Transcript Module I: Foundations of Leadership

Module I:
Foundations of
Leadership
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Module I Training
Competencies
1. Able to describe leadership behavior as a middle manager in
child welfare.
2. Able to apply the components and dynamics of the Child
Welfare Leadership Model to the work of a child welfare
manager.
3. Able to assess one’s own strengths and challenges and
model authentic behavior as a leader.
4. Able to describe adaptive leadership behavior as a middle
manager.
5. Able to demonstrate a commitment to continuous learning by
applying leadership skills to the implementation of a change
initiative.
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NCWWI
Leadership
Model
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Surviving
Permanent
Whitewater
Leading in Child Welfare
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Defining “Middle Managers”
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Key Leadership Tasks
 Do things right
 Do the right things
 Do the right things right
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Leadership and
Management
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Multiple Skills and
Functions of a Leader
Managing
AND
Leading
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Our View of the World
 The linear view of the world doesn’t
capture reality
 The whole is greater than the sum of the
parts
 The world is a complex, never-still,
always-weaving tapestry.
(Based on Wheatley, 1999)
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NCWWI
Leadership
Model
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Applying the Leadership Model
Quadrants to the Group Change
Initiative
Quadrant: Leading Change
 Refers to the leader’s role of setting high standards,
seeing the big picture, understanding its impact on the
day-to-day work of child welfare staff, and anticipating
the impact of contextual factors, economic trends, and
political changes.
Competencies for Leading Change are:
• Creativity & Innovation
• Vision
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NCWWI
Leadership
Model
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Leadership Pillars
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Application to Group
Change Initiative
Leadership Principles:
 Adaptive
 Collaborative
 Distributive
 Inclusive
 Outcome Focused
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Applying the Quadrants to
My Change Initiative
The Four Quadrants:
 Leading Change
 Leading in Context
 Leading People
 Leading for Results
Handout 1.5
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Leadership Development:
Inner and Outer Journey
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 We can’t ignore
problems—we
just need to
approach them
from the other
side.
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Key Findings from the
Gallup Research
The most effective leaders:
 Always invest in strengths
 Surround themselves with the
right people and then maximize
their team
 Understand their team’s needs
(Rath & Conchie, 2008)
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The Path to Great
Leadership
“The path to great
leadership starts with
a deep understanding
of the strengths you
bring to the table."
(Rath & Conchie, 2008)
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Four Domains of
Strength
Influencing
Relationship Building
Strategic Thinking
Executing
(Rath & Conchie, 2008)
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Strategic Thinking
 Leaders with
dominant strength
in Strategic
Thinking keep the
group focused on
what could be.
(Rath & Conchie, 2008)
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Influencing
 Leaders with
dominant strength
in Influencing help
their people reach
a broader
audience.
(Rath & Conchie, 2008)
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Relationship Building

Leaders with dominant strength in Relationship
Building hold a team together.
(Rath & Conchie, 2008)
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Executing
 Leaders with dominant strength
in Executing know how to make
things happen.
(Rath & Conchie, 2008)
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Questions for
“Strengths” Groups
 Introduce yourself and list your strengths within
the domain.
 Using the first strength listed within the domain
on your results, explain how you see yourself
using this strength in your role.
 Prepare to give two contrasting examples to the
large group when we reconvene and come to
your “domain.”
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Influencing
Activator
Command
Woo
Significance
Influencing
Self-Assurance
Communication
Competition
Maximizer
(Rath & Conchie, 2008)
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Executing
Achiever
Arranger
Restorative
Belief
Responsibility
Executing
Consistency
Focus
Discipline
Deliberative
(Rath & Conchie, 2008)
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Relationship Building
Adaptability
Developer
Relator
Connectedness
Positivity
Relationship
Building
Individualization
Empathy
Includer
Harmony
(Rath & Conchie, 2008)
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Strategic Thinking
Analytical
Strategic
Learner
Context
Strategic
Thinking
Intellection
Futuristic
Ideation
Input
(Rath & Conchie, 2008)
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New Yorker Cartoon
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Gallup Poll Questions
 What leader has had the most positive
influence in your daily life?
 List three words that best describe what
this person contributes to your life.
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Four Basic Needs of
Followers
Trust
Compassion
Hope
Stability
(Rath & Conchie, 2008)
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Trust
Honesty
Trust
Respect
Integrity
(Rath & Conchie, 2008)
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Compassion
Caring
Love
Compassion
Friendship
Happiness
(Rath & Conchie, 2008)
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Stability
Security
Peace
Stability
Strength
Support
(Rath & Conchie, 2008)
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Hope
Direction
Hope
Guidance
Faith
(Rath & Conchie, 2008)
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Maximizing Team Contributions
Through Strengths
TRUST
COMPASSION
Tasks: Engage
community, convene
stakeholder
workgroups, public
speaking, prepare
reports to reach
others
Reach a Broader
Audience
Hold a Team
Together
INFLUENCING ©
RELATIONSHIPBUILDING ©
Tasks: lead
visioning, identify
future goals and link
current work to their
work, scan
environment, link
initiative to agency
and community
goals.
STRATEGIC
THINKING ©
EXECUTING ©
Focus on “What
Could Be”
Make Things
Happen
HOPE
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Tasks: Morale, guide
planning, move
process through
tough times, resolve
unanticipated
consequences
Tasks: Map out
steps for
benchmarks, identify
how to make and
assess progress,
break down barriers
STABILITY
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Using Your Strengths
1. Describe a time in your organization that
you consider a high point experience, a time
when you were most engaged and felt alive
and vibrant.
2. What strengths were you using and how
were you using these strengths?
Handout 1:8 Worksheet: Using Your Strengths
40
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Custom Team Distribution
Chart
(Rath & Conchie, 2008)
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The Task of Organizational
Leadership…..
…Is to create an alignment of strengths in
ways that make a system’s weaknesses
irrelevant.
~Peter Drucker
As quoted by Cooperrider & Whitney, 2005
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We must become the
change we want to see.
~Mahatma Gandhi
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Technical and
Adaptive Work
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Technical Work




