nercomp annual conference, tuesday, march 20, 2007 leading leaders to lead margaret ann gray...

NERCOMP Annual Conference, Tuesday, March 20, 2007

Leading Leaders to Lead Leading Leaders to Lead

Margaret Ann GrayDirector

Organization & Employee DevelopmentMassachusetts Institute of Technology

Amitava ‘Babi’ MitraAssociate Director

Office of Educational Innovation and TechnologyLeader to Leader Fellow 2004

Massachusetts Institute of Technology

Copyright Margaret Ann Gray , 2006. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is

by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2NERCOMP Annual Conference – Tuesday, March 20, 2007

Objectives of this sessionObjectives of this session

• Confirm why MIT sees employee leadership development as essential

• Examine components of MIT’s model of leadership development

• Explore lessons learned from our implementation

• Help you think about which aspects might fit your world


Objective #1Objective #1

• Confirm why MIT sees employee leadership development as essential


Your Own ExperienceYour Own Experience

• State one lesson you have learned during your lifetime about leadership


The Variety of ExperienceThe Variety of ExperiencePercentage of Events Where Learning OccursPercentage of Events Where Learning Occurs

17%

34%

27%

22%

Learning from Others

Challenging Assignments

Hardships

Other Events

From the Center for Creative Leadership


L2L Goals L2L Goals A Long-term InvestmentA Long-term Investment

• Insure the stewardship of MIT, its mission and values.

• Support, develop and enhance world-class leadership for MIT.

• Develop flexible, creative, strategic thinkers who anticipate and manage change successfully at MIT.

• Build strong, lasting bridges across the institute.

• Nurture a culture of development for each participant and for others at MIT.

• Create a cross-functional group of peers who serve as resources to each other beyond the program.


MIT’s Investment PropositionMIT’s Investment Proposition

• Leadership development is a long-term investment

• Developing leaders is usually less costly than acquiring leaders

• Connecting networks of individuals delivers better short-term and long-term results for the Institute

– A critical mass of 78 L2L alums cuts across departmental and functional boundaries

– L2L Fellows are proactively engaged in leading strategic change and in developing others

– L2L participants maintain formal and informal connections through business assignments and programmed learning interactions

• Senior leaders have increased clarity about leadership; they support its development and the networks that result



• Examine components of MIT’s model of leadership development


L2L Components and GoalsL2L Components and Goals


L2L Program Overview - 2006L2L Program Overview - 2006

Date TimeLocation(subject to change)

Theme/ Topic Scheduled Guests throughout the Day

11/16/2005 8:30 – 10:30 am Faculty ClubFellows Reception/Managers’ Meeting

VP of HR, managers, L2L alums

12/06/2005 9:00 – 8:30 pm Endicott House Orientation Provost, L2L alums

12/07/2005 8:30 – 5:00 pm Endicott House Orientation & Change Signature VP of HR, L2L coaches

2/01/2006 8:30 – 4:30 pm Next House Discovering the Organization& Building Relationships

President Emeritus, Associate Dean/ Director of Housing, undergraduate dorm student leaders, House Master, Manager

2/02/2006 8:30 – 4:30 pm Faculty Club Provost, VP/Secretary of the Corporation

3/21/2006 8:30 – 4:30 pm Lincoln Lab Organization Culture & Context & Sensemaking

Sloan Professor-A, Associate Provost, Lincoln Lab leaders

3/22/2006 8:30 – 4:30 pm Faculty Club L2L Project Sponsors, L2L process coaches

5/04/2006 8:30 – 4:30 pm Faculty Club Leading the Organization Executive VP, L2L process coaches

5/05/2006 8:30 – 4:30 pm W92 Leading People Sloan Professor-B

6/15/2006 8:30 – 4:30 pm 46-3015 Building a Vision MIT President, L2L process coaches

7/25/2006 8:30 – 4:30 pm(class photo at 8:45 a.m.)

TEAL Room(32-082)

Fiscal Leadership& Ethics & Credibility

Panel of Director of Finance, Senior Counsel, Controller, Institute Auditor, Director of Sponsored Programs, Executive VP

9/20/2006 8:00 – 5:30 pm Libraries Catalyzing Action Sloan Professor-C, Fellows’ managers

9/21/2006 8:30 – 4:30 pm The WarehouseInventing, Innovation & Leading Change

Panel of Chairs of the Faculty, Director of CECI, graduate dorm residents, House Master, L2L process coaches

10/31/2006 8:30 – 4:30 pm CREL2L Project Presentations & Learnings

L2L project sponsors, L2L process coaches

11/1/2006 8:30 – 4:30 pm Faculty Club Developing Yourself & Others Panel of Provost, Deans of Schools, VP for Research

12/07/20068:30 – 4:30 pmDinner – 6 pm

Faculty ClubE. Rogers Room

Learning OrganizationsSloan Professor-DChairman of the Corporation (dinner speaker)

12/08/2006 8:30 – 2:00 pm Faculty Club Wrap-up and GraduationProvost, Exec VP, VP of HR, L2L alums, L2L Fellows’ managers, L2L coaches, L2L process coaches


Illustration of Program OverviewIllustration of Program Overview

• Date 7/25/2006 • Time 8:30-4:30• Location TEAL Classroom, Stata Center

• Theme Fiscal Leadership & Ethics

• Guests Panel of Director of Finance, Senior Counsel, Controller, Institute

Auditor, Director of Sponsored Programs, Executive VP



• Explore lessons learned from our implementation


Alums Raise the Bar Each YearAlums Raise the Bar Each Year

• In their own work, on ad hoc teams, through promotions, by developing others, etc.

