©2019 Human Synergistics International. All rights reserved. … 2019 Confere… · Leadership Strategies –Prescriptive (Constructive) use Envisioning Defining and sharing a desirable

©2019 Human Synergistics International. All rights reserved. Research and development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D


Discussion Points

1. The impact of leaders

2. Leading in the future

• Situational Sensemaking

• Using adaptive leadership


The role leadership plays in influencing culture.

Leadership Culture Performance


The Leadership Culture Connection

Leaders’ Direct Impact

on Culture

Leaders’ Indirect

Impact on Culture

• Thinking

• Behaviours

• Personal styles

• Leadership Strategies

• Management Approaches

• Vision, mission and values

• Structures

• Systems

• Job design

• Communication processes

Organizational Culture

Restrictive Prescriptive


Leadership Strategies

How we approach our leadership responsibilities impacts how others believe they should behave (culture) and this determines our effectiveness in the leadership role


CEO Presentation 1



CEO Presentation 2



Leadership Effectiveness

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Impact on Others



Leaders Impact on Others

11



12


Leadership Strategies – Prescriptive (Constructive) use

Envisioning Defining and sharing a desirable future state of affairs

Role Modeling Exemplifying the behaviours that you would like to pervade your organisation

Mentoring Active mentoring that creates an environment that is “safe” for learning

Stimulating Thinking Encouraging people to challenge assumptions and look at things in new ways

Referring Sharing positive stories about people who could serve as models

Monitoring Managing by Excellence and focusing on what is being done right

Providing Feedback Positive evaluations of people’s performance when they are performing well

Reinforcing Using Rewards to recognise and increase the frequency of desired behaviours

Influencing The use of Reciprocal control and influence strategies by a leader

Creating a Setting Facilitating the work performance and growth of the people around you


Leadership Strategies – Restrictive (defensive) use

Envisioning Delimiting: being clear about what you don’t like

Role Modeling Circumscribing: refusing to do things that could set an undesired precedent

Mentoring Passive mentoring that knowingly allows people to make mistakes

Stimulating Thinking Vertical thinking confining problem solving to conventional, “proven” approaches

Referring Sharing Negative stories about people who “didn’t fit in” or “didn’t make it”

Monitoring Managing by Exception and focusing on deviations and inappropriate behaviours

Providing Feedback Becoming Visibly annoyed or impatient when things are not as you would like

Reinforcing Punishing people for mistakes, problems or perceived inadequacies

Influencing Unilaterally vetoing solutions and proposals that diverge from your preferences

Creating a Setting Structuring situations in ways that Constrain certain strategies or practices


Restrictive use of

Leadership

StrategiesConstrain or prohibit the

activities and behaviours of others

with respect to goals, opportunities and methods

Defensive

Impact on Others

Envisioning

Role Modeling

Mentoring

Stimulating Thinking

Referring

Monitoring

Providing Feedback

Reinforcing

Influencing

Creating a Setting

Presrciptive use of

Leadership

StrategiesGuide or direct the activities

and behaviours of otherstoward goals, opportunities

and methods

Constructive

Impact on Others

Leadership/Impact


Food for thought:

How do you use the Leadership

strategies?

What impact are you having?


Leadership Impact

Ideal leader’s impact

Best leader’s impact

Worst leader’s impact

The results according to you



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Envisioning Role Modeling Mentoring Stimulating

Thinking

Referring

Defining

Delimiting

Pre

sc

rip

tive

Re

str

icti

ve

Exemplifying Active

Circumscribing Passive Vertical Negative

Referents

Lateral

0 = Never 4 = Always NR = No Response

Leadership/Impact®Strategies Summary Barcharts

Positive

Referents

Ideal WorstBestIdeal WorstBestIdeal WorstBestIdeal WorstBestIdeal WorstBest


Monitoring

By Excellence

NegativeBy Exception

Reward Reciprocal Facilitating

ConstrainingUnilateralPunishment

Pre

sc

rip

tive

Re

str

icti

ve

Providing

Feedback

Reinforcing Influencing Creating a

Setting

Positive

0 = Never 4 = Always NR = No Response

Leadership/Impact®Strategies Summary Barcharts

Ideal WorstBest Ideal WorstBest Ideal WorstBest Ideal WorstBest Ideal WorstBest


Leaders Impact on Others

21


Leadership/Impact®

BEST LEADER

Actual Impact on OthersIdeal Impact on others

IDEAL LEADER

Actual Impact on Others

WORST LEADER

Leadership Impact



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A traditional, day-to-day, manager

Average of All Others' responses (i.e. Description by Others)

Standard deviation across Others' responses.

