Developing collaborative leadership context consulting

2009 Context Management Consulting Inc.

MaRS Best Practice Series

Developing Collaborative Leadership

Mary Stacey M.A.Context Management Consulting Inc.October 2009

Hosted by MaRS in partnership with KingbridgeAdditional support by CIBC


Welcome – Two Interactive Sessions

– Today’s Agenda – Developing Collaborative Leadership– December 2 – Building A Collaborative Culture

Whether you’re an entrepreneur in the start up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.

Whether you’re an entrepreneur in the start up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.


Developing Collaborative Leadership

What we will cover– the relational dimensions of collaboration– leadership practices that build collaboration

What we won’t cover– collaborative technologies– social media

Organizations function best when committed people work in collaborative relationships based on respect. Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009

Organizations function best when committed people work in collaborative relationships based on respect. Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009


Evolving Toward Collaborative Leadership

Leadership is the biggest swing factor in the success of companies once they are an idea worth doing John Hamm, 2009 Endeavor Entrepreneur Summit

Leadership is the biggest swing factor in the success of companies once they are an idea worth doing John Hamm, 2009 Endeavor Entrepreneur Summit

How Successful Leaders Transform Differences

into Opportunities

Shaping Our FuturesThrough Conversations

That Matter

How Leaders of Government, Business and Non-Profits Can

Tackle Today’s Global Challenges Together


Scale Yourself – Scale Your Enterprise?

“Leaders who scale do so because they take deliberate steps to confront their shortcomings and become the leaders their organizations need them to be.”

John Hamm, Why Entrepreneurs Don’t Scale (Harvard Business Review, 2002)


What deliberate steps?

We’ve found that the level of personal development of the CEO ad his/her senior advisors can have a critical impact on the success of organizational change efforts and, in turn, on the company’s ability to thrive in an ever-more complex business environment. Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005)

We’ve found that the level of personal development of the CEO ad his/her senior advisors can have a critical impact on the success of organizational change efforts and, in turn, on the company’s ability to thrive in an ever-more complex business environment. Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005)

Robert KeganIn Over Our Heads

(1995)

Bill TorbertAction Inquiry

The Secret of Timely& Transforming Leadership

(2004)

Joiner & JosephsLeadership Agility

(2007)

McGuire & RhodesTransforming YourLeadership Culture

(2009)


Developmental View of Leadership

Concerned with meaning making that influences perspective & behavior

Differentiated from trait theories, preferences, life stage, cultural identification

Center of gravity - Action-Logics that develop in a predictable pattern through the lifespan

Expansion of capacities through experience, personal practices, formal education that challenges assumptions, life crises.

Kegan, 1982, Torbert, 1991; Torbert & Associates, 2004; Torbert and Rooke, 2005Joiner & Josephs, 2007, McGuire & Rhodes, 2009


Developmental Transformations

Transcend and

Include

Adapted from Harthill UK


LEADERSHIP DEVELOPMENT FRAMEWORKLEADERSHIP DEVELOPMENT FRAMEWORKAlchemist

1% ManagersAlchemist

1% Managers

Strategist4% Managers

Catalyst/Individualist10% Managers

Achiever30% Managers

Expert38% Managers

Diplomat12% Managers

Opportunist5% Managers

Action Inquiry: Transforming Leadership in the Midst of Action (Torbert & Associates, 2004)

ACTION

LOGICS


It’s not easy – One Alchemist in ‘Fallback’

“The waiter brought out another unidentifiable course of something that looked rubbery and raw to him. Time crawled more slowly with each course. He had been counting and the number of courses now exceeded ten. He tried to make up for his culinary lapses with witty, self-deprecating conversation about business . . . but he knew he was disgracing himself. Even in the middle of the bonfire of embarrassment he could not help but think longingly of hamburgers.”


Opportunist

Expert

Catalyst

AchieverDiplomat

Strategist

x

x

x

x

A Lifelong Process



Two Main Drivers of Transformation

• Negative association with current Action-Logic– frustration or boredom– disillusionment– recognition of limitations

• Positive attraction to later Action-Logic– experiencing a taste of the next stage– desire to close the capacity-behavior gap


Developmental StrandsExpert

Action-LogicAchiever

Action-LogicIndividualistAction-Logic

Strategist

Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts.Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts.


The colored lines represent the many aspects of how we make meaning. Examples might include how I relate to rules, how important being liked is to me, what I feel about feedback, what I do about feedback, how much I think about the future, whether I have a personal practice etc. Each darker continuous line shows a separate current meaning making strand of a single person. We would describe this person as ‘making meaning at the achiever stage’, yet a closer look reveals there are some strands that have not yet reached the achiever stage and some have developed beyond it. This person may most need to work with the strands that currently reach no further than diplomat or expert, or they may want to explore those that are situated in the post-conventional stages (which are convention aware and convention creating).

The colored lines represent the many aspects of how we make meaning. Examples might include how I relate to rules, how important being liked is to me, what I feel about feedback, what I do about feedback, how much I think about the future, whether I have a personal practice etc. Each darker continuous line shows a separate current meaning making strand of a single person. We would describe this person as ‘making meaning at the achiever stage’, yet a closer look reveals there are some strands that have not yet reached the achiever stage and some have developed beyond it. This person may most need to work with the strands that currently reach no further than diplomat or expert, or they may want to explore those that are situated in the post-conventional stages (which are convention aware and convention creating).


