Embed Size (px)
Citation preview
What is it?
Agile Leadership
“IN TIMES OF CHANGE, THE LEARNERS WILL INHERIT THE
WORLD WHILE THE KNOWERS WILL REMAIN WELL-‐PREPARED FOR A WORLD THAT NO LONGER EXISTS.”
-‐ Eric Hoffer
2
5 levels
• Heroic – Expert – Achiever
• Post Heroic – Catalyst – Co-‐creator – Synergist
3
Expert
4
Dimension Demonstrated Mission TacLcal Power ExperLse /
PosiLonal Focus Incremental
Improvements Leadership Supervisor Difficult ConversaLons
ARack / Avoid
Achiever
5
Dimension Demonstrated Mission Outcomes Power MoLvaLonal Focus Big Picture /
Industry Leadership Buy-‐in from team
and stakeholders Difficult ConversaLons
Hold openly
Catalyst
6
Dimension Demonstrated Mission Visionary Power Believe team will
translate vision to reality
Focus OrganizaLonal change through empowered workforce
Leadership Developing future leaders
Difficult ConversaLons Seek feedback
Co-‐creator
7
Dimension Demonstrated Mission Shared Purpose Power RelaLonships /
Common Good Focus Good of the EnLre
OrganizaLon Leadership Team: CollaboraLve
Leaders Difficult ConversaLons Modifies behavior
based on feedback
Synergist
8
Dimension Demonstrated Mission Leadership as Life
Purpose Power TransformaLon Focus Mutually Beneficial
Results Leadership Amplify Team Energy Difficult ConversaLons Present-‐Centered
Awareness
Team/OrganizaLonal Agility
OrganizaLon
Team
Individual
9
Agility = Flexibility
• Context-‐Seeking – SelecLng and Framing Issues
• Stakeholders – Understanding and Aligning
• CreaLve – Solving Complex Problems
• Learning – From Experience
10
ConLnual adaptaLon is the only means to survival
11
AcLon -‐> SoluLon Learning
What is AcLon Learning • A process that involves a
small team (“set”) working on real problems, taking acLon, and learning while doing so
• A powerful management tool that creates dynamic opportuniLes for individuals, teams, leaders and organizaLons to successfully adapt, learn and innovate
12
Statements only in response to quesLons; anyone can ask quesLons of anyone else
AcLon learning team coach has the authority to intervene whenever he/she idenLfies learning opportuniLes
Two Ground Rules
13
AcLon Learning Process
• Problem / Challenge presentaLon (about 2 minutes) • Two Ground Rules
– Statements can only be made in response to quesLons – Coach works learning opportuniLes
• Consensus on problem, goal • Problem analysis • Strategies • AcLon plans
14
AcLon Learning Agility
• Diverse views • Curious QuesLons • ReflecLon • Individual Skill Development • AdapLve Behavior • Shared Leadership • Team decision making
15
The Role of the AcLon Learning Coach Does • Ask great quesLons to encourage
inquiry and reflecLon • Look for opportuniLes to ask
quesLons that will help the team learn or improve its performance
• Ensure that the team periodically discusses learnings at the individual, team and organizaLonal level
Doesn’t • Get involved in the soluLon itself
– only the process the team uses • Tell the team what to do or how
to do it • Make recommendaLons or
provide direct coaching to the team or individuals
• Take on responsibiliLes for acLviLes, roles or knowledge that the team can manage or obtain for itself
16
Why The AL Team Coach Only Asks QuesLons • To stay in role as a catalyst – not telling the team what to do or how to do it
• To promote reflecLon and learning • To demonstrate confidence in the team’s capabiliLes • To empower ParLcipants • To encourage curiosity and openness • To demonstrate the link between quesLons, change and impact
17
Typical Traits of Good AcLon Learning Coaches • Able to step away from the problem and focus on the learning
• Hear what isn’t said as well as what is said
• Truly believes the learning is as important as the problem
• Willing to conLnually learn
• Trusts the group • Observant • Focused • Strong • Confident • EmpatheLc
18
• Less than 10% of today’s leaders have achieved catalyst or above
• Joiner and Josephs
• Where do AcLon Learning Team Members operate?
• Where do AcLon Learning Team Coaches operate?
19
Team Members
20
Dimension Demonstrated Ac0on Learning Mission Shared Purpose Solve the Problem and
Learn together Power RelaLonships /
Common Good What works best for the team
Focus Good of the EnLre OrganizaLon
What soluLons is best for the organizaLon
Leadership Team: CollaboraLve Leaders
Shared Leadership
Difficult ConversaLons Modifies behavior based on feedback
Team commits to how they will operate
Coach
21
Dimension Demonstrated Ac0on Learning Mission Leadership as Life
Purpose Bring team to higher level
Power TransformaLon Modify team behavior Focus Mutually Beneficial
Results Team determines what works best
Leadership Amplify Team Energy All decisions made by the team
Difficult ConversaLons Present-‐Centered Awareness
Raises everything to awareness. Focuses the team toward the future posiLve
Coaches Agility
• AcLon Learning RestricLons • AcLon Learning FlexibiliLes
22
