Leading For Change: Critical Skills for Project LAUNCH Leaders

1. Leading For Change: Critical Skills for Project LAUNCH Leaders Ellen B. Kagen, M.S.W. Georgetown Leadership Program Center for Child and Human Development Georgetown University Suganya Sockalingam, Ph.D. Faculty, Georgetown Leadership Academy Co-Founder and Executive Director, TeamWorks International LLC CEO & Founding Partner, Change Matrix LLC

2. Role of Leadership in Systems Change Leadership and Management Leadership and Authority Leadership and Advocacy

3. What are you trying to accomplish? Think of a “change” issue which you are in the midst of addressing; a change which may be easier to tackle with improved leadership skills. The change can be with an individual, a team, your organization or cross agency.

4. Problems and Challenges • Simple • Complicated • Complex S. Glouberman and B. Zimmerman, “Complicated and Complex Systems: What Would Successful Reform of Medicine Look Like,” in P.G. Forest, T. Mackintosh and G. Marchilden (eds), Health Care Services and the Process of Change (Toronto: University of Toronto Press, 2004): 5

5. DEFINING LEADERSHIP

6. Managers and Leaders Managers – Maintain Stability Leaders – Involved in Change Managing the polarities and having the capacity for practicing both simultaneously

7. Bottom Line “Leaders lead people; managers manage things. Understanding the difference is the first step to understanding ones role as a leader.” (unknown source)

8. LEADERSHIP IS A FUNCTION Leadership is a combination of values, skills, and observable behaviors that: can be learned, improved and expanded can be adapted and changed to address various situations in a changing environment. result in mobilizing others towards expanding their capacity to learn together and take actions to create a vision they share. Source: Ellen B. Kagen, Georgetown University, 2010

9. Leadership and Authority Leadership A combination of values, skills, and observable behaviors that result in mobilizing others toward expanding their capacity to learn together and take actions to create a vision they share. Authority A social contract used to define who or what has power to perform activities such as enforce laws, make judgments, or supervise the actions of others. Authority is also the power to influence or persuade from a solid base of knowledge or experience. Source: Ellen B. Kagen, Georgetown University 2010 6-9

10. Leadership is a set of personal attributes, qualities, and skills either intuitive and/or acquired that rouses and motivates others. (Northouse, 2001). Leading by Position Providing Leadership by Influence Slide Source: National Center for Cultural Competence, 2010

11. Leadership and Advocacy • Both leadership and advocacy keep people focused on the issues. • Advocacy is the act of pleading or arguing in favor of something such as a cause. It is the pursuit of influencing by putting hard issues on the agenda. • Leadership is the mobilization of resources to bring about the change and leadership galvanizes the people to change their ways.

12. Defining Leadership Leadership can be seen as the process of envisioning and initiating change, by mobilizing others to alter the status quo, in response to an urgent challenge or a compelling opportunity. Leadership is a type of behavior that embraces relationships and that has change as its essential goal. Leadership is a function in systems change Source: Ellen B. Kagen , Georgetown University. Adapted from Laufer, N., The Genesis of Leadership, 2008

13. Why Leadership? Why Now? • Time of unprecedented challenges and turbulence • Engaged in an increasingly diverse and complex community • Challenges do not have simple solutions and require creative, inclusive and strategic responses • Each of you is in a role where you can have significant impact on the future

14. System Resistance to Change

15. Personal Resistance to Change

16. Leadership and Change “The changes required will be not only in our organizations but in ourselves as well. …Only by changing how we think can we change deeply embedded policies and practices. Only by changing how we interact can shared vision, shared understandings, and new capacities for coordinated action be established.” Senge, P. M. (1990). The Fifth Discipline, p. xiv

17. Understanding and Reframing our Mental Models Personal Values Culture Mental Models Views of Leadership

18. Personal Values Beliefs or standards Qualities Intrinsic worth Guiding principles Guides for how you behave or highly valued qualities that fit and support your way of life

