mars best practice series developing collaborative leadership

1. MaRS Best Practice Series Mary Stacey M.A. Context Management Consulting Inc. Hosted by MaRS in partnership with Kingbridge Additional support by CIBC

2. 1210 THANK You KB/MaRS for sponsoring�SHARED PASSION FOR UNLEASHING POWER OF COLLABORATION FIRST of 2 What is the value of collaborative leadership at all stages of org. growth?1210 THANK You KB/MaRS for sponsoring�SHARED PASSION FOR UNLEASHING POWER OF COLLABORATION FIRST of 2 What is the value of collaborative leadership at all stages of org. growth?

3. A LOTof Material Appreciate if SAVE questions�my colleague, SM, who works internationally with business and social entrepreneurs is here�we�re happy to stay after WHAT WILL WHAT WONTA LOTof Material Appreciate if SAVE questions�my colleague, SM, who works internationally with business and social entrepreneurs is here�we�re happy to stay after WHAT WILL WHAT WONT

4. 1220--- CCL has done some good work documenting the evolution of leadership theory and practice�trace through a past where domination, then inspiration (charisma) were thought to be best practices Now clear that we�re in an era where the capacity to create participatory leadership and facilitate collaboration across boundaries is key Why? While specific future developments are increasingly difficult to predict, there are two deep trends we can predict with great certainty: The pace of change will continue to increase, and the level of complexity and interdependence will continue to grow. Strikingly, research indicates that only about 10% of mangers have mastered the level of agility needed for consistently effective leadership in today�s turbulent world economy. 1220--- CCL has done some good work documenting the evolution of leadership theory and practice�trace through a past where domination, then inspiration (charisma) were thought to be best practices Now clear that we�re in an era where the capacity to create participatory leadership and facilitate collaboration across boundaries is key Why? While specific future developments are increasingly difficult to predict, there are two deep trends we can predict with great certainty: The pace of change will continue to increase, and the level of complexity and interdependence will continue to grow. Strikingly, research indicates that only about 10% of mangers have mastered the level of agility needed for consistently effective leadership in today�s turbulent world economy.

5. 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.� Wonder if tongue in cheek title of today�s session might be�.. Appreciated article Keri of MaRS Bus Adv Services sent along�..article In addition, John Hamm said: The fledgling CEOs I�ve observed fall into some traps, any one of which can be fatal to their career, and even to the company being led. They aren�t aware that by clinging to their existing strengths and habits, they risk creating dysfunctional companies.� In The 8th Habit, Steven Covey writes: if you want to make minor, incremental changes and improvements, work on behaviors. But if you want to make significant, quantum improvement, work on the frame of reference of lens through which you view the world. This begins to point us in the direction of the capacities that entrepreneurs require if you are to succeed in a world where they MUST: Act strategically with limited resources; Work across boundaries Know where to focus, and get things done; �learn as you grow��consciously, in the midst of action Wonder if tongue in cheek title of today�s session might be�.. Appreciated article Keri of MaRS Bus Adv Services sent along�..article In addition, John Hamm said: The fledgling CEOs I�ve observed fall into some traps, any one of which can be fatal to their career, and even to the company being led. They aren�t aware that by clinging to their existing strengths and habits, they risk creating dysfunctional companies.� In The 8th Habit, Steven Covey writes: if you want to make minor, incremental changes and improvements, work on behaviors. But if you want to make significant, quantum improvement, work on the frame of reference of lens through which you view the world. This begins to point us in the direction of the capacities that entrepreneurs require if you are to succeed in a world where they MUST: Act strategically with limited resources; Work across boundaries Know where to focus, and get things done; �learn as you grow��consciously, in the midst of action

6. What deliberate steps? Our Focus Today Is on the work that has been done over the last 25 years in adult development theory�Erikson, Loevinger, Kegan, Torbert, and others�.. In particular, we�re going to use the models and practices put forth by Torbert in his Leadership Development Framework and its associated metric: LDPOur Focus Today Is on the work that has been done over the last 25 years in adult development theory�Erikson, Loevinger, Kegan, Torbert, and others�.. In particular, we�re going to use the models and practices put forth by Torbert in his Leadership Development Framework and its associated metric: LDP

7. Over 25 years, Torbert and other researchers have administered the SCT/LDP to over 8000 professionals, managers, CEOs and consultants across sectors in North America and Europe Found that the levels of corporate and individual performance vary according to �action logic� ---the centre of gravity or worldview that guides behavior Notably, they found that the three types of leaders associated with below-average corporate performance (Opportunists, Diplomats, and Experts) accounted for 55% of the sample. They were significantly less effective at implementing organizational strategies than the 30% of the sample who measured as Achievers. Moreover, only the final 15% of managers in the sample (Individualists, Strategists, and Alchemists) showed the consistent capacity to innovate and to successfully transform their organizations. More to comeOver 25 years, Torbert and other researchers have administered the SCT/LDP to over 8000 professionals, managers, CEOs and consultants across sectors in North America and Europe Found that the levels of corporate and individual performance vary according to �action logic� ---the centre of gravity or worldview that guides behavior Notably, they found that the three types of leaders associated with below-average corporate performance (Opportunists, Diplomats, and Experts) accounted for 55% of the sample. They were significantly less effective at implementing organizational strategies than the 30% of the sample who measured as Achievers. Moreover, only the final 15% of managers in the sample (Individualists, Strategists, and Alchemists) showed the consistent capacity to innovate and to successfully transform their organizations. More to come

8. An analogy to: Russian Dolls While I beyond the opportunist (5c) Diplomat I was in my highschool years And the expert I was in my early academic role�.. The capacities at each of these stages are still present, with strengths and limitations, Transcend and Include An analogy to: Russian Dolls While I beyond the opportunist (5c) Diplomat I was in my highschool years And the expert I was in my early academic role�.. The capacities at each of these stages are still present, with strengths and limitations, Transcend and Include

