where are the leaders? changing organizations from the inside out
DESCRIPTION
Becoming a strategic partner within your organization takes more than knowledge of the business, understanding education or even possessing great communication skills. Learning leaders today require the knowledge, skills and abilities that allow them to direct the activities of the learning organization and push those activities across organizational boundaries in a purposeful way. Dialogue with other learning leaders about leadership qualities that will move you from order taker to strategic partner. Jennifer A. Moss, Ph.D., Director, Human Capital Lab, Bellevue UniversityTRANSCRIPT
WherearetheLeaders?JenniferMoss,PhD
Director
BellevueUniversity’s
HumanCapitalLab
WherearetheLeaders? Becomingastrategicpartnerwithinyourorganizationtakesmorethanknowledgeofthebusiness,understandingeducationorevenpossessinggreatcommunicationskills.
Dialoguewithotherlearningleadersaboutleadershipqualitiesthatmovethemfrom“ordertaker”to“strategicpartner”.
www.humancapitallab.org
Whatisrequiredoflearningleaderstodayistheknowledge,skills,abilitiesthatallowthemtodirecttheactivitiesofthelearningorganizationandpushthoseactivitiesacrossorganizationalboundariesinapurposefulway.
WherearetheLeaders?
BellevueUniversity’sHumanCapitalLab
Dedicatedtocreatingthebodyofknowledgearoundhumancapitalmanagement
Engagedwithlearningleadersonadailybasis Dedicatedtoadvancingthefieldoflearning Focusedonhelpingorganizationsmeasurethebusinessimpactoflearning
www.humancapitallab.org
Let’stalk….
What’sstoppingleadersfrom
becomingstrategic?
www.humancapitallab.org
WhatStopsLearningLeadersfromMeasuringBusinessImpact
GroundedTheoryStudy Interviewed25LearningLeaders–Topintheirfield
Results:Primaryfactors–LearningLeader
Results:Secondaryfactors‐Organization
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FocusforToday
Leadership– Whatisit?
– Howdoyouknowitwhenyouseeit?– Whyisitsodifficult?
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Whoareyouasaleader? Whatmakesasuccessfulleader?
Whatbehaviorselicitoptimalperformance?
Whatleadershipstylesworkinspecificcontexts?
WhatisServantLeadershipandDoesitexist?
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Questions?
LeadershipandManagement…aretheythesame?
Whatisyourdefinitionofthe“ideal”leader?
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Whydidyougointolearning?–YourJob
Service? Science? Passionforfield? Areyougettingandgivingwhatyouwant?
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Servantleadership–YourLearners Serveothersfirst–Gandhi,MotherTheresa
Letfollowersdeterminegoals Comprisedofthefollowing
– AltruisticCalling– EmotionalHealing
– Stewardship– BuildingCommunity
– PerceptualMapping
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Characteristics:Strong,Capable,Energetic,Powerful,Strategic…yetdriventoserveothers.Beenproventobethemosteffectiveatmeetingfollowersgoals
Whatmakesaneffectiveleader?
ServiceandAltruism–effectivelymeetingtheneedsofothersthroughservice
But….TheseleadersareNOTnecessarilySuccessful.
Why?
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HateOrganizationalPolitics?
Whyisitimportanttobuildyournetwork? Whatstopsyou?
Whodoyouneedtoalignwithtoachieveyourgoals?
Wholosesoutifyoudon’tbuildyournetwork?
Wholosesoutifyoudon’tusepoliticalskills?
www.humancapitallab.org
WhatmakesaSuccessfulLeader?–YourOrganization
TraditionalDefinitionofSuccess‐‐promotability/influence/formalpower
ResearchResults–InterpersonalPoliticalSkills(Ferris,Davidson,andPerrewe,2005) Networking–whodoyouknow? SocialAstuteness–doyouknowhowtoact? ApparentSincerity–dotheybelieveyou? InterpersonalInfluence–dotheyfollowyourlead?
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APrimeronLeadership–YourTeam
Transactional‐management
TransformationalLeadership–basedinmoralgood– Individualizedconsideration–doyouknowyourpeople?– IdealizedInfluence–dotheyrespectyou?– InspirationalMotivation–doyouinspirethem?
