Transcript Leading Change Through Collaboration Leading Change Through Collaboration Leading Change Through Collaboration Pollyanna Pixton Founder, Accelinnova President, Evolutionary Systems Director Institute of Collaborative Leadership.

Leading Change
Through Collaboration
Leading Change
Through Collaboration
Leading Change
Through Collaboration
Pollyanna Pixton
Founder, Accelinnova
President, Evolutionary Systems
Director Institute of Collaborative Leadership
Leading Change
Through Collaboration
Todd Little
Founder, Accelinnova
Sr. Development Manager, Landmark Graphics
Agenda
 Leadership Challenges
 Why Collaborate?
 Collaboration Tools
 How to Lead
Collaboration
 Tips for Leading
Collaboration
Long Ago and Far Far Away
Leadership Challenges
Leadership Challenges
“The way you will thrive in this environment is
by innovating – innovating in technologies,
innovating strategies, innovating business
models.”
- IBM CEO Samuel J. Palmisano
[ BusinessWeek, April 24, 2006 ]
Leadership Challenges
“It’s no longer enough to respond to
change; today organizations must
lead change or be left behind.”
- Pollyanna Pixton
Leadership Challenges
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Get More Done by Doing Less
Lead Change
Deliver the Right Product
Meet Customer’s Changing Needs
Meet Market Windows
Leaders Must…
 Deliver
Business Value
 Increase Productivity
 Lead Change
 Find Solutions
Innovate
What Makes a
Great
Leader?
 Leadership Influence
Exercise
Think of a leader who has been a great
influence in your life. Someone who
inspired you to accomplish more than you
thought you could.
List the traits of this person
Leadership Styles
Based on:
 Who makes decisions
 How team employees
are treated
 How people
are motivated
 Self-centered or
people focused
Leadership Styles
Participative or Democratic:
 Makes maximum use of participative
methods
 Engaging people
lower down the
organization in
decision-making
Participatory
Non-Participatory
Leadership Styles
Autocratic Decision by Leader
Leader Proposes Decision,
Listens to Feedback, Then Decides
Team Proposes Decision,
Leader Has Final Decision
Joint Decision with Team as Equals
Full Delegation of Decision to Team
Leadership Styles
Exploitive Authoritative, Dictator
 Uses threats and other fear-based methods
to achieve conformance
 Communication almost entirely downwards
 Concerns of people ignored
“The truth is that men
are tired of liberty.”
- B. Mussolini
Leadership Styles
Command and Control, Transactional
 People do what manager tells them
 Clear chain of command
 People motivated by reward and punishment
Leadership Styles
“… you must always
implicitly obey orders,
without attempting to
form any opinion of
your own regarding
their propriety.”
- Horatio Nelson
Leadership Styles
'Level 5' Leader, Quiet Leader
 Purpose of the organization over their
personal agenda
 People motivated
when you give them
credit rather than
take it yourself
- Jim Collins, “Good to Great”
Leadership Styles
“It’s not about what you get (fame, fortune,
adulation, power), it’s about what you build,
create, and contribute.”
- Jim Collins
Leadership Styles
Servant Leadership
 Serves others, rather than others serving the
leader
 Enhances the growth of
individuals in the
organization
 Increases teamwork and
personal involvement
Servant Leadership
Servant Leadership
emphasizes:
 Collaboration
 Trust
 Empathy
 Ethical use
of Power
Collaboration
Why
Collaborate?
Project Management
How Do We Deliver?
None of us are as smart as all of us.
- Japanese Proverb
Leading Agile
 Collaboration Model
 Collaboration Process
How to Collaborate
Project Management
 Quality Management
Create an Open Environment
Open Environment
 What Kind of Environment Do We Need To:
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Foster creativity and innovation?
Encourage ideas?
Create team ownership and commitment?
Implement mission critical and differentiation
ideas?
What Is an Open Environment?
Collaboration
Convene the Right People
From the Entire Enterprise!
