vertical leadership development - feal · 2015 feal forum hr masterclass ... strategic advantage....
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catalysts for t ransformat ion
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FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
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Vertical Leadership Development:
An approach to leadership development designed to create
strategic advantage
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Session overview
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WHY WHAT HOWWHAT NOW
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
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WHY
catalysts for t ransformat ion
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FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Why vert ical development, why now?
“ … the constantly changing
demands of modern life may be
developmentally inappropriate
for many—perhaps even most—
adults.”
- Robert Kegan
(Constructive-Developmental Psychologist)5
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Trends in technology adoption (USA)
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Telephone Radio
Telephone = 65 years to 80% adoption
Radio = 15 years to 80% adoption
Year
% o
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tion
(USA
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catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Trends in technology adoption (USA)
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Telephone Radio Computer Colour TV VCR
Computer = 60 years to 80% adoption
Colour TV = 20 years to 80% adoption
VCR = 15 years to 80% adoption
Year
% o
f Ad
op
tion
(USA
Po
pn)
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catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Trends in technology adoption (USA)
0
10
20
30
40
50
60
70
80
90
100
1875
1880
1885
1890
1895
1900
1905
1910
1915
1920
1925
1930
1935
1940
1945
1950
1955
1960
1965
1970
1975
1980
1985
1990
1995
2000
2005
2010
2015
Telephone Radio Computer Colour TV VCR Mobile Phone Internet Mobile Internet
Mobile Phone = 18 years to 80% adoption
Internet = 13 years to 80% adoption
Mobile Internet = 15 years to 80% adoption
Year
% o
f Ad
op
tion
(USA
Po
pn)
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catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Complexity and the changing context of work
Industrial Age (the last 300 years)
Information Age (the last 30 years)
Economic PhilosophyWealth originates
from machines (owned by few)
Wealth originates from (hardware, software &
socialware) technology
Key Economic Driver Differentiation through manufacturing and equipment
Differentiation though problem solving ability
Coordination of Labour Work done locally and all year long
Work done globally and in 24-hour cycles
Modes Of Organising Promotes the idea of the organisation
Promotes the idea of mass integration
Modes Of Operation Complicated: thrives on linear
Complex: thrives on non-linear
Performance Measures What a person does (frequency and consistency)
How a person identifies what to do (agility and responsiveness)
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catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
The consequences of complexity
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Role Level (N = 512)
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Ability of Current Day Leaders
Complexity of Current Day Task Demands
• Extensive research
undertaken by US based
developer and distributor of
cognitive developmental
assessments, LECTICA, clearly
shows that in the past 20
years (regardless of industry)
the task demands of four
levels of leadership now
exceed the cognitive
capacity of leaders
undertaking those roles.
• Today’s leaders are literally
“in over their heads”.Source: Lectica (https://dts.lectica.org/_about/showcase.php?instrument_id=LDMA)
The Complexity Gap
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
What is your experience?
Consider an important goal or task you want to achieve at work, a goal or task where
you know what you are seeking to accomplish but have not yet been able to
implement it successfully.
• What is the goal/task and why is this goal or task important to you at this time?
• What does success look like to you for this goal/task?
• What approaches have you already tried in seeking to accomplish your goal/task?
• What actions are you personally undertaking (or not undertaking) that directly (or
indirectly) get in the way of you accomplishing your important goal/task?
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catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
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WHAT
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Vert ical Development
• The complexity of the task before the child outweighs the
child’s capacity to solve the challenge - they are not yet
capable of understanding the concept of Volume.
• The child is subject to the Complexity Gap.13
Jean Piaget Cognitive Developmental Psychologist
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Horizontal & Vert ical Development
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Horizontal Development Vertical Development
• Horizontal Development relates to a person’s
mastery of a set of skills - horizontal
development improves what a person does.
• Vertical Development relates to the
advancement in a person’s thinking capacity
about what they might do.
• Horizontal Development is about skills
acquisition and how a leader demonstrates
their competence for a specific skills domain.
• Vertical Development is about how a leader
thinks about the complexity they face, and
the agility in which they respond to that
complexity.
• The outcome of horizontal stage
development is a leader will have the ‘tools’
to do what they are doing with more
efficiency.
• The outcome of vertical stage development
is the ability to think in more complex,
systemic, strategic, and interdependent
ways.
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Vert ical vs Horizontal Development
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Horizontal Development Vertical Development
• Horizontal Development relates to a person’s
mastery of a set of skills - horizontal
development improves what a person does.
• Vertical Development relates to the
advancement in a person’s thinking capacity
about what they might do.
• Horizontal Development is about skills
acquisition and how a leader demonstrates
competence for a specific skills domain.
• Vertical Development is about how a leader
thinks about the complexity they face, and
the agility in which they respond to that
complexity.
• The outcome of horizontal stage
development is a leader will have the ‘tools’
to do what they are doing with more
effectively and/or efficiently.
• The outcome of vertical stage development
is the ability to think in more complex,
systemic, strategic, and interdependent
ways.
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Vert ical Development: Key Concepts
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Socialised Mind
Self-Authoring Mind
Integrated Mind
Mindset/Stance Dependence
Scarcity Win-Lose
Mindset/Stance Independence
Opportunity Win-Win
Mindset/Stance Inter-Dependence
Abundance Win-Win-Win
Working IN The Business
Working ON The Business
TRANSFORMING The Business
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Leader Effect iveness and Agi l i ty
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Opportunist Impulsive
~ 5%
Conformist Rule-Bound
~ 12%
Expert Specialist
~ 38%
Achiever Conscientious
~ 30%
Catalyst Individualist
~10%
Co-Creative Strategist
~ 4%
Synergist Construct-Aware
~ 1%
Unitive Cross-Paradigmatic
~ 0.5%
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Example responses
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Leadership …
Opportunist “The boss.”
