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The Challenges ofThe Challenges ofL E A D E R S H I PL E A D E R S H I P

Ronald A. Heifetz


THE CLASSIC ERRORTHE CLASSIC ERROR

Treating Adaptive Challenges

as if they were Technical Problems


Technical & Adaptive WorkTechnical & Adaptive WorkKIND OF WORK

TECHNICAL

TECHNICAL & ADAPTIVE

ADAPTIVE

PROBLEM DEFINITION

CLEAR

CLEAR

REQUIRES LEARNING

SOLUTIONS & IMPLEMENTATION

CLEAR

REQUIRES LEARNING

REQUIRES LEARNING

PRIMARY FOCUS OF RESPONSIBILITY FOR

THE WORK

AUTHORITY

AUTHORITY & STAKEHOLDER

STAKEHOLDER>AUTHORITY


Nine Properties of anNine Properties of anAdaptive ChallengeAdaptive Challenge

The Challenge consists of a gap between aspirations and reality demanding responses outside the repertoire

Adaptive Work to narrow that gap requires difficult learning

The Learning involves distinguishing what’s precious and essential from what’s expendable, which involves loss



The Losses often involve learning to re-fashion loyalties and develop new competencies

Adaptive Work is value-laden; conservative as well as progressive

The People with the problem are the problem, and they are the solution

Problem-Solving Responsibility shifts to the stakeholders



Adaptive Work requires a longer time frame than technical work

Adaptive Work is experimental

Adaptive Challenges generate disequilibrium and avoidance


Adaptive or Technical?

Identify 1-3 challenges faced by your organization

Determine whether these are technical, adaptive or both

Discuss the relative degree of difficulty associated with “managing” each


Work Avoidance MechanismsWork Avoidance Mechanisms Organizations tend to avoid adaptive work

Common Pathway:• Diversion of responsibility or attention

Common Function:• Restore equilibrium and hold onto the past


Work Avoidance MechanismsWork Avoidance Mechanisms Displace Responsibility

• Externalize the enemy• Attack authority• Kill the messenger• Scapegoat


Work Avoidance MechanismsWork Avoidance Mechanisms Distract Attention

• Fake Remedies – Define the problem to fit your competence – Misuse of structural adjustments – Misuse of consultants, committees and task forces

• Denial

• Sterile conflict: Proxy fights; No curiosity or creative engagement


Examples of Work Avoidance

Please give and discuss examples of work avoidance patterns that operate in your organization.


PRODUCTIVE RANGE OF DISTRESS

DIS

EQ

UIL

IBR

IUM

TIME

LIMIT OF TOLERANCE

THRESHOLD OF LEARNING

ADAPTIVE CHALLENGE

WORK AVOIDANCE

TECHNICAL PROBLEM

Technical Problem or Adaptive Challenge?Technical Problem or Adaptive Challenge?


AuthorityAuthority Resource and constraint on leadership

A contract for services• Formal or informal

Power entrusted for service• Power• Trust• Service


TrustTrust Predictability

• Values

• Competence


The Services of AuthorityThe Services of Authority Direction

Protection

Order• Orientation to roles• Control of conflict• Norm Maintenance


Leadership with AuthorityLeadership with AuthorityAREA OF FOCUS

DIRECTION

PROTECTION

ORDER: ORIENTATION

CONFLICT

NORMS

TECHNICAL

PROVIDE PROBLEM DEFINITION &

SOLUTION

PROTECT FROM EXTERNAL THREATS

ORIENT PEOPLE TO CURRENT ROLES

RESTORE ORDER

MAINTAIN NORMS

ADAPTIVE

IDENTIFY THE ADAPTIVE CHALLENGE; FRAME KEY

QUESTIONS & ISSUES

DISCLOSE EXTERNALTHREATS

DISORIENT CURRENT ROLES; RESIST ORIENTING PEOPLE

TO NEW ROLES TOO QUICKLY

EXPOSE CONFLICT OR LETIT EMERGE

CHALLENGE NORMS OR LET THEM BE CHALLENGED

AREA OF FOCUS

DIRECTION

PROTECTION

ORDER: ORIENTATION

CONFLICT

NORMS

TECHNICAL

PROVIDE PROBLEM DEFINITION &

SOLUTION

PROTECT FROM EXTERNAL THREATS

ORIENT PEOPLE TO CURRENT ROLES

RESTORE ORDER

MAINTAIN NORMS

ADAPTIVE

IDENTIFY THE ADAPTIVE CHALLENGE; FRAME KEY

QUESTIONS & ISSUES

DISCLOSE EXTERNALTHREATS

DISORIENT CURRENT ROLES; RESIST ORIENTING PEOPLE

TO NEW ROLES TOO QUICKLY

EXPOSE CONFLICT OR LETIT EMERGE

CHALLENGE NORMS OR LET THEM BE CHALLENGED


The Paradox of TrustThe Paradox of Trust People will often trust you when you fulfill their expectations for service

So what happens when you:• Raise questions or deliver information that conflicts with those expectations?

