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Creative Leadership Skills for the 21st Century
CREA Conference 2011�Gerard Puccio, Laura Barbero Switalski, René Bernèche
Creative Leadership Skills for the 21st Century
Day One – Thursday
IBM Global CEO Study 2010 “CEOs told us they operate in a
world that is substantially more volatile, uncertain and complex. Many shared the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.” (p. 8)
IBM Global CEO Study Primary Findings
1. Today’s complexity is only expected to rise and more than half of the CEOs doubt their ability to manage it.
IBM Global CEO Study Primary Findings
2. The most successful organisations co-create products and services with customers, and integrate customers into core processes.
IBM Global CEO Study Primary Findings
3. Better performers manage complexity on behalf of their organisations, customers and partners.
IBM Global CEO Study Primary Findings
4. Creativity is the most important leadership quality.
IBM Global CEO Study Creative Leaders…
Practice and encourage experimentation and innovation throughout their organisations.
Make deep business model changes to realise strategies.
Take calculated risks, finding new ideas and keep innovating in how they lead and innovate.
CEOs Experience with High Levels of Complexity
32 % increase
Embodying Creative Leadership Recommendations Going Forward
• Embrace Ambiguity – Reach beyond silos – Exemplify breakthrough
thinking – Act despite uncertainty
Embodying Creative Leadership Recommendations Going Forward
• Take Risks that Disrupt Legacy Models – Pilot radical innovations – Continually tweak models – Borrow from other
industries’ successes
Embodying Creative Leadership Recommendations Going Forward
• Leapfrog Beyond ‘tried-and-true’ Management Styles – Strengthen your ability to
persuade and influence – Coach other leaders – Use a wide variety of
communication approaches
Life in the 21st Century Trends in society, business and education
Trends 1. Exponential increase in speed of life altering change In the 2,000 years before 1800 – 8 technical/social inventions
In the last 200 years, more than 25 life altering technical/social inventions Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 200 BC 1800 AD
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 200 BC 1800 AD
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 200 BC 1800 AD
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 200 BC 1800 AD
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 1. Exponential increase in speed of life altering change Between about 1800 & today
Source: Henry (2001)
Trends 2. Shorter Product Life Cycles
Trends 2. Shorter Product Life Cycles
Manufactured products are subject to fundamental redesign every 5 to 10 years
High-tech products every 6 to 12 months Source: Hunter & Schmidt (1996), Williams & Yang (1999)
Trends That was then…“Wrigley produced the same three flavors of gum for 59 years.”
This is now…“Motorola-heroic and innovative pioneer of cell phone at first, then scorned failure when it didn’t jump on digital phones, then reborn champion when it created the sleek RAZR, then goat once again when it couldn’t produce a successor, and finally a casualty of competition with its decision to unload its cell phone business completely.”
Colvin (2008, p. 146)
Trends 3. Changing Nature of Work
Trends 3. Changing Nature of Work
In 1991 expenditures Related to knowledge age surpassed industrial age
In 1900 less than 10% of US population worked in creative jobs In 2000 more than 30% of US population worked in creative jobs Source: Trilling & Fadel (2009); Florida (2002)
The Work Pyramid
Routine Work
(Done by People)
Routine Work
(Done by Machines)
Creative Work
In More Developed Countries
In Less Developed Countries
Source: Trilling & Fadel (2009)
Change in Skills Required at Work
1969 1998
+14%
+ 6%
- 4%
- 8%
Source: Trilling & Fadel (2009)
Complex Communication
Expert�Thinking Routine Manual Routine Cognitive
Welcome to the Innovation Age
“After the age of efficiency in the 1950s and 1960s, quality in the 1970s and 1980s, and flexibility in the 1980s and 1990s, we now live in an age of innovation” (Janszen, 2000, p. 3).
More than 70% of senior executives report that innovation is in their top three divers for growth. Source: McKinsey Quarterly (2008)
Bayer The corporate mission
statement, featuring the slogan “Bayer: Science for a Better Life,” summarizes the Group’s goals, strategies and values. In the future, Bayer will focus on innovation and growth in the areas of health care, nutrition and high-tech materials.
Southwest Airlines The mission of Southwest
Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
Southwest Airlines To Our Employees We are committed to provide our
Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.
Siemens Mission A world of proven talent, delivering
breakthrough innovations, giving our customers a unique competitive edge, enabling societies to master their most vital challenges and creating sustainable value.