Conformist “The person in charge.”
Expert “Is something I want to do.”
Achiever “Is something I enjoy and aspire to be very good at, whether as a team or an organisation. “
Catalyst “Is an easy to use term but hard to achieve - good leaders have an instinctive innate ability so it doesn't really get taught - just moulded.”
Co-Creative “Is contextual as a leader’s role is to enable the organisational and cultural for the majority to shine and for the minority to have a voice.”
Construct-Aware “Good question! An often overused term in our society used by the powerful few maintain their status over the many in the name of some ‘greater good’ which often turns out to be themselves.”
Unitive “Is an expression of all potentiality of all moments witnessed into this moment.”
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
What is your experience?
Consider your important goal or task.
• How might the Leadership Effectiveness and Agility Framework inform
how you may be engaging with your important goal/task?
• How might the Leadership Effectiveness and Agility Framework highlight
where you are ‘really stuck’?
• What does the Leadership Effectiveness and Agility Framework highlight
to you about how you might best proceed with your important goal/task
going forward?19
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
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HOW
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Tension is the fuel for vert ical growth
Assimilation
Fit New Practice To Present Theory
• Create a level of cognitive dissonance
(‘tension’) that requires an individual to
actively seek out new knowledge, skills and/or
experiences (KSEs) to ‘fill out’ a pre-existing
understanding of how to best succeed for a
given context.
• Incorporate newly identified external KSEs into
pre-existing internal mental models.
Accommodation
Fit New Theory To Present Practice
• Create a level of cognitive dissonance
(‘tension’) (that is so great) that it invites, even
forces, an individual to suspend a pre-existing
understanding of a given context and identify
completely new ways of interpreting that
context and its successful navigation.
• Develop completely new internal mental
models that ‘reimagine’ existing and newly
identified external KSE.
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catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
How is Vert ical Leadership developed?
• Nick Petrie, Senior Faculty Member for the
Centre For Creative Leadership, Colorado
Springs.
• In 2014, Nick conducted 30 interviews with
experts and practitioners around the world
who were recognised as leaders in the
field of vertical leadership development.
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catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Key f indings
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Step #1 Turn Up
The Heat
Step #2 Collide
Perspectives
Step #3 Elevate
Sense-Making
1. Nothing changes if nothing changes,
BUT too much tension for change can
result in leaders getting burnt-out.
2. In the heat of change, new
perspectives cannot be considered
(and assimilated) if new perspectives
are not provided.
3. Current and new experiences cannot
be reimagined (and
accommodated) without a more
comprehensive ‘map’ for interpreting
the territory.
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Designing programs for Vert ical Leadership Development
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Heat Experiences (The What)
Colliding Perspectives (The Who)
Elevated Sense-making (The How)
1. Create “heat seeking” leaders. 1. Get leaders out into the field to create frame-breaking experiences.
1. Provide leaders with vertical stage maps to diagnose issues, and review their leadership.
2. Foster a culture of developmental ‘risk taking’.
2. Utilise peer consulting processes to expose leaders to thought diversity.
2. Ensure all coaches working with leaders are also able to coach with a vertical lens.
3. Give assignments to the least qualified person.
3. Teach leaders Action Inquiry (deep listening, collaborative inquiry).
3. Match high potentials with late stage mentors.
4. Manufacture ‘tension’ in the classroom.
4. Create opportunities for leaders to practice polarity thinking.
4. Ensure the organisation’s most senior leaders also engage in Vertical Development.
5. Support leaders to uncover their Immunity To Change.
5. Utilise team-based organisational dilemmas to enhance leaders’ systems literacy and collective agility.
5. Provide leaders with adequate reflection time, supported by regular meditation or mindfulness practice.
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
25
WHAT NOW
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Bridging the Complexity Gap
26Role Level (N = 512)
Co
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Leaders’ Current Day Ability/Capacity
Complexity of Current Day Task Demands
The Complexity Gap
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
The Goldi locks Zone
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Leaders’ Current Day Ability/Capacity
Complexity of Current Day Task Demands
Zones of Optimal Development
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
Creat ing your Vert ical Leadership Development Toolkit
• The Virtuous Cycle of Learning (VCoL+7) developed by Lectica
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1. Reflectivity - cultivating the habit of reflecting upon outcomes, emotions, or events.
2. Mindfulness, emotional regulation , and self monitoring.
3. Critical reasoning - seeking and evaluating information.
4. Systems thinking - making connections between ideas, information, perspectives, and evidence.
5. Applying knowledge for real world impact.
6. Seeking and using feedback.
7. Address your habitual biases - identifying and addressing cognitive and behavioural biases.
Deep dive into VCoL+7 at: https://www.youtube.com/watch?v=7zhrUZ24WR8&feature=youtu.be
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
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THANK YOU
catalysts for t ransformat ion
page
FEAL HR Forum Masterclass | Vertical Leadership Development
presented by Dr Richard Harmer ([email protected])
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Dr Richard Harmer
CEO, The Holos Group
• Office +61 3 9016 9663
• Mobile +61 409 323 062
• Email [email protected]
• CoTap cotap.me/richard
• Skype richardjharmer
• Twitter @richardharmer | @theholosgroup
• Web www.theholosgroup.com
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