stop making sense (for others). on storytelling & shared leadership

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STORYTELLING & Shared LEADERSHIP power, perversion & potential

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Page 1: Stop making sense (for others). On storytelling & shared leadership

STORYTELLING & Shared

LEADERSHIP

power, perversion & potential

Page 2: Stop making sense (for others). On storytelling & shared leadership

Stop making sense (for others)

Talk @ Dare Festival, Belgium, Dec 10th 2014

Hans Donckers – The Future Leadership Initiative

Page 3: Stop making sense (for others). On storytelling & shared leadership
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ego states

Page 5: Stop making sense (for others). On storytelling & shared leadership
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DISCOVER: Collecting your story building blocks

DESIGN: Writing inspiring and convincing stories

DELIVER: Telling your stories with impact

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Positive energy/feeling+

-Negative energy/feeling

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Discovering your story building blocks

What are the underlying drivers and values?What’s your mission? What could be a title for your story?

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EXERCISE

Share in pairs.Did you feel inspired?

How/where would you use your own story?

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The Identity Story Template

The story of who you are is usually a prelude to some other communication – your main communication.

E.g. proposing a change, announcing a decision, marketing or selling a product.

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GO

AN

D SP

REA

D

THE M

ESSAG

E

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BUT …

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THE HERO LEADER SYNDROME

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Page 21: Stop making sense (for others). On storytelling & shared leadership

BUT …

Page 22: Stop making sense (for others). On storytelling & shared leadership

Contr’un = anti-one

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Structure Culture Labour HR

Bureaucracy • Specialisation• Seperation

doing-thinking• Central decision

making

• Hierarchical• Position = status• Focus on power

• Routine• Task separation

• Classical HR practices & processes

Flexible organization

• Process oriented• Decentralisation:

reconnect doing-thinking

• Process = leading• Focus on

competence• Results

orientation

• Broad tasks• Employability• Team work

• Classical HR practices & processes

Networked organization

• Leadership = shared

• Complete decentralisation

• Temporarynetworks

• Customer and people focussed

• Employee = business partner

• Involvement• Participation• Creativity• Variation• People =

continuity

• Organization design & development

• Culture

Kuipers et al (2010)

Leadership. To share or not to share?

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QUESTION

Does your own story fit your org’s story?

Are you invited to co-write this story?

Do you claim the mandate?

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EXPERIMENT

WHICH SHARED STORIES CAN WE WRITE

HERE AND NOW?

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1. Where do we come from?2. Where shall we go together?3. How will we get there?4. Transition ritual…5. Storydoing

Shared story, shared leadership

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© StoryDoing.com

Page 32: Stop making sense (for others). On storytelling & shared leadership

Thanks!

Hans Donckers / The Future Leadership Initiative / Antwerp Management School

[email protected]