• By modeling distributed leadership in their L2L alum organization and elsewhere at MIT

• By leading upward

• For MIT through L2L as teachers, project sponsors, executive coaches, and process coaches


Applied Learning: Applied Learning: Coaching Pilot for L2L-2006Coaching Pilot for L2L-2006

• L2L alums were trained for two types of coaching

– Executive coaching

– Process coaching for the project teams

• The investment has come full circle

– Connects L2L alums and the next L2L cohort

– Develops and strengthens professional networks

– Upgrades coaching capabilities at MIT

– Broadens an MIT-wide perspective

– Supports a culture of learning & professional growth


Applied Learning:Applied Learning: The Case for Financial LeadershipThe Case for Financial Leadership

A session structured in three modules:

– Provide an overview on University’s finances• Mission and fiscal context

– Link L2L’s leadership themes with a real case• Staged case study to demonstrate the leadership questions

around the University’s fiscal decision-making

– Discuss “Hot” topics with a panel of senior managers• Governance, Regulatory implications…


Applied Learning: Applied Learning: The Case for Financial LeadershipThe Case for Financial Leadership

• Session objectives:– Illustrate the difficulties in Balancing institutional Priorities– Stress the importance of Communication and Planning– Show the interplays with Management and Governance

structures

– What should be the role of a leader?

CaseWrite-up

Assumptions

WorkIn

Teams

PresentationTo the “Board”

(Sr. Management)

Feedback on Strategy

AssumptionsChanged

Stage 1“Planning the Dream Project”

Stage 2“Approval Euphoria”

Stage 3“Fast Forward: A Year After”

PresentationTo the “Board”

(Sr. Management)

Feedback on Strategy


Additional Lessons LearnedAdditional Lessons Learned• Obtain and sustain visible senior leader support

• Make it fit your organization’s culture, values, vision, mission, and leadership competencies

• Remember it’s much more than a course; it’s a way of life

• Be multifaceted about everything (learning fields, projects, venues, assessment tools, instructors, coaches, etc.)

• Allow time to work with all involved – then add more time

• Pilot, assess, adjust, and upgrade along the way


Upgrades:Upgrades:Workshop Series ComponentWorkshop Series Component

• Shifted from one specific leadership model to themes – Results: Less debate about the “right” model; more learning

• Significantly increased the number of venues hosted by L2L alums and current participants

– Results: More learning about the MIT culture; more shared ownership of the program; more networking


Upgrades:Upgrades:Individual Development Plan ComponentIndividual Development Plan Component

• Implemented an application process – Results: participants more committed; senior leaders more aware about

the applicants • Extended 1:1 coaching commitment to full year

– Results: learning enhanced; Fellows’ focused; lives changed • Added orientation for Fellows’ managers and included them in

more sessions – Result: managers’ involvement increased (and they learn too)

• Used “360 by Design” instead of “Benchmarks” – Result: the “MIT-ized” 360 tool better supports the goals of L2L

• Sent emails updating Fellows’ managers after each session – Result: managers stay involved (and they learn too)

• Increased number of Fellow/Coach/Manager meetings – Result: managers’ support strengthens (and they learn too)


Upgrades:Upgrades:Applied Learning ComponentApplied Learning Component

• Increased the number of “cases studies” from Fellows– Results: they are working on real work; they learn to serve as

consultants/coaches to each other

• Trained and used L2L alums as executive coaches and as process coaches– Results are described on the earlier slide about coaching

• Upgraded projects by having L2L alums sponsor them, holding a half-day kick-off session and providing partially completed scope statements beforehand, carving out more project meeting time during the workshops, giving each team a process coach who is an L2L alum, and having presentations (with audience) at the end– Result: “This is the year!”



• Help you think about which aspects might fit your world


Assessing Your Institution’s ReadinessAssessing Your Institution’s Readiness

1 2 3 4 5 a) How clear, outside of your area, are the pressures for leadership development for your organization?

1 2 3 4 5 b) How eagerly will senior leadership support and teach in this program?

1 2 3 4 5 c) To what degree does your organization have known internal experts who could add value and would be willing to

help develop the program and teach in it?

1 2 3 4 5 d) How easy will it be to resource such an initiative on an ongoing basis (including funding)?

1 2 3 4 5 e) How ready is your organization for the use of multi-rater feedback (360°s) for development purposes?

1 2 3 4 5 f) To what degree does the organization have access to – and willingness to use – executive coaches?

1 2 3 4 5 g) To what degree is there a pool of appropriate participants?

1 2 3 4 5 h) How clear are your institution’s values and goals for developing its leaders toward specific competencies?

1 2 3 4 5 i) How prepared is your organization to provide and follow through with “real” practice opportunities for the

participants?

1 2 3 4 5 i) To what degree does your institution’s culture foster cross-functional, trusting relationships?

For each item below, circle the number that best represents your institution’s current state. “5” represents “to a great extent” and “1” represents “very little.”


QuestionsQuestions


Contact InformationContact Information

Margaret Ann GrayDirector, Organization & Employee DevelopmentMassachusetts Institute of TechnologyPhone: (617) 253-0217Email: [email protected]

Amitava ‘Babi’ MitraAssociate Director, Office of Educational Innovation and TechnologyLeader to Leader Fellow 2004Massachusetts Institute of TechnologyPhone: (617) 253-2385Email: [email protected]

L2L website: http://web.mit.edu/hr/oed/l2l/index.html/


Leadership Themes and the 4 CsLeadership Themes and the 4 CsContext, Change Signature, Catalyzing Action, CredibilityContext, Change Signature, Catalyzing Action, Credibility

Visioning

Sensemaking

Inventing

Relating

DISTRIBUTED LEADERSHIP MODEL

nercomp annual conference, tuesday, march 20, 2007 leading leaders to lead margaret ann gray...

Documents

nercomp annual conference

creative leadership

essential slide

world slide

worldclass leadership

culture of development

l2l components

l2l goals