Purposeful Leadership – Module 3 Balancing Structure and Freedom (:75)

On headset with working mic No headset, using chat box

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Leadershipand PersonalAccountability

Balancing Structure

and Freedom

Leading Change

CoachingOpportunities

Hard Conversations

Emotional Intelligence

They build on each other, ANDthey stand alone

Purposeful Leadership

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To providestructure and

focus

To allowmaximumfreedom

The Leader’s Dilemma

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• Identify the different ways to engage teams and the tradeoffs to each approach

• Identify how one organization attempted to balance providing structure and freedom

Learning Objectives

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Who’s here and where are we going? (:10)

6 Ways to lead• Breakout (:10)• Main room discussion (:10)

Min specs• Model (:10)• Example (:05)

Andy’s dilemma• Breakout (:10)• Main room discussion (:10)

Summary (:10)

Agenda

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Writing on whiteboard in breakout rooms

1. In your breakout group, …..

2. Read the quote and …..

3. Summarize your thoughts using …..

Breakout Discussion

Once you are in your breakout room and the instructions slide is pushed out, you will see a menu like abovewhere you can navigate to a blank page and enter group discussionNotes. Use this same menu to go back and forth between the instructions slide and your “notes” page.

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Click on the drop downmenu then pick the blank page you want to go to jot downthoughts/notes.

1. In your breakout group, …..

2. Read the quote and …..

3. Summarize your thoughts using …..

Writing on whiteboard in breakout rooms

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Approach Pro’s Con’s

Authority

Relationshipw/w

Charisma/Personality

Expertise

Barter

Vision/Idea w/w/w

Speed Compliance at bestOver time resistance

SpeedFun/Energy

“Empty suit”; in and outgroups; may be wrong

SpeedConfidence

May be wrong; No alternatives examined;

Over time arrogance

They show up (minimum effort) Overused, can be insulting

Follow thru;No stress/wasted energy

Takes time to build;Requires give and take

Follow thru, commitmentover time; sustainability

Takes more time; valueswill be tested; baggage

Ways to Lead/Influence

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Approach Pro’s Con’s

Authority

Relationshipw/w

Charisma/Personality

Expertise

Barter

Vision/Idea w/w/w

SpeedCompliance at best

Over time resistance

SpeedFun/Energy

“Empty suit”; in and outgroups; may be wrong

SpeedConfidence

May be wrong; No alternatives examined;

Over time arrogance

They show up (minimum effort) Overused, can be insulting

Follow thru;No stress/wasted energy

Takes time to build;Requires give and take

Follow thru, commitmentover time; sustainability

Takes more time; valueswill be tested; baggage

Go fast, to go slowGo fast to

go slow

Go fast, to go slowGo slow to

go fast

Ways to Lead/Influence

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In reviewing the 6 Ways to Lead video, what did you notice about the approaches you use when engaging the teams you lead? What questions / observations / insights did this video create for you?

Take :10 to discuss and capture your thoughts on the whiteboard page in your breakout room

Have someone ready to summarize when we come back to the main room

Breakout Discussion

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“The few critical boundaries, guidelines, rules, requirements people must stay within as they work together to live out their purpose.”

“Min Specs”

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Leaders Clarify/Offer

Leader and teamdiscuss real boundaries/

requirements/constraints

1

2

3 Team self-organizes

When?Where?

What?

How?

Who?

Why?

?

?

?

?

?

?

Leaderdriven

Teamdriven

Engaging Others

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Leaders Clarify/Offer

Leader and teamdiscuss real boundaries/

requirements/constraints

1

2

3 Team self-organizes

When?

Where?

What?

How?

Who?

Why??

?

?

?

?

?

Leaderdriven

Teamdriven

Engaging Others

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Leaders Clarify/Offer

Leader and teamdiscuss real boundaries/

requirements/constraints

1

2

3 Team self-organizes

When?

Where?

What?

How?

Who?

Why??

?

?

?

?

?

Leaderdriven

Teamdriven

Engaging Others

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 Being candid and loyal to the absent I avoid gossiping(e.g., I don’t bad mouth someone “not in the room” and I encourage others to refrain likewise.) I don’t deliver messagesFor others and if I have a beef with someone, I talk to them directly. 1 2 3 4 Team before personal: I put the team/organization’s goalsbefore my own. If someone has an idea that’s working betterthan my own, I offer my time, budget, resources to help them 1 2 3 4succeed. Transparency: I am completely open in sharing my thinkingand information I have at any given moment. If I disagree, I bring it up in the meeting vs. in the hall, and I do it agreeably.I model the behavior of “If I have more information than you,I am obligated to share it. If it seems you have more than 1 2 3 4 me, I am obligated to ask.”

3 Key Team Behaviors/ Agreements

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“Want to know our secret? In 1998 we put into place one simple spiritual principle. We call it the 24 hour rule. If I have a problem with you, I promise to go to you to ‘face it, solve it and forget it.’ We do not talk about people behind their backs. That’s our solemn agreement.”

Former female VP at Redken, reflecting on what helped them turn around their business

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• Girl-Led

• Learn By Doing

• Cooperative Learning

Girl Scout Min Specs?

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Hunterdon Hospital – Community Service Work• Up to ½ day/week – something you care

deeply about• Cannot do anything illegal• Take funds on your own, just post for others

to see

Use “Min Specs” to organize efforts

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Can you think of processes, procedures/programs at your location that a “min specs” approach might be a better way to go?

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In the Andy’s Dilemma story, we see how a leader chose to engage his people and how they designed their organization to tackle the issue of “balancing structure with freedom”. What did you find interesting in this story?

Take :10 to discuss, and if you wish, take notes on your whiteboard. Assign someone to summarize in the main room.

Breakout Discussion

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1) Remember to be firm and clear about the “What” and “Why” and where you can be flexible is around the “How”

2) When offering a bold vision to a group, know that it will scare some, and be empathetic to that, but don’t compromise to try and make it “comfortable” for everyone.

3) Use the Engaging Others model on slide 15 to help you remember to provide a “why” and stay

out of the “how”.

Suggestions…

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“In my 30 years of consulting, I have yet to see an organization client-system that was not overmanaged”

~ Jack Gibb

Closing thought…

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Questions?

Comments?