Transcript Message or topic title - Stanford Graduate School of Business

Name:
Centered Leadership Program
for Stanford GSB’s
Women Helping Women Change
Lives, Change Organizations and
Change the World
Workbook ‫ ׀‬May 16, 2012 ‫ ׀‬Susie Cranston
© Copyright 2010 McKinsey & Company
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The Centered Leadership model
PRECONDITIONS
Desire to lead
‫ ׀‬Talent and knowledge
‫ ׀‬Capacity for change
FRAMING
CONNECTING
Self-awareness
Reflection
Adaptability
Reciprocity
Network
Sponsorship
Community
MEANING
Happiness
Core strengths
Purpose
Your
personal
and
professional
context
ENGAGING
Accountability
Risk and fears
Choice
ENERGIZING
Sources of energy
Flow
Recovery
OUTCOMES
Leadership effectiveness ‫ ׀‬Sustainable performance ‫ ׀‬Fulfillment
SOURCE: The McKinsey Centered Leadership Project
GENERAL
‫׀‬
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Inspiring others by starting with self-mastery
The capacity to lead
transformation and
sustain high performance
from a core of self-mastery…
…gained through practices
that enable individuals
to manage their own thoughts,
feelings, and actions…
…to inspire others
and unleash the
full potential of their
organizations
SOURCE: The McKinsey Centered Leadership Project
GENERAL
‫׀‬
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Connecting
My Network
3
Connecting
“
We don’t accomplish anything in this
world alone. Whatever happens is
the result of the whole tapestry of
one’s life – all the weavings of
individual threads from one to
another that create something.
Sandra Day O’Connor
Former U.S. Supreme Court justice
SOURCE: The McKinsey Centered Leadership Project
CONNECTING
‫׀‬
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When has someone really helped you?
Jot down your story here
Thought starters
Helped with my work: information,
resources, getting my job done
Helped with my development: coaching,
feedback, evaluation
Helped with my professional growth:
creating opportunities or obstacles
Helped with my success: in the
hierarchy or a primary influencer
Helped with my sense of belonging: my
community, industry contacts, etc.
Helped with my personal needs: identity,
independence, control, etc.
SOURCE: The McKinsey Centered Leadership Project
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Who’s in my network?
Create your list of names, grouping them in these categories (or others if you
find additional categories helpful):
Category
Initials
Crucial to my work:
information, resources,
getting my job done
Crucial to my development:
coaching, feedback,
evaluation
Crucial to my professional
growth: creating
opportunities or obstacles
Crucial to my success: in
the hierarchy or a primary
influencer
Crucial to my sense of
belonging: my community,
industry contacts, etc.
Crucial to my personal
needs: identity,
independence, control, etc.
Regardless of whether this person is helping
or hurting you, put them on your list!
SOURCE: The McKinsey Centered Leadership Project
CONNECTING
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Mapping my network (1/2)
Draw a circle in the center of your paper and label it “ME.” You are now ready to
map your current network in the context of achieving your professional and
personal goals.
STEP 1: Place your People
Choose where to put the various people you just identified –
perhaps using the categories. Think about the full page and place
people in relation to everyone else and to you.
Then draw triangles around each initial or custom code to mark
them.
Put the triangle closer to “ME” if you know the individual
well or if you interact frequently
Place yourself
Place others in
relationship to
each other
and to you
SOURCE: The McKinsey Centered Leadership Project
CONNECTING
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My Development map (2/2)
Now characterize these relationships in terms of trust, reciprocity and energy.
Step 2: Characterize your relationships
Trust – Use a line to represent the degree
to which you feel you can count on the
person and be fully open and vulnerable.
Make the line thicker to show trust
Reciprocity – Add arrows to represent the
degree to which you initiate/give OR you
benefit/receive in this relationship.
Make the line two-way if reciprocity is
equal
Energy – Use colors to show if the
relationship interactions typically boost your
energy or drain it.
Add color zig zags
▪ Color 1 for energy-boosting
relationships
▪ Color 2 for energy-draining
relationships
SOURCE: The McKinsey Centered Leadership Project
CONNECTING
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My Network map
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Insights: patterns
In groups, interview each other about your development maps to draw out the
insights. You can use the space below to jot down your reflections.
Patterns (habits or characteristic approaches)
▪ What do you see when you look at the map as a whole? Any surprises?
▪ What do you notice about the characteristics of the support relationships
you value most? Least?
▪ What do you notice in your approach to building relationships – what
you do and don’t do? What comes naturally and what is more
challenging for you?
SOURCE: The McKinsey Centered Leadership Project
CONNECTING
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Insights: mindsets, beliefs and outcomes
Mindsets & Beliefs about my network
▪ What are you learning about how you build your network, including
cultivating real sponsor relationships or avoiding them?