Leadership Development Profile (LDP)

Self Assessment

Others’Perception

Identifying your Action Logic

The 7 Key Action Logics



Nam e: Anna Sam ple Leadership Developm ent Profile

StageSentences scored at each stage

Distribution of your sentences

Im pu lsive

O pportun ist

D ip lom at 5 15 23 24 33

E xpert 7 18 19 20 21 22 32

A chiever1 3 4 6 8 9 10 11 12 13 14 17 25 27 28 29 30 31 34 35 36

Ind ividua list 2 16 26

S tra teg ist

A lchem ist

Iron ist

Date scored: 01 February 2005Prof iler: EBProf ile No: 2005

0 4 8 12 16 20 24Num ber of sentences scored at each stage

Im pulsiv e

O pportunist

D iplom at

Expert

Achiev er

Indiv idualist

S trategist

A lchem ist

Ironist

Harthill Leadership Development Profile (LDP) based on Washington University SCT, one of the most thoroughly researched and validated instruments, based on 30 yearsof testing. LDP profiled on 8000+ managers. Adapted from Harthill UK


Development Example: Expert• Consolidating

– Get feedback from respected sources– Seek opportunities to mentor others

• Transforming– Consider the big picture, responsibility for broader corporate

goals– Emphasize taking on ‘informal leadership’ roles


Development Examples: Achiever• Consolidating

– Self development opportunities in relation to getting results– Facilitative, strategic and results oriented leadership approach

• Transitioning– Mentoring or coaching – opportunities to reflect– Complex opportunities where positional power is reduced and

influence more important


Action Inquiry - a collaborative leadership practice

Action: doing something (e.g. physically, verbally)

Inquiry: reflecting and questioning (e.g. in your own mind, or in conversation with others)

Collaborative Conversations:• Using Speech Acts• Exercising Power


Leadership Conversations – Balcony View

Conversation Conversation

Choice Point:What kind of

Conversation?Dialogue

InquiryAssumption-testing

Shared Understanding

DiscussionAction

Problem SolvingDecision making

Conviviality“Coffee chat”

Debate“I win-You lose”


Leadership Conversations – Balcony View

ConversationConversation

Choice Point:What kind of

Conversation?Dialogue

InquiryAssumption-testing

Shared Understanding

DiscussionAction

Problem SolvingDecision making

Conviviality“coffee chat”

Debate“I win-You Lose”

What speech acts do I use?How am I exercising power?

How do I respond to feedback?


Developing Effectiveness in Pivotal ConversationsConversation Transcript (4x4)

An exercise where you can:

• discover how your preferred & habitual conversation ‘moves’ may be limiting your effectiveness in strategic conversations.

• develop your conversational leadership capacity

• establish a common practice that can accelerate your team’s development

Your Unspoken Thoughts and Feelings


Exercising Power: Building Trust & Collaboration

Assertive Power Accomodating PowerUnilateral intention PassiveAssert own views & needs Conform to others’ views & needs

Power Style Profile:• When I disagree, I am forthright in saying what I believe • I find diverse perspectives more energizing than uncomfortable• I usually use subtle ways to let others know what I need

Adapted from Joiner


Exercising Power: Trust & Collaboration

Assertive Power Accomodating PowerUnilateral intention PassiveAssert own views & needs Conform to others’ views & needs

VCollaborative Power

• Situationally balances assertive & accomodative power• Intention is to develop a solution that takes multi-stakeholder priorities into account – including self – for mutually transforming and more sustainable outcome

Adapted from Joiner


A note about vulnerability

Staff members awareness that the CEO and senior managers are facing the same vulnerabilities, uncertainties, and experiments as they are can become a potent force for widespread buy in and collaborationTorbert and Rooke, 2004

Staff members awareness that the CEO and senior managers are facing the same vulnerabilities, uncertainties, and experiments as they are can become a potent force for widespread buy in and collaborationTorbert and Rooke, 2004


Summary

• Research: leaders who can facilitate collaboration create more sustainable enterprises

• Learn about and develop your centre of gravity to ‘scale yourself while scaling your enterprise’

• Leadership development in the context of human development meets evolving complexity & interdependence

• Action Inquiry develops your capacity to be a more collaborative leader– Simple collaborative practices to exercise power, build trust,

create conversations, respond to feedback– Facilitate deeper collaboration in every relationship

2009 Context Management Consulting Inc.26

Resources

Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business Review (April 2005)

Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and Associates (Berrett Koehler, 2004)

Leadership Agility by Bill Joiner and Stephen Josephs (Jossey Bass 2007)

Transforming Your Leadership Culture by John B. McGuire and Gary Rhodes (JosseyBass 2009)

Action Learning: Addressing Today’s Business Challenges While Developing Leaders for Tomorrow, Mary Stacey (Context Whitepaper, 2008)

Power Inventoryhttp://www.leadershipagility.com/assess_style.phpS