Values Responsible Excellent Innovative (Being innovative to create sustainable value)
Leadership in the 21st Century
Trends in Leadership
“Leadership is about managing change—whether you’re
leading a company or leading a country. Things change, and
you get creative.” Lee Iacocca
Where have all the Leaders Gone? (2007)
Leadership: It’s About Solving Complex Problems
• Ill-defined: No single solution path – no right or wrong answer – thus allowing the problem to be defined in a number of ways.
• Novel: Past experience and knowledge is not sufficient to resolve the present situation, adaptive responses are needed for new or changing situations.
• Ambiguous: Gaps in information and/or a plethora of information of which only some is relevant.
CPS a Core Leadership Competency
“The available evidence indicates that creative problem solving may indeed represent an important influence on
leader performance”
Mumford et al. (2000)
46
A Model for the Development of Creative Change Leaders
Student of Creativity: Consciously Unskilled
Skilled Facilitator Consciously Skilled
Creative Change Leader: Unconsciously Skilled
Spectator: Unconsciously
Unskilled
Internalize what you have learned; become a life-long learner
Breadth of Impact
What You Do to Grow
Practice what you are Learning and apply in real-life settings
Begin to learn about CPS, psychological diversity, climate, and other aspects of creativity
What You Need to Grow
Awareness
Proficiency
Integration
©Puccio, Mance & Murdock (2011)
Some Qualities of Creative Leaders • Believes in the creative capacity of all people and
communicates this expectation to others at work • Open to ideas and different viewpoints • Prone to question rather than tell • Desire and ability to take in diverse data before making
decisions • Enthusiasm, self-evident sincerity and intrinsic
motivation • Sense of humor and playful • Live happily with ambiguity
Parnes, 1985
Some Qualities of Creative Leaders • Looks for the positive in people and ideas (also offers
political and resource support) • Can remain on the sidelines • Emotionally intelligent, expresses concern for others • Models creativity to others, takes calculated risks • Spontaneous, flexible, and accepting • Ability to build groups, leverages style differences,
facilitates communication and exchange of ideas • Recognizes and rewards creative efforts
Parnes, 1985
Checking Your Creative Imagination
Goal: Challenge yourself to write the three most creative sentences you can think of using the following three words:
• Round • Yellow • Sour (Note: all three words must appear in
every sentence you write)
Don’t Short Change Your Thinking: Quantity Leads to Quality
• Scientists who have won the Nobel Prize publish, on average, 3.24 papers per year versus 1.48 by non-winners
• Edison held 1,093 patents • Einstein had 248 publications • Mozart had well over 600 compositions • J.S. Bach had more than 1,000 compositions to
his credit • Picasso completed more than 20,000 works
51
Maximize Power by Increasing Options
• One option does not provide a real choice. • Two choice strategies force issues into
black and white.. • More choices maximizes power as it allows
for greater flexibility and increases the probability of getting to the end objective.
Based on Karp, H. B. (1996). Change leadership: Using a Gestalt approach with work groups. San Diego: Pfeiffer & Company
Dynamic Balance: The Core to the CPS Process
Area of Discovery
Area of Discovery
Are
a of
Fam
iliar
ity
Divergent Thinking Guidelines: - Suspend Judgment - Go for Quantity - Make Connections - Seek Novelty
53
Dynamic Balance: The Core to the CPS Process
Area of Discovery
Area of Discovery
Are
a of
Fam
iliar
ity
Convergent Thinking Guidelines: - Use Affirmative Judgment - Consider Novelty - Check Your Objectives - Be Deliberate
Creative Leadership Skills for the 21st Century
Welcome Back – Day Two – Friday
Stages and Steps in the CPS Thinking Skills Model
Assess the
Situation
Implementation Stage
Exploring the Vision
Formulating Challenges
Exploring Ideas
Formulating Solutions
Exploring Acceptance
Formulating a Plan
The CPS Thinking Skills Model
Assess the
Situation
Implementation Stage
Exploring the Vision
Formulating Challenges
Exploring Ideas
Formulating Solutions
Exploring Acceptance
Formulating a Plan
Visionary & Strategic Thinking
Ideational & Evaluative Thinking
Contextual & Tactical Thinking
Diagnostic Thinking
CRS 614- Summer 2009
Thenewskill‐basedCPSframework
Step Purpose Thinking Skill
Assessing the situation
To describe and identify relevant data and to determine next process step
Diagnostic Thinking
Exploring the Vision To develop a vision of a desired outcome
Visionary Thinking
Formulating the Challenges
To identify the gaps that must be closed to achieve the desired outcome
Strategic Thinking
Exploring Ideas To generate novel ideas that address significant gaps/challenges
