Transformational Leadership and Change Presented by: Kelcy Benedict Tuesday, March 5, 2013 Ottawa, Ontario March 5, 2013

Transformational Leadership and Change

Presented by: Kelcy BenedictTuesday, March 5, 2013

Ottawa, Ontario

March 5, 2013

What I’m Not Here to Talk About

How to make them change

Or

Change Management Methodologies

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What I Am Here to Talk About

Transformational Leadership and Change:

1. Creating an Outcome Orientation2. Enrolling others in the Outcome

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Type of Change

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Degree of Risk of not changing

Low

High

HighDegree of buy–in and commitment

Incremental Change

Transformational Change

The Challenge of Change

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Leader

Technical SideInanimate Resources

Human SideFree-Willed Resources

InfluenceControl

People drive the change process from stage to stage through their discretionary efforts

Change is an Energy Exchange

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Energy EffortExchange

Leader Led

Change requires the on-going exchange of energy for effort between the leader and the led

CREATING AN OUTCOME ORIENTATION

March 6, 2012

Time

Problem Outcome

Problem

AnxietyReact

VisionOutcome

PassionBaby Step

Results

Time

Results

+

+

- -

-

+ +

+

+• ATTENTION

• INTENTION

• RESULTS

DISTINCTIONS

Primary Orientations

2011 - David Emerald - All Rights Reserved – www.powerofTED.com

Adapted from Bob Anderson

– The Leadership Circle – www.theleadershipcircle.com Used

with permission

http://www.theleadershipcircle.com/

Problem Orientation Outcome Orientation

Primary Orientations:Thoughts, Feelings & Actions


• Perpetual fire drills

• Things don’t get completed

• “Continuous Partial Attention”

• Conversations focus on “what

we don’t want or like”

• Vision is unclear & shifts

• Exhaustion/Burnout

• “Drama”

• Action focused on prioritized outcomes

• Forward progress seen & measured

• Attention on short-term “baby steps”

• Conversations focus on “what we

do want”

• Vision clearly communicated &

periodically reviewed

• Inspired and energized

• Empowerment

Problem Outcome

Problem

AnxietyReact

VisionOutcome

PassionBaby Step

+

+

- -

-

+ +

+

+• ATTENTION

• INTENTION

• RESULTS

DISTINCTIONS

Primary OrientationsVictim Creator

Time

Results

Results

Time


Adapted from Bob Anderson

– The Leadership Circle – www.theleadershipcircle.com Used

with permission

http://www.theleadershipcircle.com/

DDT: Dreaded Drama Triangle(Karpman Drama Triangle)

Victim

Rescuer Persecutor

PowerlessDream Denied/Thwarted

“Poor Me”

= Situation= Identity

Victimization Victimhood

Dominates, Blames, Tears Down

Fears Own Victimhood“You Poor #%@!!”

“The Problem”

Keeps Victim 1-DownFears Not Being Needed

“Poor You”

“Pain Reliever”


March 6, 2012

Creator

Challenger Coach

The Empowerment Dynamic (TED)

Owns Power to Choose & RespondFocuses on Outcomes

“I Can Do It”

Calls Forth Learning & GrowthProvokes/Evokes ActionConscious/Constructive

Unconscious/Deconstructive“Do It!”

Supports & AssistsFacilitates Clarity by Asking Questions“You Can Do It”

Choice Points

Creator

Victim

Persecutor

Challenger

Rescuer

Coach


A Challenger in Action


Come to the edge.We might fall.Come to the edge.It’s too high!COME TO THE EDGE!So they cameAnd he pushedAnd they flew

Christopher Logue

How “Shift Happens”Central Question: Essential Shift:

Creator

VictimWhat do I want? Reacting Choosing

Persecutor

ChallengerWhat is my intention?

Putting down Building up/Learning

Rescuer

Coach How am I seeing the other?

Telling Asking


ENROLLING OTHERS IN THE OUTCOME: WORKING WITH GROUPS

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Begin with your Mental Models

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I take actions based on my beliefs

ObservableData & experiences

I select data

from what I observe

I add meanings

cultural and personal

I make assumptions

I draw conclusionsOur beliefs are the truth

The truth is obvious

Our beliefs are based on real data

The data we select is real data

Ladder of Inference: Peter Senge

How Do You Show Up?

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Source: Roger Schwarz & Associates

Mindset – Mutual Learning

Values Assumptions

Transparency

Curiosity

Accountability

Informed Choice

Compassion

I have some information; so do other

Each of us may see things the others don’t

I may be contributing to the problem

Differences are opportunities for learning

People may disagree with me and have pure motives

Mindset – Unilateral Control

Values Assumptions

Win, Don’t Lose

Be Right

Minimize expression of negative feeling

Act rational

I understand the situation; those who disagree don’t

I am right; those who disagree are wrong

I have pure motives; those who disagree have questionable motives

My feelings and behavior are justified

I am not contributing to the problem

How do I as a Leader Shift?

• Look to your behaviors– Ask for feedback

• Challenge your assumptions– What do my behaviors tell me about how I think

about others?• Create new assumptions

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YOU MUST BE WILLING TO ALLOW YOURSELF TO BE CHANGED THROUGH THE PROCESS OF CHANGE

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Change and Facilitation

• Change is a process and facilitation is about process

• Facilitation is about movement • Developmental facilitation calls forth peoples’

best intentions; including your own

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Transformational Leadership and Change

1. Transformational change requires a high degree of engagement and buy-in

• Create a healthy energy exchange• Tap into discretionary effort

2. Create an Outcome Orientation• Cultivate the roles of creator, coach, and challenger; in yourself

and in others

3. Enroll others in the Outcome• Check your mental models; how do you show up with others?• Facilitate a mutual learning model to engage others

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Final Thought…

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If you want to go fast, go alone

If you want to go far, go together

African Proverb

Documents

Transformational Leadership and Change Presented by: Kelcy Benedict Tuesday, March 5, 2013 Ottawa, Ontario March 5, 2013