Customers
Marketing
Sales
Finance
Technology
Manufacturing
Stakeholders
Collaboration
Foster
Creativity
and
Innovation
via
Collaboration Process
Collaboration
Step Aside.
Let
Them
Work.
Collaboration
 Open Environment
 Right People
 Foster Innovation:
Collaboration
Process
 Step Aside
Collaboration
How Do
You
Step
Back?
Unleashing Innovation
Collaboration Process
Collaboration Process
Collaboration Process
Agree to:
 Goals
 Objectives
 Purpose
Brainstorm
Collaboration Process
Group
Collaboration Process
Prioritize
Collaboration Process
Individuals
Volunteer
For What
And
By When
Leading Collaboration
Leadership Model
Now:
‘Old School’
 Embrace
RespondsChange
to
 Foster
New Ideas
Change
 Collaborate
Knows the Answers
 Gives
Ownership
Bureaucratic
 Influential
Leader Decides
 Authoritarian
Leadership Model
Today
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Embrace Change
Foster New Ideas
Collaborate
Gives Ownership
Influential
Leadership Styles
Dictator
Manages by fear
Command and Clear chain of command,
Control
reward and punishment
Participatory
Decisions made by team
Level 5
Purpose over personal
agenda
Servant-leader Service as a fundamental
goal
Collaborative Leadership
The Right People
The Right People
Hire and promote:
 First on the basis of integrity
 Second, motivation
 Third, capacity
 Fourth, understanding
 Fifth, knowledge
 Last and least, experience
- Dee Hock, CEO Emeritus VISA International
The Right People
 Authenticity
 Attitude
 Intelligence
 Talent
Trustworthiness
Passion
Ability
Organizational
Fit
Values
Get the right people on the bus in the right seats.
- Jim Collins
Get the wrong people off the bus.
Project Management Trust First !
 Risk Management
Leadership Role
Suspicion is a permanent condition.
- Marcus Buckingham
Leading Collaboration
They tell you
what needs
to happen
for success
and results.
Leading Collaboration
Step Aside,
Let
Them
Work!
Leading Collaboration
Step Up ~
Step Back?
 Test for Success
 Ask Questions
Leading Collaboration
When Should a
Leader
Step Up?
Participatory
Non-Participatory
Exercise
Autocratic Decision by Leader
Leader Proposes Decision,
Listens to Feedback, Then Decides
Team Proposes Decision,
Leader Has Final Decision
Joint Decision with Team as Equals
Full Delegation of Decision to Team
How Do They Do It and Maintain Collaboration?
Leadership Role
Definitions
Remove Obstacles
Leading Collaboration
Ricardo Semler, CEO of Semco, believes
that all people desire to achieve excellence
and that autocracy dampens people’s
creativity and motivation.
- The Seven-Day Weekend
Leadership Role
Free Team to Question, Analyze
and Investigate
Leadership Role
The Opposite of Control is Discovery
Leadership Role
Influence Not Authority
Keep the Purpose
Alive
Leadership Role
Operate With
Total
Transparency
Leadership Role
Fix Processes
Not People
Leadership Role
No Such Thing
As
‘Constructive
Criticism’
Leadership Role
Feedback
That Honors
The
Relationship
Leadership Role
Fail Early – Fail Fast
Project
Management
Communicate!
 Focus, Communication, and Expectation
Management
Communication
Collaborative
Communication
Teams Collaborate
On All Decisions
And
Solutions
Communication
“Organizations change in the
direction in which they inquire.”
Ask.
Question.
Listen.
Expect Success
~ Accept Mistakes ~
Protect Team Boundaries
Remove
Obstacles
Remove
Obstacles
Protect Team Boundaries
ProjectFocus
Management
Keep
Through Questions
How Do We Deliver?