Ideational Thinking
Formulating Solutions To move from ideas to solutions Evaluative Thinking
Exploring Acceptance To increase the likelihood of success by testing solutions
Contextual Thinking
Formulating a Plan To develop an implementation plan
Tactical Thinking
CRS 614- Summer 2009
ThinkingSkillDefini9ons
Diagnostic Thinking Examining a situation closely & using this analysis to decide what process step to take next
Visionary Thinking Describing a vivid and concrete picture of the desired future
Strategic Thinking Identifying the critical gaps and the pathways that need to be followed to attain the desired outcomes
Ideational Thinking Producing original mental images & thoughts that respond to challenges or opportunities
Evaluative Thinking Assessing the reasonableness & quality of ideas in order to develop workable solutions
Contextual Thinking Understanding the interrelated conditions & circumstances that will support or hinder success
Tactical Thinking Devising a plan in specific & measurable steps for attaining a desired end & monitoring its effectiveness
LinkingCogni9ontoAffectDiagnostic Thinking Mindfulness
Visionary Thinking Dreaming
Strategic Thinking Sensing Gaps
Ideational Thinking Playfulness
Evaluative Thinking Avoid Premature Closure
Contextual Thinking Sensitivity to Environment
Tactical Thinking Tolerance for Risk Taking
Tolerance for Complexity, Openness to Novelty, and Tolerance for Ambiguity
Change: It Starts with a Compelling Vision
“The most important element in initiating change is the ability to formulate a clear ‘want’…your personal
power and self-interest are the primary driving forces
behind any change you initiate.”
Karp, H. B. (1996). Change leadership: Using a Gestalt approach with work groups. San Diego: Pfeiffer & Company
“Your effectiveness as a change leader is based on your willingness to be clear and unapologetic about what you want and to have the determination to go after it.”
Karp, H. B. (1996). Change leadership: Using a Gestalt approach with work groups. San Diego: Pfeiffer & Company
Cartoon Storyboard A visual tool designed to develop a vision of a desired
outcome and to identify the potential blocks that need to be overcome in order to achieve the goal.
Diagnostic, Visionary & Strategic Thinking Mindfulness, Dreaming & Sensing Gaps
Cartoon Storyboard - Purpose Using the imaginative power of drawing, Cartoon Storyboard is a visual
tool that can help: • Develop a vivid image of a goal / desired outcome (personal or for the
organization) • Clarify the route to achieve it; and • Identify key-challenges (potential blocks) that need to be overcome to
attain the goal.
It can be applied individually as well as within a group (by building on the images/stories provided by each individual).
Cartoon Storyboard- Directions 1. Preparation: Draw six square boxes on a sheet of paper/ flipchart (landscape
position) and label them 1 to 6.
2. Where are your going? Relax and get an image in your mind of a goal that you are trying to achieve: transport yourself forward in time to the point where you have achieved your goal successfully (What does it feel like? What is happening?). Draw in Box 6 a picture that conveys to you this situation.
3. Where are you now? Bring your imagination back to present. Form a mental image that summarizes the
major elements of the current situation and draw it in Box 1.
4. Intermediate turning points. Depict a sequence of four key-intermediate steps that lead you to successfully move from the current reality to the desired situation: draw the four key-scenes of the drama in Boxes 2-5.
5. Potential Blocks. Spend some time to look at the sequence of pictures and think of what must be overcome in order to make this progression and achieve the desired goal. Write a word or brief phrase under each picture to show what might block the progression at that point: these are the key challenges you must overcome.
Cartoon Storyboard- Diane’s Example
Graduation
Time Focus 1st ++ Submissions
Patience Approval Follow through
Debrief I
• Share your story with a partner • Provide a reaction, advice, suggestions • Discuss as large group the impact of
developing a storyboard
Debrief II • Explore how the cognitive skills of
Diagnostic, Visionary and Strategic Thinking played a role in your storyboard (what worked, what could you have done better)
• Explore how the affective skills of Mindfulness, Dreaming and Sensing Gaps played a role in your storyboard (what worked, what could you have done better)
Creative Leadership Skills for the 21st Century
Welcome Back – Day Three – Saturday
Creative Change Model: A Systems Approach
Person(s) Process
Environment
Product (theories,
solutions to problems, ideas,
services, inventions)
Creative Change
(social change, personal change,
innovation)
Adoption leads to
Interaction leads to
Source: © 2011 Puccio, Mance & Murdock.