▪ What are you thinking and feeling when it comes to seeking development
support? What is important for you?
▪ What do you need that you are not getting?
Outcomes
▪ How are these mindsets serving you? How are they not serving you?
▪ How would your approach be different if you had no limitations?
SOURCE: The McKinsey Centered Leadership Project
CONNECTING
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What is Sponsorship?
To be a good sponsor, you have to be a mentor but to be a mentor, you don’t
necessarily have to be a sponsor.
Mentor
Sponsor
▪
▪
▪
▪
▪
▪ Senior and influential
▪ Willing to take risks for you
▪ Creates opportunities that help
Very wise, experienced
Willing to sit down with you
Imparts wisdom of value
Tells you truths
May not know you; may be
evaluative
▪ May not advocate for anyone
you grow
▪ Listens to and counsels you
personally
▪ Knows you well; believes in
you
▪ Toots your horn in the right
way
SOURCE: The McKinsey Centered Leadership Project
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Sponsorship archetypal roles
Each Sponsor helps you in a particular way. Below are some archetypes that
characterize different types of sponsorship actions or contributions. Underline the
ones you value and naturally seek from sponsors. Circle those that are less
familiar or natural for you to request.
•
The Sage: Offers wisdom, teaching, and experience, links work with
deeper purpose, creates meaning, helps you get distance from yourself
•
The Caregiver: Nurtures, provides reassurance, and protects you in “the
system”; sympathetic ear; creates opportunities that use your strengths
•
The Devil’s Advocate: Challenges and shifts your perspective; pushes
your boundaries of thought; provides reality check on opportunities
•
The Connector/Navigator: Links you with people, ideas, and
opportunities; helps you navigate the system
•
The Relentless Coach: Pushes you to try harder and take on more;
provides tough love and demands commitment, but won’t give up on you
•
The Visionary: Dreams boldly for you, helps you see into the future; helps
turn setbacks into new possibilities, sparks creativity & innovation
•
The Hero: Takes on significant personal risk to open doors, clear
obstacles, and fight for you
•
The Godfather: Goes to the mat for you but demands extreme loyalty in
return – or else
•
Any other archetypal role that you value:
SOURCE: The McKinsey Centered Leadership Project with Carole Kammen and Mobius
CONNECTING
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Adding archetypes to your map
Now return to your map to note the archetypal sponsorship contributions
you have today and opportunities for new ones in your network.
Step 3 – Name current and potential roles
Name that role: Label each role the Sponsors are
most likely to take for you.
Try color coding the roles to quickly see how
many are in your network
Find the Opportunities: Use dotted line
triangles to represent important relationships
and/or roles that are missing.
If someone could play a different role, add a
dotted line around them and note what you
want
SOURCE: The McKinsey Centered Leadership Project
CONNECTING
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Sponsors marketplace
SPONSOR
Select one archetype that you value and seek in a sponsor – a role you are very familiar and
comfortable with. Write it down in big letters and find the people choosing a similar role.
SOURCE: The McKinsey Centered Leadership Project
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Digging for insights
In your groups, discuss the archetype’s strengths and limitations, and in particular – tips on
building a relationship with someone who has this profile. Choose a spokesperson who will
share the group’s insights in the debrief.
Top 3 strengths
What comes naturally to this archetype? What kinds of problems or situations does it find
energizing? What does it do for you?
Complete the sentence “Use me when you need…”
Top 3 limitations
What is a blind spot for this archetype? What does it not naturally do for you?
Complete the sentence “Do not use me if you need…”
Advice and counsel
How can you best cultivate a relationship with this archetype?
Complete the sentence “The best way to develop a relationship with me is by…”
SOURCE: The McKinsey Centered Leadership Project
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My network commitments
Thinking about your short term goals, and based on everything you’ve heard from others and
discovered about yourself… we invite you to visualize the changes that would best reflect
your "desired network" one year from now.
What new relationships do you have with stakeholders or others – as a Sponsor and a
Leader?
What new support is present? Which existing relationship have changed and how? What
boundaries have you crossed?
What is one commitment you will make to yourself and carry out over the coming months?
SOURCE: The McKinsey Centered Leadership Project
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Join Us On The Journey!
We invite you to grow with us, and have collected a few tools for our
journey together.
A book…
A website…or two…
http://centeredleadership.mckinseydigital.com/
http://www.mckinseyquarterly.com,
Search “Centered Leadership”
And a Facebook page: How Remarkable Women Lead
http://www.facebook.com/
howremarkablewomenlead#!/howremarkablewomenlead
SOURCE: The McKinsey Centered Leadership Project
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