• When you tell them what they may need to hear, but not what they want to hear?


Risking TrustRisking Trust

Please give an example of a time when you Please give an example of a time when you should have told people what they needed to should have told people what they needed to hear rather than what they wanted to hear.hear rather than what they wanted to hear.

Please give an example of a time when you Please give an example of a time when you generated distrust by telling people what they generated distrust by telling people what they needed to hear.needed to hear.


L E A D E R S H I PL E A D E R S H I P Mobilizing adaptive work

• Leadership is an activity

• With or without authority

• Not defined by personality traits, power, influence or position


4 Confusions of Leadership4 Confusions of Leadership Leadership = authority

Leadership = personality

Leadership = knowledge

Leadership = value-free


Leadership TasksLeadership Tasks Assess the Adaptive Challenges

Think Politically

Orchestrate the Conflict

Discipline Attention

Develop Responsibility

Regulate Disequilibrium

Infuse the Work with Meaning


The Politics of LeadershipThe Politics of Leadership

ADAPTIVE CHALLENGE


Activity: Leadership Tasks

1. Assess the Adaptive Challenges– Proposition: People often confuse technical

problems with adaptive challenges.

– Identify 3 or more diagnostic indicators to identify an adaptive challenge.

Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)



2. The Politics of Change– Proposition: Adaptive learning is inherently

political.– Identify the relevant parties to a recent

strategic initiative. How are you asking each of them to experience a measure of loss, disloyalty, or incompetence?




3. Using Conflict– Proposition: Competing perspectives can

become a source of creativity rather than a source of destructive conflict.

– What structures, processes, and norms can enable competing perspectives to become a source of creativity?




4. Maintain Disciplined Attention– Proposition: People often avoid adaptive work

by diverting attention away from the issues that generate frustration and conflict.

– Identify 3 or more actions you can take to maintain disciplined attention.




5. Develop Responsibility – Proposition: People often avoid adaptive work

by displacing responsibility for tough issues away from themselves.

– Identify 3 or more actions you can take to give the work back to relevant stakeholders.




6. Regulate Disequilibrium– Proposition: Too much disequilibrium

overwhelms people, not enough stagnates.

– Identify 3 or more actions you can take to raise and to lower the amount of disequilibrium to keep it within a productive range.




7. Infuse the Work with Meaning– Proposition: People need to feel committed to

the work they’re doing, in spite of the sacrifices.

– Identify 3 or more actions you can take to infuse work with meaning.



Get on the BalconyGet on the Balcony Distinguish Technical from Adaptive Work

Find Out Where People Are At

Listen to the Song Beneath the Words

Read the Authority Figure for Clues


Think PoliticallyThink Politically Find Partners

Keep the Opposition Close

Accept Responsibility for Your Piece of the Mess

Acknowledge their Loss

Model the Behavior

Accept Casualties


Orchestrate the ConflictOrchestrate the Conflict Create a Holding Environment

Control the Temperature

Pace the Work

Show Them the Future


Give the Work BackGive the Work Back Take the Work Off One’s Shoulders

Place the Work Where it Belongs

Create Structures & Processes to Distribute Responsibility

Make Interventions Short & Simple


Hold SteadyHold Steady Take the Heat

Let the Issues Ripen

Focus Attention on the Issues


L E A D E R S H I PL E A D E R S H I Pgeneratesgenerates

L E A D E R S H I PL E A D E R S H I P


Leadership is DangerousLeadership is Dangerous

At the Heart of Danger is Loss

Going Beyond One’s Authority


The Faces of DangerThe Faces of Danger Marginalization

Diversion

Attack

Seduction


The Personal Challenge – Staying Alive

1. Get on the balcony2. Use partners3. Distinguish role from self4. Listen5. Manage one’s hungers6. Anchor oneself7. Preserve one’s sense of purpose


Manage One’s HungersManage One’s Hungers Power and Control

Affirmation and Importance

Intimacy and Delight


Anchor YourselfAnchor Yourself Distinguish Role From Self

Don’t Confuse Allies With Confidantes

Keep a Sanctuary


Losing HeartLosing Heart

QUALITY OF HEART

INNOCENCE & IMAGINATION

CURIOSITY & DOUBT

COMPASSION

BECOMES

CYNICISM

ARROGANT CERTAINTY

CALLOUSNESS

DRESSED UP AS

REALISM

AUTHORITATIVE KNOWLEDGE

THICK-SKIN OF EXPERIENCE


Why Lead?Why Lead? Service

The Form Doesn’t Matter

The Myth of Measurement

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