9. Give Research Base Claim � very shallow overview SEE HBR Seven Transformations of Leadership Opportunist: 5% Wins any way possible, Self-oriented, manipulative, S Good in emergencies and closing deals, L Few people want to follow them for long term Diplomat: (Days � Months) Avoids conflict, wants to belong, obeys group norms, doesn�t rock the boat, S Supportive glue on teams, L can�t provide candid feedback or make hard decisions needed to improve performance. Expert: (1 year project) Rules by logic and expertise, Uses hard data to gain consensus and buy in S Good individual contributor W Lacks emotional intelligence, and respect for those with less expertise or diverse views Achiever: ( 2 year strategic implementation) Meets strategic goals, Promotes teamwork, juggles managerial duties and responds to market demands to achieve goals S Well suited to managerial work W Inhibits thinking outside the box Individualist: (3 year strategic visioning) Operates in unconventional ways Ignore rules she sees as irrelevant. S effective in venture and consulting roles W Irritates stakeholders by ignoring key org. processes and people Strategist: ( 3-5 year strategic soup to nuts) Generates organizational and personal change. Highly collaborative, weaves vision and pragmatic, timely initiatives, challenges existing assumptions Alchemist: 7-21 year and span of intimacy) Generations large scale social transformations, Reinvents organizations and organizing itself in historically significant ways Give Research Base Claim � very shallow overview SEE HBR Seven Transformations of Leadership Opportunist: 5% Wins any way possible, Self-oriented, manipulative, S Good in emergencies and closing deals, L Few people want to follow them for long term Diplomat: (Days � Months) Avoids conflict, wants to belong, obeys group norms, doesn�t rock the boat, S Supportive glue on teams, L can�t provide candid feedback or make hard decisions needed to improve performance. Expert: (1 year project) Rules by logic and expertise, Uses hard data to gain consensus and buy in S Good individual contributor W Lacks emotional intelligence, and respect for those with less expertise or diverse views Achiever: ( 2 year strategic implementation) Meets strategic goals, Promotes teamwork, juggles managerial duties and responds to market demands to achieve goals S Well suited to managerial work W Inhibits thinking outside the box Individualist: (3 year strategic visioning) Operates in unconventional ways Ignore rules she sees as irrelevant. S effective in venture and consulting roles W Irritates stakeholders by ignoring key org. processes and people Strategist: ( 3-5 year strategic soup to nuts) Generates organizational and personal change. Highly collaborative, weaves vision and pragmatic, timely initiatives, challenges existing assumptions Alchemist: 7-21 year and span of intimacy) Generations large scale social transformations, Reinvents organizations and organizing itself in historically significant ways

10. It�s not easy � One Alchemist �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.� Example of a regression to diplomat Fall back to �diplomat� Inner process contained, not visible on the outside Example of a regression to diplomat Fall back to �diplomat� Inner process contained, not visible on the outside

12. 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

13. Developmental Strands 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).

16. 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

17. 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

18. 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

19. Leadership Conversations � Balcony View

21. �you�re setting a bad example for the kids by driving to work every day and leaving the lights on all night� �I am more and more aware of how our everyday actions influence climate change, and affect our kids. I want to reduce our emissions, mainly through sharing car trips wherever ossible, and doing thigs at home like turning lights off when not needed. Is that something you�re interested in too?? Latter more open, transformative, facilitating mutual understanding, more liketly to result in collaborative action �you�re setting a bad example for the kids by driving to work every day and leaving the lights on all night� �I am more and more aware of how our everyday actions influence climate change, and affect our kids. I want to reduce our emissions, mainly through sharing car trips wherever ossible, and doing thigs at home like turning lights off when not needed. Is that something you�re interested in too?? Latter more open, transformative, facilitating mutual understanding, more liketly to result in collaborative action

22. Exercising Power: Building Trust & Collaboration Client wanting to develop � situational savvy and ability to inspire others Moderately to highly stressful decision making situations, where you and others have the potential to disagree about what to do, yet all have a stake in the outcome. Client wanting to develop � situational savvy and ability to inspire others Moderately to highly stressful decision making situations, where you and others have the potential to disagree about what to do, yet all have a stake in the outcome.

24. A note about vulnerability

25. 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

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 (Jossey Bass 2009) Power Inventory http://www.leadershipagility.com/assess_style.phpS Session 1 � Developing Collaborative Leadership Research illustrates that leaders who can facilitate collaboration create more sustainable enterprises. Learn the benefits of developing your capacity to be a more collaborative leader. Assess your leadership using the Leadership Development Framework. Leave the session with new ideas about how to facilitate deeper collaboration in every relationship Session 2 � Building Collaborative Culture Determine how to cultivate CQ across your enterprise � the cultural intelligence that enables effective partnership with diverse stakeholders. Learn the value of creating collaborative leadership cultures, and of engaging in collaborative inquiry that will result in greater agility and innovation within your enterprise. Leave the session with a strengthened understanding of the connecion between your own leadership and your enterprise culture. Session 1 � Developing Collaborative Leadership Research illustrates that leaders who can facilitate collaboration create more sustainable enterprises. Learn the benefits of developing your capacity to be a more collaborative leader. Assess your leadership using the Leadership Development Framework. Leave the session with new ideas about how to facilitate deeper collaboration in every relationship Session 2 � Building Collaborative Culture Determine how to cultivate CQ across your enterprise � the cultural intelligence that enables effective partnership with diverse stakeholders. Learn the value of creating collaborative leadership cultures, and of engaging in collaborative inquiry that will result in greater agility and innovation within your enterprise. Leave the session with a strengthened understanding of the connecion between your own leadership and your enterprise culture.