Creative Change Model: A Systems Approach
Person(s) Process
Environment
Product (theories,
solutions to problems, ideas,
services, inventions)
Creative Change
(social change, personal change,
innovation)
Adoption leads to
Interaction leads to
LEADERSHIP
Source: © 2011 Puccio, Mance & Murdock.
The Climate for Creative Thinking
• Challenge • Freedom • Idea-Support • Trust • Dynamism
• Playfulness • Debate • Conflict • Risk Taking • Idea Time
(Ekvall, 1996)
What Is Climate?
The values, beliefs, history, traditions, etc., reflecting the deeper foundations of the organization
What the organization values
Recurring patterns of behavior, attitudes, and feelings that characterize life in the organization
What organization members experience
CULTURE CLIMATE
Leadership Productivity
Leadership & Climate
Source: Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organizational work climate literature. Journal of Management, 35, 634-717.
Leaders create the climate (40-80% of variance)
Most studies show that leadership behavior is one of the most important sources Influencing the climate for change, innovation, and creativity.
Climate
Some Important Relationships
Creativity Process that Leads to
Change
Innovation Successful
adoption of change
Leadership Catalyst for
Change
New & useful ideas
Creating a climate for change
Creative Problem Solver
Change
Puccio, 2010
Visionary Style: Inspiring Others Visionary. This style moves
people towards shared goals, building commitment. The leader gains employees’ support by clearly expressing their challenges and responsibilities in the context of the organization’s overall direction and strategy.
It is most effective in time of big change, when an organization is adrift.
Source: Daniel Goleman, Primal Leadership, 2005
Affiliative Style: Building Relationships Affiliative. Leaders with this style emphasize the employee and his or her emotional needs over the job. They strive to create harmony and build loyalty and team spirit
The approach is effective when dealing with employees who are in crisis or in high-stress situations and difficult times in organizations.
Source: Daniel Goleman, Primal Leadership, 2005
Democratic Style: Let’s Talk it Over Democratic. This style of leadership is collaborative and participative, aimed at building consensus. Leaders using this style engage others in the decision-making process.
It’s great for building trust and buy-in, especially when the team consists of highly competent individuals.
Source: Daniel Goleman, Primal Leadership, 2005
Coaching Style: The Art of the One-on -One Coaching. This style
involves the leader in long-term professional development of employees. It can deliver great results in the long run
It’s a powerful but often underused approach. It works best with people who show initiative and strong motivation to professional growth.
Source: Daniel Goleman, Primal Leadership, 2005
Pacesetting Style: Driving for Excellence Pacesetting. This style
involves leading by example and personal heroics. Leaders using this style have high standards and make sure those standards are met, even if they have to do the work themselves--which they frequently do.
It works well with highly competent people who need little direction. Source: Daniel Goleman, Primal Leadership, 2005
Commanding Style: Do it Because I Say So Commanding. This style
entails command-and-control behavior that at times becomes coercive. When leaders use this approach, they tell people what to do, when to do it and what will happen if they fail.
It is best used in a crisis and when poor performers must be managed.
Source: Daniel Goleman, Primal Leadership, 2005
Impact of Leadership Style
Leadership Wheel Commanding
Affilliative
Pacesetting
Visionaryary
Democratictic
Coaching
Individual Leadership Profile Commanding
Affilliative
Pacesetting
Visionaryy
Democratic
Coaching
Resonant Leadership • Resonance = Synchronous Vibration= people are on the
same wavelength emotionally (they feel ‘in sync’).
• Resonance amplifies and prolongs the emotional impact of leadership: interactions are lively and noise in the system is minimized.
• The glue that holds people together in a team, and that commit people to an organization, is the emotions they feel, particularly in time of change and uncertainty.
• Without a healthy dose of heart a “leader” might manage- but s/he does not lead.
How Power is Lost
• Saying “I can’t” when you mean “I won’t
• Letting other’s approval be more important than your own
• Always putting other people first
• Asking permission inappropriately
• Credentializing
• Not being clear about what you want
• Dealing in generalities • Demanding guarantees • Asking a question when
you want to make a statement
• Being unwilling to say “No”
Karp, H. B. (1996). Change leadership: Using a Gestalt approach with work groups. San Diego: Pfeiffer & Company
Losing Your Power: Understanding Personal Implications
1) From the list provided identify one way in which you lose your power
2) Find a real situation that demonstrates how you lost your power
3) Describe the consequences associated with this situation
4) Share with partner and explore ways you could have preserved your power
Creative Leadership Skills for the 21st Century
CREA Conference 2011�
CONGRATULATIONS!!!!!!!!!!