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Leading ChangeCollaboration and
Collaborative Leadership
L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n
Pollyanna PixtonPresident, Evolutionary SystemsFounding Partner, Accelinnova
L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n
Leadership Challenges
Leadership Challenges
“It’s no longer enough to respond to change;
today organizations must lead change or be left behind.”
- Pollyanna Pixton
Leadership Challenges
Get More Done by Doing Less Lead Change Deliver the Right Product Meet Customer’s Changing Needs Meet Market Windows
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 ]
Project Statistics
0 10 20 30 40 50 60
Failed
Challenged
Succesful
20061996
Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
Features and Functions
Never Used 45%
Rarely Used 19%
Sometimes 16%
Often 13%Always 7%
Always or Often Used: 20%
Never or Rarely Used: 64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
Deliver Business Value
Increase Productivity Lead Change Find Solutions Innovate
Leaders Must…
Project Management
Change ManagementHow Do We Lead Change?
Leadership Models
Leading Change: Embraces Change Collaborates Gives Ownership Influential Fosters New Ideas
Controlling: Responds to Change Bureaucratic Leader Decides Authoritarian Knows the Answers
Leadership Models
StrategyStrategy
CollaborationCollaboration
Project GovernanceProject Governance
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To Lead Change: Collaborate
Leadership Models
StrategyStrategy
CollaborationCollaboration
Project GovernanceProject Governance
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Em
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Project Management
Maintaining Project Focus
None of us are as smart as all of us. – Japanese Proverb
How to be an Agile Leader
Collaboration Model Collaboration Process Collaborative Leadership
Unleashing Innovation
Collaboration Model
Collaboration Model
Collaboration Model
Create an Open Environment
Open Environment Exercise
What kind of environment do we need to: Foster creativity and innovation? Encourage ideas? Create team ownership and commitment? Implement mission critical and differentiation
ideas?
What is an Open Environment?
Collaboration Model
Convene the Right People From the Entire Enterprise!
Customers
Marketing
Sales
Finance
Technology
Manufacturing
Stakeholders
Collaboration Model
Foster
Creativity &
Innovation
via
Collaboration Process
Collaboration Model
Stand back,
Let
Them
Work.
Unleashing Innovation
Collaboration Process
Collaboration Process
Collaboration Process
1. Agree to:
Goals
Objectives
Purpose
Collaboration Process
2. Brainstorm
3. Group
4. Prioritize
Based on Business Value
Collaboration Process
5. Individuals
Volunteer
For What
And
By When
Collaborative Leadership
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
The Right People
Passionate About
Best At
Organizational Fit All team members operate
within the intersection
Collaborative Leadership
Trust First!
Collaborative Leadership
They tell you
what needs
to happen
for success
and results.
Collaborative Leadership
Step Aside,
Let
Them
Work!
Project Management
Risk Management
Exercise: How to Build Trust? Or…
Project Management
Risk Management
Exercise: How to Stand Back
Collaborative Leadership
Leadership ‘Tipping Point’: When to lead When to step back
Where is your ‘Tipping Point’? How can you step up and still be
collaborative?
Project Management
Risk Management
Exercise: When should a leader step up?
Project Management
Remove Obstacles
Remove ObstaclesLeadership Tips
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
Leading Collaboration
Influence Not Authority
Leading Collaboration
Keep
the
Purpose
Alive
Leading Collaboration
Everyone
Sees the
Big Picture:
Total
Transparency
Leading Collaboration
Fix
Processes
Not
People
Leading Collaboration
No Such Thing
As
‘Constructive
Criticism’
Collaboration For Quality
Feedback
That Honors the Relationship
Project Management
Focus, Communication, and Expectation Management
Communication
Leading Innovation
CollaborativeCommunication
Teams CollaborateOn All Decisions AndSolutions
Leading Innovation
“Organizations change in the directionin which they inquire.”
Inquire.
Question.
Listen.
Leading Innovation
Fail Early – Fail Fast!
Leading Collaboration
Free Team to Question, Analyze and Investigate
Leading Collaboration
The Opposite of Control is Discovery
Appreciative Inquiry
Appreciative Inquiry: Value What Is Envision What Can Be Discuss Next Steps Basic Assumption:
An organization and the people know the possibility.
Fall Forward !
Problem Solving: Identify the Problem Analyze the Causes Plan the Actions Basic Assumption:
An organization is a problem to be solved.
Appreciative Inquiry
Problem-Solving Problem-Solving OrientationOrientation
Appreciative Appreciative OrientationOrientation
PASTCURRENT
STATEFUTURE
ANALYZE & FILL THE GAP
DISCOVER & REALIZE
POSSIBILITIES
QUESTIONS
What’s Wrong?
What Happened?
Who’s to Blame?
How Do We Fix It?
What’s Working?
Where’s the Passion?
What’s Possible?
How Do We Achieve It?
QUESTIONS
Leadership Key Factors
Decide where you want to place your emphasis, on control or on results
Put purpose over personal agendas Expect the practice of professional behavior Take the ‘fun’ out of being dysfunctional You do not need consensus; get team commitment
to team goals Teams need leaders Members who do not deliver
their commitments are off the bus
Leadership Tips
Move boulders, carry water Listen, between the lines Allow mistakes;
Expect success People will do what they are measured by Know the difference between mistakes and
not delivering Celebrate! Have fun!
Create a place where people want to be not have to be
Make sure everyone has what they need to succeed.
Great Leadership
Project Management
Dependency Management
Expectation ManagementLeading 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: 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
Leadership Transition
You want me to do what?
What About You?
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?
Project Management
Quality Management
Leading Change 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
Leadership Model
The Right Talent Trust First! Let them tell you what
they need to do tobe successful
Stand back!
Action Plan
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?
References
The Seven-Day Weekend, Ricardo Semler
Good to Great, Jim Collins
Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace, Gordon MacKenzie
Organizing Genius, The Secrets of Creative Collaboration, Warren Bennis
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: www.accelinnova.com www.evolutionarysystems.net www.collaborativeleadership.com 801 . 209 . 0195 [email protected]