international leadership association presentation, 10.29.10

04/13/23 1

Mindset 2.0:A Case Study Correlating Organizational

Change with Leadership Mindsets

Karl Johnson

Director, Executive Education

Carlson School of Business

University of Minnesota

[email protected]

04/13/23

Your PresenterKarl Johnson

Karl advises CEOs, boards, and senior leadership teams across numerous industries, countries, and cultures. His work with executives focuses on leadership effectiveness, strategy alignment, and execution.

In 2008, UNICON, a consortium of over 80 business schools worldwide, chose one of Karl's client engagements to review and publish as a case example of innovative work in executive education.

In 2007, Karl and his work with the U.S. Navy were honored with the presentation of the Silver Award for Workforce Development by the nation’s Defense Acquisition University.

A partial list of Karl's clients includes: Allianz, Andersen Windows and Doors, Biomet, Bon Secours Health System, British Telecommunications, Ceridian, Children’s Hospitals and Clinics of MN, Chiron, CHS, Ericsson, GE Capital, Genentech, General Mills, Hewlett-Packard, Lawrence Livermore National Laboratory, Mayo Clinic, Medtronic, Motorola, National Semiconductor, Philips, Pacific Gas and Electric, Polaris, TRW, United States Navy, and US Bank

2

04/13/23

Intersection of Executive Development and Developmental Psychology

3

04/13/23

Executive Education: Typical Competency/Ability Definitions

4

Leading through OthersDevelop “the ability to provide enough strategic guidance

and direction without overpowering and restricting people by prescribing too many of the solutions.” They must strengthen their “ability to trust subordinates” while making sure their desire to “prevent mistakes being made doesn't override the opportunity to develop more junior leaders.” In short, a greater balance needs to be made between current directive leadership styles and more use of influence and motivation to drive results.

04/13/23

Executive Education: Typical Competency/Ability Definitions

5

Leading Sustainable Growth“Strategically it’s the balancing of innovation with

execution.” Strong management that has led to predictability of earnings and growth creates a leadership paradox when combined with a focus on innovation to drive growth. It’s clear that to be successful in the new business environment leaders will need to both manage a core business that must “run like clockwork” while simultaneously identifying and developing new opportunities for growth.

04/13/23

Executive Education: Typical Leadership Capabilities Valued through a Career

6

CEO

Executive

General Manager

Director

Vice President

Manager

Supervisor

Individual Contributor

Foster Strategic Viewpoint

Communicate Vision

Foster Innovation

Collaborate for Success

Build Engagement

Increase Efficiencies

Achieve Goals

Personal Awareness

Direct Others

Technical Proficiency

04/13/23

Developmental Approach:Piaget Stages

Post-Formal

Piaget’s Stages Formal Operations: (adolescence)

Concrete: (about first grade to early adolescence)

Preoperational: (begins about the time the child starts to talk to about age 7)

Sensorimotor: (birth to about age 2)

7

04/13/23


Adult Development Stages 7

6

5

4

3

2

Post-Formal 1





8

04/13/23

Developmental Approach:Jane Loevinger

9

Washington University

Sentence Completion Test (SCT)

Developed by Loevinger and assorted psychology PhDs and clinical psychologists from Washington University, UC Berkeley, and others from 1953-1970.

04/13/23

Developmental Approach:Jane Loevinger

Washington University Sentence Completion Test (SCT)

Change is…

My mother and I…

What gets me into trouble is…

Rules are…

10

04/13/23


Adult Development Stages

Post-Formal





11

04/13/23

Developmental Approach:Horizontal and Vertical Development

Adult Development Stages 7

6

5

4

3

2

Post-Formal 1





12

04/13/23

Developmental Approach:Maturity Assessment Profile: Susanne Cook-Greuter, et al

13

Stage Characteristics/Strengths % sample*

Alchemist Integrates material, societal, spiritual 1%

Strategist High systemic awareness, thinks strategically both short and long-term, influences through engagement, reframes

4%

Individualist High interpersonal awareness, identifies and interweaves competing stage mindsets, leverages relativism, innovative

10%

Achiever High goal orientation, achieves goals through teams, juggles managerial duties and market demands

30%

Expert Seeks rational efficiency through logic and expertise

38%

Diplomat Avoids overt conflict, wants to belong 12%

Opportunist Wins any way possible, self-oriented 5%

*Torbert and Rooke, 7 Transformations of Leadership, Harvard Business Review, April 2005

04/13/23

Developmental Approach:Stage Approach

Adult Development Stages 7 Ironist

6 Strategist

5 Individualist Mindset 2.0

4 Achiever Mindset 1.0

3 Expert

2 Diplomat

Post-Formal 1 Opportunist





14

04/13/23

Executive Education: Typical Leadership Capabilities Valued through a Career

15

CEO

Executive

General Manager

Director

Vice President

Manager

Supervisor

Individual Contributor


Communicate Vision

Foster Innovation


Build Engagement


Achieve Goals

Personal Awareness

Direct Others


04/13/23

Executive Education: Three Most Common Executive Profiles Correlate to Capabilities Valued by Organizations

16


Communicate Vision

Foster Innovation


Build Engagement


Achieve Goals

Personal Awareness

Direct Others


Stage Characteristics/Strengths




04/13/23

Developmental Profile:Shows Dispersion and, thus, Potential

17

04/13/23

Three Case Studies:Hi-Pos, Senior Leadership Team, Large-scale Change

1. A CEO and his SVPHR wish to develop 7 high-potential leaders who are at the cusp of moving from functional to general management roles within the organization.

