main room.
21
Suggestions…
1) Remember to be firm and clear about the “What”
and “Why” and where you can be flexible is
around the “How”
2) When offering a bold vision to a group, know that
it will scare some, and be empathetic to that, but
don’t compromise to try and make it
“comfortable” for everyone.
3) Use the Engaging Others model on slide 15 to
help you remember to provide a “why” and stay
out of the “how”.
22
Closing thought…
“In my 30 years of consulting, I have yet to
see an organization client-system that was
not overmanaged”
~ Jack Gibb
23
Questions?
Comments?
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