PART FOUR: SEE YOURSELF AS A SYSTEM

CHAPTER 13: SEE YOURSELF AS A SYSTEM

YOUR LIFE

EXPERIENCES

YOUR OTHER SKILLS

YOUR EMOTIONAL

MAKEUP

YOUR COGNITIVE

SKILLS

YOUR BEHAVIORS

YOUR PERSONALITY

YourPersonal System

YOUR MANY

IDENTITIES

Adaptive Leadership CHAPTER 13: SEE YOURSELF AS A SYSTEM continued

S

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WHAT ABOUT USING YOUR INTUITION?

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Have a discipline approach to understanding your own system…

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…when you step into the fight of leading adaptive change

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Seeing yourself as a system can give you:Courage

InspirationFocus

From the Balcony:

In the face of:

DistractionsDisplacements

Conflicting loyalties

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Adaptive Leadership CHAPTER 13: SEE YOURSELF AS A SYSTEM continued

Example:“Keeping His Eye On The Ball”

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YOUR MANY IDENTITIES

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YOUR MANY IDENTITIES continued

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YOUR MANY IDENTITIES continued

Two drawbacks :

1st: “The resulting feeling of clarity can mask your own complexities and make it difficult to guard your default responses.” (p. 183)

2nd: “A narrow and unambiguous view of yourself can give other people in your organization clues to managing you in ways that keep you where they want you to be (rather than where they need you to be).” (p. 183)

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YOUR MANY IDENTITIES continued

“When you understand that you have more than just one identity, you begin seeing possibilities you could not see before.” (p.183)

Example:

More Than a “Cripple”

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Who you are probably changes depending on

your situation

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CHILDREN

FAMILY

SPOUSEFRIENDS

COLLEAGUES

“Recognizing the complexities that constitute who you are, not only who you are now but how you are changing over time, gives you more options for leading change effectively in your organization.” (p. 184)

“People who lead adaptive change most successfully have a diagnostic mind-set about themselves, as well as the situation. That is, they are continually striving to understand what is going on inside, how they are changing over time, and how they as a system interact with their organization as a system.” (p. 184)

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People who see “… themselves as fully defined, crystallized human beings

rather than constantly changing parts of a constantly evolving larger system.” (p. 184-185)

Example:

Medical or Business Professional?

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Adaptive Leadership CHAPTER 13: SEE YOURSELF AS A SYSTEM continued

Lastly,

To maintain a diagnostic mind-set regarding yourself as a system,

“…you need to accept that there are different but authentic selves required for you to be effective in each role you play. And you have to remind yourself that you are different today than you were yesterday. You, the roles you play, and the organization of which you are a part evolve and grow as you all interact to tackle challenges.” (p. 185)

ReferencesHeifetz, R., Grashow, A., Linsky, M. (2009). The Practice of Adaptive

Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Press. MA: Boston