2015 • Kevin Callahan • www.agiledojo.net • [email protected]The Answer is Irrelevant Kevin Callahan Interaction Agility [email protected]
Transcript
1. 2015 Kevin Callahan www.agiledojo.net
[email protected] The Answer is Irrelevant Kevin
Callahan Interaction Agility [email protected]
2. 2015 Kevin Callahan www.agiledojo.net
[email protected] Session Goals Spark your curiosity
about leadership. Begin examining what it means for you to be a
leader. Give a brief look at effective leadership for todays
world.
3. 2015 Kevin Callahan www.agiledojo.net
[email protected] But First Why are you here? What is
the best of what brought you here?
4. 2015 Kevin Callahan www.agiledojo.net
[email protected] An Essential Premise Think back on
your life to a leader you worked with in any capacity who you would
gladly follow again. What did she do? How did he make you feel?
What behaviors did he exhibit? Examples?
5. 2015 Kevin Callahan www.agiledojo.net
[email protected] An Essential Premise Now think back to
a leader youve worked with that you couldnt wait to get away from,
someone you would go to great lengths to avoid working with again.
What did she do? How did he make you feel? What behaviors did he
exhibit? Examples?
6. 2015 Kevin Callahan www.agiledojo.net
[email protected] We Know Leadership Reflect for a
moment on the exercise What was your experience of remembering
working with these two people? We already know effective
leadership! Start thinking about specific ways you would like to
become more like the first type of leader.
8. 2015 Kevin Callahan www.agiledojo.net
[email protected] The World Has Changed Have You?
9. 2015 Kevin Callahan www.agiledojo.net
[email protected] The only sustainable source of
competitive advantage is your organizations ability to learn faster
than its competition - Peter Senge The task of leadership is to
create an alignment of strengths making a systems weaknesses
irrelevant. - Peter Drucker
10. 2015 Kevin Callahan www.agiledojo.net
[email protected] Your firms are built on the Taylor
model. Even worse so are your heads. With your bosses doing the
thinking while workers wield the screwdrivers, youre convinced deep
down that is the right way to run a business. For the essence of
management is getting the ideas out of the heads of the bosses and
into the heads of labour. We are beyond your mindset. Business, we
know, is now so complex and difficult, the survival of firms so
hazardous in an environment increasingly unpredictable, competitive
and fraught with danger, that their continued existence depends on
the day-to-day mobilisation of every ounce of intelligence. -
Konosuke Matsushita
11. 2015 Kevin Callahan www.agiledojo.net
[email protected] The Industrial Org Pyramid-shaped,
control based Emerged from industrial-age factories Produces and
reinforces heroic modes of leadership
12. 2015 Kevin Callahan www.agiledojo.net
[email protected] Heroic Leadership A note about
leadership levels The way the world is Developmental Authority
stems from domain expertise and experience Reliance on commanding
and pacesetting
13. 2015 Kevin Callahan www.agiledojo.net
[email protected] So What? What percentage of US workers
self-identify as being fully engaged in their work? 31% Slightly
higher among managers and traditionalists Source:
http://www.gallup.com/poll/181289/majority-employees-not-engaged-despite-gains-2014.aspx
14. 2015 Kevin Callahan www.agiledojo.net
[email protected] Still So What? What percentage of US
managers operate in Heroic modes? 70% Coincidence? Source: Joiner,
W. and Josephs, S. Leadership Agility: Five Levels of Leadership
Mastery for Anticipating and Leading Change. 2006. Jossey-Boss, San
Francisco
15. 2015 Kevin Callahan www.agiledojo.net
[email protected] Your firms are built on the Taylor
model. Even worse so are your heads. With your bosses doing the
thinking while workers wield the screwdrivers, youre convinced deep
down that is the right way to run a business. For the essence of
management is getting the ideas out of the heads of the bosses and
into the heads of labour.
16. 2015 Kevin Callahan www.agiledojo.net
[email protected] Employee engagement drives the bottom
line - Teresa Amabile
17. 2015 Kevin Callahan www.agiledojo.net
[email protected] The Network Org In 2015 Uber, the
worlds largest taxi company owns no vehicles, Facebook, the worlds
most popular media owner creates no content, Alibaba, the most
valuable retailer has no inventory, and Airbnb the worlds largest
accommodation provider own no real estate. The Network is the new
organizational structure Heroic leadership utterly fails within
it
18. 2015 Kevin Callahan www.agiledojo.net
[email protected] A leader is best when people barely
know that he exists, not so good when people obey and acclaim him,
worst when they despise him. Fail to honor people, they fail to
honor you. But of a good leader, who talks little, when his work is
done, his aims fulfilled, they will all say: We did this ourselves.
- Lao Tzu
19. 2015 Kevin Callahan www.agiledojo.net
[email protected] Post-Heroic Leadership Not new, though
also no longer optional Leaders focus changes from self to those
being led People, not the work, are the life blood of the
organization The organization itself is alive; the mighty oak in
the acorn rather than a machine prone to breaking down
20. 2015 Kevin Callahan www.agiledojo.net
[email protected] The *ology Findings fMRI studies of
emotional intelligence Task Positive & Default Mode Networks
System 1 & System 2 Sympathetic & Parasympathetic Nervous
Systems Positive & Negative Emotional Attractors Books: Primal
Leadership, Daniel Goleman; Resonant Leadership, Richard Boyatzis
& Annie McKee; Switch, Chip & Dan Heath; Drive, Dan Pink;
Positivity, Barbara Frederickson; Daring Greatly, Bren Brown;
Mindset, Carol Dweck; The Progress Principle, Teresa Amabile
21. 2015 Kevin Callahan www.agiledojo.net
[email protected] Resonance Leaders ability to establish
shared positive emotional space internally, with others, and entire
organizations Stances Visionary Coaching Affiliative Democratic
Also Commanding and Pacesetting!
22. 2015 Kevin Callahan www.agiledojo.net
[email protected] Its About the Question Resonant
Leadership is built on curiosity and deep inquiry about ourselves
and the world The simple act of forming a powerful question begins
the change process Connective Inquiry
23. 2015 Kevin Callahan www.agiledojo.net
[email protected] What Can You Do? Become a visionary;
start with your own: What is your purpose? What is amazing and
incredible that you, and only you, are uniquely able to bring into
the world? Why do you exist, really?
24. 2015 Kevin Callahan www.agiledojo.net
[email protected] Discovering Vision Stephen Coveys 7
Habits and 8th Habit Richard Boyatzis & Annie McKees Becoming a
Resonant Leader Warren Bergers A More Beautiful Question Simon
Sineks Start With Why David Whytes The Three Marriages
25. 2015 Kevin Callahan www.agiledojo.net
[email protected] Final Thoughts We simply cannot do
this work solo (though Heroic Leaders will try) Ask a friend to be
a buddy, find a mentor, hire a coach Effective leadership can be
learned; the world is calling us to do this; it needs us to do
this!
26. 2015 Kevin Callahan www.agiledojo.net
[email protected] Thank You