the collaborative leader
DESCRIPTION
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.Learning to draw on multiple perspectives helps us solve complex and complicated problems.It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.TRANSCRIPT
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The Collaborative Leader:Leading Through Conversation
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What is
Compellingcase for new leadership
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Personal Situation•My own work–urgency in creating a startup
that will foster and enable new leadership
•Focused on the every day, planning, developing, deploying
•Reading Evolution’s Edge by Graeme Taylor broadened my focus and brought me back into contact with my sense of urgency and my sense of purpose
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Everything
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Everything is
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Everything is increasingly
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Everything is increasingly complex
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Globally Interconnected•Global teams rarely meet face-to-face
•Multiple cultures with very different ways of working, thinking, making meaning
•Virtual work, telecommuting
•Generational differences
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What do you think?
?What other things are making it more complex?
How do you
experience complexity?
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Need for new skillsthat deal with complexity
•Open to multiple voices and perspectives
•Willing to be influenced
•Work across divisions
•Understand systems
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Leaders are expected to know what to doand to have all the right answers
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Reality check
•Impossible to see and know everything
•Leaders have to draw on multiple perspectives to understand complex situations
•Leaders have to filter and distribute volumes of information
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Qualityof the
Information
Improvesthe Qualityof Decisions
Inclusion ofMultiple Perspectives
Quality of decisions
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?What is missing from leadership capability?
What do we need from our leaders?
What do you think?
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What could be
The Collaborative Leader
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CollaborativeLeadership•Leaders help bring out collective knowledge
•Shared leadership enables good answers to be generated from the group
•Collective knowledge and shared meaning are essential for implementing change and achieving a vision
•Leaders need to understand the value of relationship
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“We are always,
already in relationship”– Southern
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Fostering trust is important for bringing out more than superficial understanding
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Bringing out diverse voices lets the wisdom of multiple perspectives emerge
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Collective wisdom can help to
achieve the vision, foster innovation
and move the
organization forward
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?How can leaders foster innovation?
What are some of the obstacles that could prevent collaboration?
How can they be overcome?
What do you think?
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What isOrganizations are hierarchical
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•Knowledge stops at key positions, hierarchical reporting structures limit how information flows through the organization
•Power is wielded unconsciously without understanding of the impact of language
•People are demotivated from contributing
•Innovations from people throughout the organization are minimized
Hierarchy
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What could beA networked organization with free-flowing information, shared vision and purpose
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What isHow we talk and think together in meetings
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The collective IQ drops for the entire group as individuals justify their professional existence and defend their actions every chance they get
“When you have to look good,
you are not able to learn anything.”
– Argyris26
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Advocacy - Inquiry - Reflection No Collective Learning
Collective IQ =
Stagnation
Equation for failure
=
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Mindfulness and reflection help us to better integrate information, spark our creativity, and increase our innovative ability
“Without reflection there is no learning.”– Jack Mezirow
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What could be
The skills of advocacy, inquiry, and reflection help to develop collaboration, and can be learned individually and collectively
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1. State your idea clearly
2. Explain how you arrived at your conclusions (Ladder of Inference)
3. Ask others what they think of your idea
Advocacy Steps
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Inquiry Steps
1. Ask an open-ended question
2. Listen with a willingness to be influenced
3. Follow with additional questions and collective exploration
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How to Reflect
• Express your thinking
• Suspend what you are feeling or observing
• Mirror to the group a synthesis of what has been said
• Foster collective learning
Reflection is not a step-by-step process32
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Low High
High
Tell and sellMentor
Convince
StateCriticize
Withdraw or withhold
CoachManipulateAsk false questions
Learn togetherHave rich conversationDialogue
INQUIRY
AD
VO
CA
CY
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• Performance review process
• Global economy: how’s it going globally?
• The value of outsourcing
• Telecommuting--what are the benefits?
• Cross-cultural communications
• Other suggestions or ideas
Possible Topics:
Practice
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ReflectionReflect on the practice session
• How did it go?
• What was hard?
• What was easy?
• What did we learn?
• How it can be of value?
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Conclusion
Improvesthe Qualityof Decisions
Improvesthe Qualityof Results
Quality of theConversation
CreativityInnovation
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Companion eBook
Download it for free athttp://www.ico-consulting.com/e-book.html
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Additional resources•Virtual facilitation to further build these skills with a team
•Coaching to develop collaborative leadership
•Next Webinar - Team Learning 2/9/2011
•Release of on-line learning program March 2011
•Next eBook: Leading a Global Team - Spring 2011
•Recording of this webinar will be available next week
http://www.ico-consulting.com38