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Developing Strong Leaders in a
Risk Averse EnvironmentTerry Rodriguez, EdD
AGENDA• Define courage and risk-taking• Self assessment – risk taking strengths and
opportunities• Identify cost of not taking action – individuals and
organizations• Learn/review skills for effectively taking risks• Courageous conversations• Assess your organization’s adaptability• Action steps
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OUTCOMES• Apply adaptive leadership techniques • Able to assess obstacles in your team and
organization that prevent risk taking• Methods to support team in taking more risks and
adaptive behavior• Create action plan for unresolved conflict• Use team and organization learning practices
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LEADERSHIP
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RISK?Propensity to evade any loss contingency, even a very small one
Risk Aversion: "Risk aversion becomes apparent when an individual is faced with even the slightest of dangers."
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WHAT DO RISK AVERSE BEHAVIORS LOOK LIKE?
What are the costs to organizations?
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THE COST OF NOT TAKING RISKS: INDIVIDUALS
[T]he damage comes when people are marinating in anticipation … which can last for months or years. It’s the anxiety over the future that has the worst effect.
~ Dr. Robert Sapolsky
““
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THE COST OF NOT TAKING RISKS: INDIVIDUALS
… the building blocks of psychological stress - a feeling as if you have no control over the adversities in your life… no predictive information.
Create outlets for the frustrations caused by the stressors, if you have no social support. ~ Dr. Robert Sapolsky
““
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PLATEAUS-MENTAL DEVELOPMENT
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Socialized Mind
Self-Authoring Mind
Self Transforming Mind
COURAGE
There's something which impels us to show our inner souls. The more courageous we are, the more we succeed in explaining what we know.
~ Maya Angelou
““
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Dr. Maya Angelou
WHAT IS BELOW THE SURFACE?
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PRACTICE COURAGE: LEADERS
,. BRAINSTORM: What different
activities, relationships or
processes help you support your team in gaining the courage
to act?
Every time you make the hard, correct decision you become a bit more courageous and every time you make the easy, wrong decision you become a bit more cowardly. If you are CEO, these choices will lead to a courageous or cowardly company.
~Ben Horwitz
““
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LEADERSHIP AND DANGER
To act outside the narrow confines of your job description, when progress requires it, lies close to the heart of leadership, and to its danger.
“ “
~Marty Linsky,Leadership on the Line
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THE NEW NORMAL: ORGANIZATIONS
•Uncertain future•Inadequate information•Change as a constant•Adaptive challenges
• no easy answers • difficult learning• new stakeholders
The people involved must solve, not authority.
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DISTINGUISHING LEADERSHIP AND AUTHORITY
Source: Cambridge Leadership Associates-Marty Linsky
Beyond this line – Begin to disappoint expectations and take risks
Dancing on the edge of authority-into-leadership territory
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THINK OF A COURAGEOUS ACT• What made it courageous?• What prompted you to act?• How fearful was the situation (low, medium,
high)?• What did you do?• How did others react?• How did you feel?• What surprised you?• What did you learn?
Page 1 in your
workbook
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MISSED LEADERSHIP OPPORTUNITIES
• What opportunities have you forgone?• What prevented you from taking action?• What scripts were playing in your mind?• Where, when and from whom did these occur?• What might help you find your voice?
Page 3 in your
workbook
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REQUIRES NEW LEADERSHIP PRACTICES
Focus more on adaptation, less on execution
Run experiments, don’t just solve problems (failure as a learning opportunity)
Practice internal and external interdependence, not just autonomy (unusual collaborations
Don’t avoid conflict, surface issues–don’t just resolve it
Invent new practices, don’t just adopt best practices
Take care of yourself, don’t just sacrifice self for the cause
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Source: Cambridge Leadership Associates-Marty Linsky
HOW WE TAKE ACTION• Consequences of NOT taking
action• Identify fears• Worst that can happen• Aligned with values• Calculated risk or reckless action• Inform your boss• Present your view - open not
frowning
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METHODS TO REDUCE RISK : INDIVIDUALS
• Understand the risk• Analyze the consequences• Frame the risk - pilot
project, experiment• Monitor/report out• Share the risk - allies• Identify and manage worst
case scenario
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COURAGEOUS CONVERSATIONSCAMBRIDGE LEADERSHIP ASSOCIATES-MARTY LINSKY
Adaptive AskMight lose and challenge other,
but potential to move forward
Confronting Conflict-Debate
How are you seen? What do they think you want?
Own point of view Little progress
Diagnostic Inquiry
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COURAGEOUS CONVERSATION
Think of a conflict that you have been avoiding and would like to address:• What values in conflict?• What might other person be afraid of losing?• What might you lose?• What have you done?• What do you really want?• What relationship do I want?
• Listen! Empathy! Respect!
Role play how you will begin your dialogue and work through obstacles to understanding their viewpoint:
• Are you willing to modify your request or viewpoint-Why or why not?
• What resolution is possible?
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HOW RISK AVERSE IS YOUR ORGANIZATION?
Threat of the
un-discussed
What mental model
keeps this alive?
What kept issue from
being discussed?
Unintended consequences
currently and infuture?
How doesit blockteam or
organizationlearning?
What dowe wantto do?
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Reflection/continuous learning in DNA
Leadership capacity developed
Independent judgement
Shared responsibility for future
Elephants named
FIVE CHARACTERISTICS OF ADAPTIVE ORGANIZATIONS
Source: CLA -Marty Linsky
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ORGANIZATIONAL COURAGE1) How do you bring
courage and demonstrate it for others?
2) How does your organization support courage – examples?
3) What can be done to teach how your organization demonstrates courage?
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CREATE COMMUNITIES OF PRACTICE
• Bring together people who want to create change and learn from each other
• Provide support for taking risks, courageous conversations
• Celebrate risk taking, courage, “lessons learned” in visible manner
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OD CONVERSATION
S
Open conversation
Learn from each other
Common interests
Knowledge/practice
PROJECT TEAM AND STAFF/OPS
MEETINGS
Specific goals
Milestones
Schedules
Formal/hierarchy
3. 4.
2. 1.
SMALL PAYOFF BIG
HARD
EASE
of I
MPL
EMEN
TATI
ON
EASY
SHORT TERM WINS PAYOFF MATRIX
Page 10in your
workbook
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…[the] challenge of leadership, when trying to generate adaptive change is to work with differences, passions and conflicts [and] harness their energy.
~ Marty Linsky
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MY LEADERSHIP ACTION PLAN
Integrate what you have learned!
Page 11 in your
workbook31