19. Values in Leadership Those personal, organizational, or community beliefs, standards, or qualities that influence your work and interaction with others. Personal values are critical in defining a personal vision. Ultimately personal values of individuals will shape the shared values and vision of a leadership group

20. Personal Values Clarity “The very first step on the journey to credible leadership is clarifying your own values…” The Leadership Challenge, Kouzes & Posner, 4th edition, 2007 Exercise: Hierarchy of Values

21. Ethnic/Racial/Tribal Identity Socioeconomic Status/Class Nationality Language Family Constellation Social History Health Beliefs & Practices Perception of Disability Education Perception of Health (including mental health Age & Life Cycle Issues Spatial & Regional Patterns Gender & Sexuality Sexual Orientation Religion & Spiritual Views Political Orientation & Affiliation Acculturation/assimilation level Cultural Factors That Influence Diversity Internal Source: NCCC, 2002 - modified from James Mason, Ph.D., NCCC Senior Consultant

22. Cultural Factors That Influence Diversity Institutional Biases Community Economics Intergroup Relations Natural Networks of Support Community History Race relations Political Climate Workforce Diversity Community Demographics Migratory Patterns Group & Community resiliency External Source: NCCC, 2002 - modified from James Mason, Ph.D., NCCC Senior Consultant

23. Culture a society’s beliefs, customs, habits, conventions, humanism, lore, arts, sciences - it’s what makes us ‘humans’ is shared by all or almost all members of a group is socially transmitted from generation to generation Structures our perceptions… shapes our behaviors Culture is… the total way of life - tells group members how to behave and provides their identity source: TeamWorks, 2003

24. Iceberg as a Metaphor for Culture conscious awareness dress age race/ethnicity language food music gender art eye behavior sense of “self” “out-of awareness” notions of modesty authority figures & roles patterns of handling emotions concept of justice group decision-making patterns levels of acculturation patterns of superior/subordinate roles sense of power theory of disease concept of cleanliness risk interpretation body language problem-solving approaches religion & spirituality attitude toward the dependent sense of competition/cooperation social interaction rate patterns of visual perception facial expressions definitions of mental illness concept of justice roles in relation to status by age, sex, class and much more source: Sockalingam, S. - TeamWorks, 2003, adapted from source unknown

25. Culture is applicable to diverse population groups is active, dynamic, multi-layered is shaped over time and in context can be viewed as either thick, thin or compartmentalized Culture is… the way you do the things you do source: TeamWorks, 2003

26. Impact of Cultural Values

27. Mental Models Mental Models are: Beliefs, assumptions, and models we have about every aspect of ourselves, others, our organizations, and how the world works Habits of thought Ancestral voices

28. Attributes of Mental Models Everyone has them They affect how we perceive, relate and act in the world. They are critical to our effectiveness and can impede or enhance our learning. They may be conscious, or unconscious, and they can get us in trouble. It’s easier to see others’ mental models and harder to see our own.

29. Mental Models Teenager Teacher Police Religion Family Traditions Silence President Hospital

30. Ladder of Inference Take ACTIONS (based on beliefs) Adopt BELIEFS Draw CONCLUSIONS Make ASSUMPTIONS (based on meaning added) Add MEANING (cultural and personal) Select DATA OBSERVABLE DATA and EXPERIENCE (the “video tape”)

31. Seven Views of Leadership The Genetic View The Learned View The Heroic View The Top-Only View The Social Script View The Position View The Calling View source: adapted from Center for Creative Leadership, Greensboro, NC, 2008

32. The Adaptive Challenge Understanding the Role of Leadership in Times of Change and Transformation

33. Leadership Today Deeply held beliefs about leadership are challenged Values that made us successful become less relevant Skills that made us successful become less relevant or must be re-framed or re-tooled Adapted from Heifetz, Ron, Leadership without Easy Answers, 1996

34. Technical Work Perspectives are aligned Definition of the problem is clear Solution and implementation of the problem is clear Primary locus of responsibility for organizing the work is the formal leader Adapted from Heifetz, Ron, Leadership without Easy Answers, 1996

35. Adaptive Work Legitimate, yet competing, perspectives emerge Definition of the problem is unclear Solution and implementation is unclear and requires learning Primary locus of responsibility is not the formal leader Adapted from Heifetz, Ron, Leadership without Easy Answers, 1996

36. The Collective Intelligence “It is in the collective intelligence of people at all levels, who need to use one another as resources, often across boundaries and learn their way to solutions.” Adapted from: R. Heifetz and D. Laurie: The Work of Leadership. Harvard Business Review, 1998.

