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MaRS Best Practice Series

Developing Collaborative Leadership

Mary Stacey M.A. Context Management Consulting Inc.

Thursday October 8th, 2009

In Partnership with

Generously Supported by

Additional Generous Support by The William and Nona Heaslip Foundation

Mary Stacey 2009

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.

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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

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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

How Successful Leaders Transform Differences

into Opportunities

Shaping Our Futures Through Conversations

That Matter

How Leaders of Government, Business and Non-Profits Can

Tackle Today’s Global Challenges Together

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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)

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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)

Robert Kegan In Over Our Heads

(1995)

Bill Torbert Action Inquiry

The Secret of Timely & Transforming Leadership

(2004)

Joiner & Josephs Leadership Agility

(2007)

McGuire & Rhodes Transforming Your Leadership Culture

(2009)

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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

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Developmental Transformations

Transcend and

Include

Adapted from Harthill UK

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LEADERSHIP DEVELOPMENT FRAMEWORK Alchemist

1% Managers

Strategist 4% Managers

Catalyst/Individualist 10% Managers

Achiever 30% Managers

Expert 38% Managers

Diplomat 12% Managers

Opportunist 5% Managers

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

A C T I O N

L O G I C S

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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.”

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Opportunist

Expert

Catalyst

Achiever Diplomat

Strategist

x

x

x

x

A Lifelong Process

Adapted from Harthill UK

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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

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Developmental Strands Expert

Action-Logic Achiever

Action-Logic Individualist Action-Logic

Strategist

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

Adapted from Harthill UK

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?

Leadership Development Profile (LDP)

Self Assessment

Others’ Perception

Identifying your Action Logic

Adapted from Harthill UK

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

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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

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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

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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

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Leadership Conversations – Balcony View

Conversation

Choice Point: What kind of

Conversation? Dialogue

Inquiry Assumption-testing

Shared Understanding

Discussion Action

Problem Solving Decision making

Conviviality “Coffee chat”

Debate “I win-You lose”

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Leadership Conversations – Balcony View

Conversation

Choice Point: What kind of

Conversation? Dialogue

Inquiry Assumption-testing

Shared Understanding

Discussion Action

Problem Solving Decision 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?

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Collaborative Conversation: Speech Acts Conversation Transcript (4x4)

Were you explicit about:

Framing your intent behind this conversation

Advocating what strategy you are recommending

Illustrating the implications of this conversation are for action

Inquiring asking questions of others and listening to take their views into account

Your Unspoken Thoughts and Feelings

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Exercising Power: Building Trust & Collaboration

Assertive Power Accomodating Power Unilateral intention Passive Assert 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

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Exercising Power: Trust & Collaboration

Assertive Power Accomodating Power Unilateral intention Passive Assert own views & needs Conform to others’ views & needs

V Collaborative 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

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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 collaboration Torbert and Rooke, 2004

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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

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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