2. A CEO wishes to develop his senior leadership team in the face of internationalization of the business and his impending retirement.

3. A COO wishes to transform his organization leaving behind systems and process for leadership development and a culture of organizational learning.

18

04/13/23

Developing 7 Hi-Pos: AchieverWestern culture and most corporate environments are quite effective at cultivating the Achiever mindset:

•Time is money and the medium to accomplish things.

•Achievers are preoccupied with getting things done with responsibility, conscientiousness and expediency. They may have a driven quality to accomplish something in this world or to improve the world versus the need of later stages to develop oneself. The mood of the stage is earnest conviction, seriousness, idealism and enthusiasm usually oriented towards action.

•Achievers change others’ minds by convincing them with rational arguments and evidence rather than by putting them down. Their self-esteem depends on achieving their own set goals and lesser on external affirmation and approval.

•The drive to succeed and achieve, can readily lead to over-extension and exhaustion. Limits are difficult to acknowledge for the Achiever. Engaged in their projects, they hardly slow down to look at the present moment, to reflect upon life as a whole.

•Achievers are convinced that society can be controlled and improved. They have the frame of mind where formal operations are at their peak and rationality, progressivism, positivism and reductionism have their strongholds.

19 from A Detailed Description of the Development of Nine Action Logics : Adapted from Ego Development Theory, Susanne Cooke-Greuter, 2002

04/13/23

Developing 7 Hi-Pos:Achiever

20

Context of Organizational Change:•Company purchased by private equity with a drive to expand long-term care competencies into an integrated, nationwide, full service solution•Recent acquisitions, two smaller organizations last year and newer acquisition of an organization of equal size

04/13/23

What would you do?

• Any guesses at what the integration of acquisitions had looked like to date? What criteria were deemed most important? Where resultant energy was focused? How this Achiever group was responding and the

impact on them?

• Any thoughts on how one might stretch these Achievers to develop?

21

04/13/23

Senior Leadership Team:Individualist

A keen interest in personal development and the development of others awakens at the Individualist stage. Relativism becomes valued:

•People now realize that things are not necessarily what they seemed at earlier stages because the interpretation of reality always depends on the position of the observer. One can never be as totally detached and “objective” as the rational/scientific outlook of Achievers would have it.

•Linear, intellectual logic gives way to a more holistic understanding.

•They need to understand and watch how things unfold. Their focus turns from outcomes and deliverables to an interest in the processes, relationships and non-linear influences among variables.

•Individualists watch how they themselves and other people change and behave differently in different contexts.


04/13/23

Senior Leadership Team:Individualist

23

Context :•Early in his tenure as CEO, CEO found it difficult to ensure quality of output by his workforce and observed workforce not engaged in the company’s success•CEO considering his own retirement and need for a successor•Company was considering international expansion

04/13/23

What would you do?

• Any guesses at how the CEO, early in his tenure, approached the challenge of a disengaged workforce? What criteria were deemed most important? Where resultant energy was focused?

• The CEO was considering his own retirement and the need for a successor, any ideas on how he had approached this?

• Company was considering international expansion, any ideas on how the CEO began to prepare his leaders for this possibility?

24

04/13/23

Large Scale Change:Strategist

Systemic thinking, agility, and many of the upsides of both Achiever and Individualist stages are integrated at the Strategist stage:

•Strategists can perceive systemic patterns or long-term trends and are often valued for that “strategic” capacity.

•Cognitively they have a general systems view of reality, that is they can comprehend multiple interconnected systems of relationships and processes. This extends to their ability to understand the extrinsic (behavior, language, metrics, goals) and intrinsic characteristics (culture, values, individual engagement) of organizations as systems.

•They posses capacity to see and accept paradox and tolerate ambiguity.

•Strategists have access to a logical system which can integrate psycho-logically paradoxical elements, therefore less energy needs to be spent on “defending.” This in turn, allows them to be more tolerant and spontaneous than adults at conventional stages.


04/13/23


26

Context :•A COO wishes to transform his organization leaving behind systems and process for leadership development and a culture of organizational learning.

04/13/23


• Any thoughts as to how the COOs approach might compare to the Individualist CEO in the prior case? Similarities? Differences?

27

04/13/23

Executive Education: Three Most Common Executive Profiles Correlate to Capabilities Valued by Organizations

28


Communicate Vision

Foster Innovation


Build Engagement


Achieve Goals

Personal Awareness

Direct Others


Stage Characteristics/Strengths




Thank You!

international leadership association presentation, 10.29.10

Documents

developmental approach

adolescence concrete

developmental psychology

workforce development

leadership effectiveness

leadership paradox

senior leadership teams

presenter karl johnson