Perspectives are aligned
Definition of the problem is clear
Solution and implementation are clear
Primary locus of responsibility for
organizing the work is the leader
(Heifetz, Grashow, & Linsky, 2009)
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Adaptive Work
 Legitimate, yet competing,
perspectives emerge
 Definition of the problem is unclear
 Solution and implementation are
unclear and require learning
 Primary locus of responsibility is not
the leader
(Heifetz, Grashow, & Linsky, 2009)
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Adaptive Challenges
 Requires new behaviors, knowledge,
action, or a new way of thinking that is not
in the current expertise.
 There is disagreement about how to solve
the problem.
 Problems are solved through a collective
process.
 Involves refashioning loyalties, loss of
competence, and loss of equilibrium.
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Differentiating Technical
and Adaptive Work




Technical
Alignment
Clear definition
Solution and
implementation clear
Leader can take
primary responsibility




Adaptive
Different perspectives
Unclear definition
Unclear solution and
implementation
Leader cannot be
primarily responsible
(Heifetz, Grashown, & Linsky, 2009)
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Provide a new laptop to all
casework staff
A. Adaptive
B. Technical
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Help new users understand
the value of technology in
social work; overcome their
uncertainties
A. Adaptive
B. Technical
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Train staff in using new
software and hardware
A. Adaptive
B. Technical
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Change values to focus on
the strength of families
rather than their challenges
A. Adaptive
B. Technical
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Make sure families receive
notice of meetings
A. Adaptive
B. Technical
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Make child care available
so parents can attend
A. Adaptive
B. Technical
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Foster values and attitudes
that are inclusive of families
A. Adaptive
B. Technical
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Demonstrate acceptance of
diverse cultural beliefs
A. Adaptive
B. Technical
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Translate brochures and
other materials
A. Adaptive
B. Technical
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Applying Adaptive
Leadership to Change
Initiative
 Leadership is more than identifying
adaptive challenges.
 Involves framing the challenges in a way
that everyone shares a common goal.
 Anticipates differences in perceptions.
 Leaders must listen, reflect, and integrate
new ideas.
 All team members must be willing to learn
and collaborate.
59
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It’s a Technical Challenge
Only If ………




Perspectives are aligned
Definition of the problem is clear
Solution and implementation are clear
Primary locus of responsibility for
organizing the work is the leader
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Terry’s Challenges
 Who should come to the table to help us develop our
father involvement initiative?
 What forums should we use—such as a steering
committee?
 How much and in what ways can we share power?
 Director is very clear that she wants to have a wide
range of partners at the table and to share power—but
provided no specifics.
 Director wants our small group to develop the
partnership plan.
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Behaviors of Adaptive
Leadership







Get on the balcony
Think politically
Be open to all voices
Regulate distress
Orchestrate conflict
Give the work back to the people
Hold steady
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7 Behaviors of Adaptive
Leadership Activity
 Discuss definition of the behavior assigned
to your table and strategies that have been
used or could be used based on the group
Change Initiative.
(You will have10 minutes for review and table
discussion)
 One person from the table will report out to
the large group.
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Key Points From Today’s
Training
 The Child Welfare Leadership Model is based on a worldview
that reflects the constant balancing act of competing values.
 Leadership can be learned, developed, and shared.
 Leaders maintain a systems perspective.
 There are four domains of leadership strengths.
 Followers look for the key qualities in a leader.
 Leaders differentiate between technical and adaptive
challenges.
 Leadership can be enhanced by the following practices: Get
on the balcony, Think politically, Be open to all voices,
Regulate distress, Orchestrate conflict, Give the work back to
the people, Hold steady.
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