Organisational Effectiveness

A visionary, future-oriented, leader

Reduces others' productivity Enhances others' productivity

Leadership/Impact®




Makes people feel "micro-managed"

Brings out the worst in people

Makes people feel "empowered"

Brings out the best in people

Leadership/Impact®Organisational Effectiveness




Emphasises short-term performance

Reinforces organisational rigidity

Emphasises long-term effectiveness

Promotes organisational adaptability

Leadership/Impact®Organisational Effectiveness


Tense and stressed-out

Personal Effectiveness

Not ready for promotion at this time

Relaxed and at ease

Ready for promotion to a higher level



Leadership/Impact®


Personal Effectiveness

Reacts to feedback defensively

Not interested in self-development

Accepts feedback constructively

Interested in self-development



Leadership/Impact®


Overrated by organisation

Balance

Enjoys more authority than warranted

Undervalued by organisation

Deserves more authority than granted



Leadership/Impact®


Has advanced his/her own success Has advanced the firm's success

Balance


How NZ ‘compares’ to the ‘rest of the world’

LeadershipStrategies

Impacton

others

LeadershipEffectiveness

Less use of positive leadership strategies:

• Envisioning

• Role modelling

• Active mentoring

• Managing by excellence

• Reinforcing through rewards

• Reciprocal influence

More use of negative

leadership strategies:

• Stimulating linear thinking

• Unilateral influence

• Constraining people through restrictions

Therefore we are seen as more

• Traditional day-to-day managers, rather than visionary leaders

• Micro-managers, rather than making people feel empowered

• Reinforcing rigidity rather than adaptability

More Conventional Power Competitive

And less Humanistic-Encouraging Affiliative Achievement Self-Actualising

We are ‘driving’ and ‘requiring rather than ‘motivating’



Sensemaking


Simple

Complex Complicated

Chaotic

SENSEANALYSE

RESPOND

PROBESENSERESPOND

ACTSENSERESPOND

SENSECATEGORISE

RESPOND

Best practices

Emergent practices

Novel practices

Good practices

Rigid constraints

Enabling constraints

No constraints

Governing constraints

Cynefin FrameworkProf. Dave Snowden

Founder Cognitive Edge

DISORDER


Classic Mistake

Diagnosing and treating complex challengesas if they were simple problems


Simple Complicated Complex Chaotic

Tic-Tac-ToeGame about established rules

ChessGame about predicting

PokerGame about learning

Children at playGame of constantly changing rules

Uncertainty Analogy (van der Koogh)


Volatility Volatility, Some Uncertainty

Volatility, Uncertainty, Complexity

Volatility, Uncertainty, Complexity, Ambiguity

VUCA (US Army War College)

Simple Complicated Complex Chaotic


Exercise 1

• At your table break into two teams

• Draw the Cynefin model

• Allocate your stickers to each domain

• When completed or when time is up discuss the differences your team had with the other team at your table• There is no right answer!

• Some answers might be better than others though ;o)


Adaptive Leadership


Defining Leadership

Leadership is a practice…

with and/or without

authority…

that builds the capacity of people…

to make progress on developing

challenges…

in order to thrive in a

changing and challenging

world.


The purpose of leadership is to create the environment where everyone can be their best

Defining Leadership



Adaptive Leadership

• Adaptive leadership is specifically about change that enables the capacity to thrive.

• Successful adaptive changes build on the past rather than jettison it.

• Organisational adaptation occurs through experimentation.

• Adaptation relies on diversity.

• New adaptations significantly displace, reregulate and rearrange old DNA.

• Adaptation takes time.


Adaptive Leaders…(BCG Study, 2013)

Adaptive leaders take risks, learn through experimentation and manage the context, not the instruction set

01Adaptive leaders cultivate a diversity of thought to generate a multiplicity of options

02Adaptive leaders lead with empathy, reward accomplishment with autonomy, and seek winning solutions for all stakeholders.

03


Exercise 2


Example problem: The engineering firmMadelaine has been in her new role of Operations Manager in a busy engineering/construction company for

four weeks. She has got to grips with the systems and procedures and begun to get to know how things work

in terms of both design and engineering issues including administration.

However, she has been surprised at the number of criticisms she hears from members of staff about other

staff. The construction teams moan that there are always incomplete plans with some parts completely

missing for every job, that the administration staff don't use their initiative to chase basic admin

requirements e.g. talking to land owners for permission to access their land. The design team complain that

they have too much work and that the construction team who do the reconnaissance provide them

inaccurate or incomplete information so they have to spend time searching for names or addresses. The

purchasing office says that what appear to be poor purchasing decisions are actually based on original

designs that keep changing and it’s not their fault. Visiting engineers and council regulators say that although

other engineering firms have difficulties, things do seem worse at this one.

Although they are demotivated and quick to complain, team members seem unwilling to address their

concerns, saying simply that 'it's always been like this’.

Madelaine believes work could be done more efficiently, relationships could be improved and motivation

could be higher. She resolves to tackle the issues straight away and arranges a meeting to be attended by two

of the designers, two members of the construction team and the head purchaser.


Exercise 2

• Decide using the Cynefin model where this total issue might fit?

• Could you write a single problem statement?

• Is their a single solution?

• Is this problem unique?


Discussion

We think that the issue qualifies as

Complex or Adaptive, because:

it would be very hard to write a

clear definition of the problem -those involved

are likely to perceive it very

differently

it is unlikely that there will be one single solution to

the problem

there will always be room for

improvement in the

communications and relationships

between staff

each problem may be a

symptom of another problem

(e.g. the engineers project

overtime is a symptom of the

workload problem) and

therefore substantial learning is

required to keep working through

the problem.

the problem is unique to this set

of people (although it may

be a common type of problem)

whose personalities and

behaviours are elements of the

problem.

Once Madelaine has opened up

discussions about her observations, she cannot 'undo

what she has already done'.


LeadershipImpact

Documents

©2019 Human Synergistics International. All rights reserved. … 2019 Confere… · Leadership Strategies –Prescriptive (Constructive) use Envisioning Defining and sharing a desirable