– IntellectualStimulation–doyoukeeptheminterested?
Proventobethemosteffectiveinobtainingorganizationalgoals
www.humancapitallab.org
Imaginewhatwouldhappen…. IfyourinitialServantmotivationscouldberealizedthroughtheuseofincredibleLeadershipskills?
WhatifInterpersonalPoliticalSkillsenabledyoutoSERVE?
Howwouldyourworkchange? Howwouldyourlifechange?
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Whatspecificstepscouldyoutaketobuildyournetworkandpoliticalskills?
Whatareasareyoumostinclinedtoserve?
Howcanyouachievethosegoals?
WHOAREYOUASALEADER?
www.humancapitallab.org
Learningleaderaschangeagent–necessarytobecomestrategic
“Themythofleadershipisthemythofthelonewarrior:thesolitaryindividualwhoseheroismandbrillianceenablehimtoleadtheway”(Heifitz,1994).
Thisnotionreinforcesisolation,despair,andlackofmovementforward
“Howdoyoustomachtherepercussionsofthedistresscausedbychange,whileatthesametimeprovokingit?”
Howdoyoudealwiththestress?
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Howtodealwiththechallengeofleadingchange
What“factionsinthecommunity”areyouseeing?
Towhichfactionsdoyoualign? Whichcommunitydoyouwanttouseyourpowertoimpact?
Whatsuperficialissues(schedules,power,structure,linesofauthority,technical,personalitydifferences)aremaskingthetrueissues,representedbyfactions?
Howcanyoubreakthecyclesyouseeandmovetowardimprovement?
www.humancapitallab.org
Getonthebalcony– alternatebetweenparticipatingandobserving Identifythetrueadaptivechallenge,fromthe“birds‐eye”view
FromtheBalcony:Whatiscausingthedistress?
Whatinternalcontradictionsdoesthestressrepresent?
Whatarethehistoriesofthesecontradictions?
WhatperspectiveshaveIandotherscometorepresenttovarioussegmentsofthecommunitythatarenowinconflict?
Inwhatwaysareweintheorganizationmirroringtheproblemdynamicsinthecommunity?
www.humancapitallab.org
Regulatingthedistress
Whatarethecharacteristicresponsesofthecommunitytodisequilibrium(confusion,senseofthreat,confusedrolesandrelationships,conflict)?
Haveyoueverwitnesseddistressreachabreakingpointbefore,inanycontext?
Whatactionshaveyouseenrestoreequilibrium? Whatmechanismsdoyouhavetoregulatedistress?
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Givingtheworkbacktothepeople
Leadersoftenassumetheproblemsareforthemtosolve,alone
Givingworkbacktopeoplemeansorchestratingconflict Wehavetoknowthe“textureofinterest”inpeople’slives
Changesinwhosevalues,beliefsorbehaviorswouldallowprogress?
Whatarethelossesforallinterestedparties?
Howdoesmyroleimpacttheseparties?
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Youasaleader Doyouseethedifferencebetweenyourselfandyourrole?
Canyouexternalizetheconflict?“whenconflictingcriticismsseemtodamnwhateveronedoes,thedistinctionbetweenroleandselfcanbelifesaving”(Heifitz,1994,p.265).
Differentiatethe“message”fromyourself
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Whoareyourpartners? Confidant:thepersonwhoseshoulderyoucancryon.
Holdingenvironmentforsomeonewhoisholdingeveryoneelse
Ally:thepersonoperatingacrossaformallineofauthorityorboundary(fellowprincipals,strongparent,otherstakeholdergroups)
– Nodirectauthority– Donotdiscloseeverything
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Observingyourself Whodoyounaturallyunderstand? Howdoyoureacttocriticism?
Howdoyouhandleconflict? Howdoyoumaintainenergy?
Whodoyouemulate?
Useyourpartnerstohelpyou
answerthesequestions
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Sanctuary Howtoyoure‐energizeandgainperspective? Haveyouclearlyindentifiedyoursenseofpurpose? Whatisthepurposeofyourrole?
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Lotscovered….
What’snextforyou?– InterpersonalPoliticalSkills–external– TransformationalLeadership–yourteam– ServantLeadership–yourself– GettingtotheBalcony?
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