37. Key Question To differentiate between Adaptive and Technical Work ask... Does making progress on this problem require changes in people’s values, attitudes and/or habits of behavior?

38. Examples The Work of the Leader RESET • Whose values, beliefs, attitudes or behaviors must change in order to move forward? • What shifts in priorities, resources and power are necessary? • What sacrifices would have to be made and by whom? Adaptive Technical

39. Examples The Work of the Leader RESET • Whose values, beliefs, attitudes or behaviors must change in order to move forward? • What shifts in priorities, resources and power are necessary? • What sacrifices would have to be made and by whom? Adaptive Computers in the workplace -user groups Strength based care Family involvement as equal partners in our work Interagency collaboration Build Relationships Cultural competence Engaging the whole community Technical Computer training Assessment form Parents at meetings or The Incredible Years Memorandum of agreement MH consultation-job description and hire Translation services, printed materials Home Visitation professionals

40. TABLE DISCUSSION Now that you understand the difference between adaptive and technical work, please take some time to discuss when you have been part of placing a technical solution to an adaptive challenge, either as a participant or as a leader in the work.

41. Relationship between Technical and Adaptive Work • Process flow between technical and adaptive work • Using technical work strategically to gain short term wins and move a process forward • How does this framework impact the way you address the implementation of your strategic plan? • Do not put a technical solution to an adaptive challenge!

42. TRAINING & TECHNICAL ASSISTANCE • Would expert advice and technical adjustments within basic routines suffice, or would people throughout the system have to learn new ways of doing business, develop new competencies and begin to work collectively? • How might T/TA be useful in order to help define the adaptive or technical challenge and facilitate adaptive and technical work? The Work of the Leader Adaptive Facilitation Shared Vision Collaborative Decision Making Technical Coordination Expert Advice Procedures STRESS

43. Role of Leadership in Adaptive Work Create a context for learning and support so that “the change” or new effort can be generated, understood, absorbed and ultimately acted upon by all. Source: Ellen B. Kagen, Georgetown University, 2010

44. Application of the Adaptive Framework to the Strategic Plan Reset: What needs to shift in order for elements of the strategic plan to become a reality?

45. RESET “Reset requires figuring out what, of all that you say you value, is really important and must be preserved…… and what, of all that you value, you must leave behind in order to adapt to a fundamental new reality.” Heifetz, R., Grashow, A., Linsky, M., Leadership in a (Permanent) Crisis, Harvard Business Review (2009)

46. Addressing the Adaptive Challenge New Skills for Leaders in Adaptive Work

47. The Work of Leadership • Get on the Balcony • Identify the Adaptive Challenge • Regulate Distress • Maintain Disciplined Attention • Give the Work Back to the People • Protect All Voices Heifetz, Ron, Leadership without Easy Answers, 1996

48. Key Skills: Get on the Balcony Leaders need to see a context for change • Identify struggles over values and power • Recognize patterns of work avoidance and potential for conflict • Watch for unproductive reactions to change

49. Identify the Adaptive Challenge • Putting the unspoken on the table • Recognize changes in values, practices, and relationships. • Recognize the need to call for a collective sense of responsibility. • Recognize the requirements for: • learning new ways • developing new competencies • working collectively

50. Regulate Distress • Create a “Holding Environment”…a place where: • Difficult adaptive challenges can be discussed • Diversity of opinion is welcome • Experiences, values, and assumptions are challenged (Challenge conventional wisdom) • Stress is expected and tolerated • The leader must use presence and composure to defer personal emotional response in order to regulate distress, tolerate uncertainty and frustration, and facilitate the learning process