Leadership Role
Take the
‘Fun’
Out of
Being
Dysfunctional
Choice
Choice
Let Individuals Choose ‘How’
Let Teams Decide:
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On success measurements
How to hold each other accountable
Self-evaluations and what to share with
leadership
Content
Create Meaningful Work
Leading Agile
Team Based
Measurements
 Collaboration Model
 Collaboration Process
Team Based Measurements
 People Do What They
are Measured By
 Measure Results,
Not Time Spent
 Let Team Evaluate
Each Other
Great Leadership
 Create a place where people want to be
not have to be
 Make sure everyone has what they need
to succeed.
Project Management
 Dependency Management
Expectation
Management
Leading Up
Leading Up
Speak
So You
Can Be
Heard
Leading Up
Bring
Solutions,
Not
Just
Problems
Leading Up
How Does
Your Manager
Define
Success?
Leading Up
Deliver
Results As
Committed
And
Often
Leading Up
Assess System:
 Politics
 Competition
 Style Differences
Leading Up
 Trust your Intuition:
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Listen, remember and trust your first thoughts
Rely on your ‘gut’ reaction for warning signals
Listen openly for the secondary messages
Collect data: note when you first thoughts have
been accurate
Leading Up
Timing
Leading Up
Your risks? List professional options
Leading Up
Don’t take it personally.
“I’ll get back to you on that.”
Leading Up
 Communicate, Often
 Pass on results
 Check in once
per week, or daily
 Find the best
communication
format
You Want Me To Do What?
 Island…
What About You?
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What is your personal mission and vision?
What are you passionate about?
What do you do best?
How do you define success?
What do you want to do differently?
What do you fear?
Watch Out For…
 Crossing the void: Why am I doing this?
 The ‘Wall’:
What was I thinking?
 Living with uncertainty
 The tendency to go back to (old) school…
 Under stress
 Because it’s easier
 You know it works
When Times Get Tough
 Avoid responding to old-school behaviors
with old-school behaviors
 Build support, networks and resources
 Find a mentor – someone who’s done this before
 Surviving the transition
 Step back: Reflect not React
 Wait somewhere else (don’t watch)
 Recall successful risks taken
Your best survival skills?
Action Plan
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What do you want to do?
How can you measure it?
By when?
How?
What obstacles might arrive?
Can you do anything to deter these
obstacles?
Change of Plans
Not Good Enough
Problems In the Air
Purpose and People Alignment
High
Purpose
Low
Low
High
People (Collaboration)
Project Management
 Remove Obstacles
Summary
Summary
To Unleash
Innovation
And Lead Change
Collaborate
Collaboration Model
 Open Environment
 Right People
 Foster Innovation:
Collaboration
Process
 Step Aside
Collaboration Process
 Agree to Goal
 Brainstorm
 Group
 Prioritize
 Individuals volunteer and by when
Leading Collaboration
 The Right People
 Trust First!
 Let them tell you what they need to
do to be successful
 Stand back!
Leading Collaboration
Leadership ‘Tipping Point’:
 When to lead
 When to step back
 Where is your ‘Tipping Point’?
 How can you step up and still be
collaborative?
Agile Leadership
Summary
Your
Questions?
References
 Stand Back and Deliver, co-author, published by
Addison Wesley, due out in early 2009
 The Seven-Day Weekend, Ricardo Semler
 Orbiting the Giant Hairball: A Corporate Fool's
Guide to Surviving with Grace, Gordon
MacKenzie
 www.accelinnova.com/publications.html
References
 Wicked Problems, Naming the Pain in
Organizations, E. Jeffrey Conklin and William
Weil, Touchstone Tools and Resources
 How I Learned to Let My Workers Lead, Ralph
Stayer, HBR, Nov-Dec 1990
 The 6 Myths of Creativity, Bill Breen,
FastCompany, Dec 2004
 Now More Than Ever, Innovation Is The
Answer, Robert D. Hof, BusinessWeek, 1 Mar
2004
Contact
Pollyanna Pixton:
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www.accelinnova.com
www.evolutionarysystems.net
www.collaborativeleadership.com
+1 . 801 . 209 . 0195
[email protected]