leadership: building your personal development plan! · personal development plan! people and...
TRANSCRIPT
![Page 1: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/1.jpg)
Leadership: Building Your
Personal Development Plan!
People and Organizations
Session 19
Fall 2010
![Page 2: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/2.jpg)
2
Sloan Leadership Model Part 1:
Change Signature
“Each person’s change signature, like a
fingerprint, is unique. Each person brings
unique values, skills, experiences, tactics,
and personality to the leader role…The
change signature is made up of a credo and
the characteristic way in which the leader
creates change.”
Credo: core values and beliefs—your moral
code that guides your approach to leading an
effort or an organization
![Page 3: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/3.jpg)
3
Sloan Leadership Model Part II;
The Four Capabilities
Relating
VisioningSense-Making
Inventing
Image by MIT OpenCourseWare.
![Page 4: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/4.jpg)
4
Key Competencies
• Sensemaking [Decomposing the pieces]– identifying your own motivations (credo, values) and
strengths/development needs—”Is this something I can do???”
– understanding the group and organizational interdependencies
(cultural, political & structural lenses)
– Framing the issue: What is the problem here?
• Relating [Building support; neutralizing opposition– mapping key stakeholders: allies and adversaries
– building networks
– negotiating and mediating
![Page 5: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/5.jpg)
5
Key Competencies (continued)
• Visioning [Observing the Gaps]– creative thinking
– reframing the problem or challenge
– choosing a strategy—direction-action plan
– goal setting
• Inventing & Implementing [Making it Happen]– building & empowering the team/organization
– aligning incentives (broadly defined); motivating
– providing necessary resources
– communicating a consistent message (often)
– time & stress management
– conflict management
– holding people accountable; evaluating results
– feedback and learning
![Page 6: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/6.jpg)
Learning from Leaders through
Observation &Analysis
John Reed
Change Signature?
Change Processes Capabilities?
6
![Page 7: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/7.jpg)
Learning from Leaders through
Observation and Analysis:
Fred Salvucci
&
The Big Dig:
Early Years!
![Page 8: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/8.jpg)
8
Fred Salvucci’s Change Signature?
![Page 9: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/9.jpg)
9
Salvucci’s Crucibles & Lessons Learned?
![Page 10: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/10.jpg)
10
How did Fred lead? Change Capabilities
Sensemaking Relating
Inventing-Implementing Visioning
![Page 11: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/11.jpg)
Questions for Fred
11
![Page 12: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/12.jpg)
12
To Become a Better Leader
• Practice, practice, practice!
• Now at MIT
• Take time to reflect on experiences
• Learn from your failures!!!
• Observe—analyze leaders
• Keep a journal—now and in your internship
• Make a developmental plan—stretch yourself
• Get systematic feedback
• Look for Leadership Crucibles
![Page 13: Leadership: Building Your Personal Development Plan! · Personal Development Plan! People and Organizations Session 19 Fall 2010. 2 Sloan Leadership Model Part 1: Change Signature](https://reader034.vdocuments.us/reader034/viewer/2022042811/5f9fd36c37e0f205d436edb7/html5/thumbnails/13.jpg)
MIT OpenCourseWarehttp://ocw.mit.edu
15.668 People and Organizations
Fall 2010
For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.