Growing Change Agile Leaders - Why, What and How

SOUTH BAY OD NETWORK DECEMBER 9 , 2013

GROWING CHANGE AGILE LEADERS

SHARON L RICHMOND

OUR JOURNEY TODAY

•  Shortage of leaders

•  Knowing what’s needed

•  Broadening our aperture

•  Personality type

•  Leadership Intelligence

•  Five part strategy

(c) 2013 Sharon L Richmond. Permission granted for personal use, with slides fully intact.

SHORTAGE OF LEADERS

Constant Innovation

Big Data

Globalization

New Business Models

Evolving Customer Needs

Stakeholders & Steering Committees

Frequent Reorganizations

Operational Excellence

Contingent Labor

Flexible Workforce

Shorter Time To Market

IN A WORLD OF RELENTLESS CHANGE


L E A D E R S A R E M O R E I M P O R TA N T T H A N E V E R

THE GROWING SHORTAGE OF LEADERS

• Demand v. Supply

• Quality

• Development

6

DEMAND

SUPPLY

(c) 2013 Pam Fox Rollin and Sharon L Richmond. Permission granted for personal use, with slides fully intact.

DEMAND: WHAT “THE EXPERTS” SAY

Organizations have huge needs •  Many leadership openings •  Few organizations have adequate

succession plans •  Many succession candidates fail •  “Grow your own” is best, but takes a

long time


SUPPLY: DEMOGRAPHICS (US)

The pool is shrinking •  Many people expected to retire •  Most senior management •  Not as many in replacement generation,

and “they are different”


QUALITY IS DISAPPOINTING

Not enough, not good enough •  Senior executives doubt execution

ability •  Massive spending on leadership training,

with disappointing results • Global leaders increasingly dissatisfied

with development offered • Circumstances worse at multi-nationals


LEADING IS MORE DEMANDING

•  Global roles •  Multi-functional and multi-disciplinary •  Managing ‘experts’ •  Information widely distributed •  Technology enabled •  Geographically dispersed •  Relentless change


N O W O N D E R .

WHERE ARE ALL THE LEADERS?


Need for leaders

Perceived pool

WHO DO WE SEE?

Educated White men Older

“Leaders are…”

Right experience, Right “fit” ?


Like Me Not Like Me

Good Bad

KNOWING WHAT’S NEEDED

IT’S A VUCA WORLD

V = VOLATILITY U = UNCERTAINTY C = CHAOTIC A = AMBIGUOUS


MANY LEADERS AREN’T CUTTING IT

70 % of major initiatives fail to deliver expected value •  Top-down change does not work

•  Complacency > Urgency

•  Leadership coalition must be strong enough to overcome tradition and inertia

•  Difficulties of producing real and lasting change are routinely underestimated

•  Removing culture inhibitors takes enormous courage and political capital

•  Change messages are lost in a sea of general business communications

•  Victory declared too soon, and before whole organization feels it

•  Ultimately the change that can be made neither addresses the root causes or produces lasting value


WHAT DO YOU SEE AS MOST NEEDED?

Last 10 Years

•  •  •  •  • 

Next 10 Years

•  •  •  •  • 


LOTS OF DIFFERENT VIEWS

FROM TO

Hierarchical authority (most senior) Adaptable authority (best placed)

Competitive might Creative domination

Manage to predictable results Produce in chaotic environments

Plan implementation Plan for readiness

Risk avoidance Risk tolerant

Results directed Values directed

Avoiding complexity Maneuvering in complexity

Deciding and delegating Leading change & transformation

Linear thinking Adaptive thinking

Focus on producing Focus on learning

Self-awareness; situational awareness and adaptability


LEADERSHIP IS A PRACTICE

•  Simple model, not easy

•  Develop by building on strengths

•  Embrace polarity


WHAT LEADERS DO

Set direction “Where we are going.” Inspire and engage people “Come on along.” Mobilize execution “How to best get the work done.”


SET DIRECTION


INSPIRE OTHERS


MOBILIZE EXECUTION


THE NEW ESSENCE OF CHANGE LEADERSHIP

To develop VUCA leaders … develop agility, adaptability, innovation, collaboration, communication, openness to change, and other, higher-order critical thinking skills. UNC Kenan/Flagler Executive Education, 2013


= ALL employees

= Executive Mgmt

= Ptf Mgt & Exec Mgmt

= Initiative Leaders; People Managers

= Change coach (CM, OD, PM, HR…)

= PM, CM, Initiative team

BUILDING CHANGE AGILITY (ABILITY TO ADAPT QUICKLY AND EFFICIENTLY TO CAPITALIZE ON EMERGING BUSINESS OPPORTUNITIES)

(c) 2013 Erin McAuley and Sharon L Richmond. Permission granted for personal use, with slides fully intact.

Identify opp’s for change

Prioritize & initiate change

Sponsor change

Lead change

Counsel change leaders

Manage change

Become resilient

Coach employees

through change

Embed changes

Assimilate lessons learned

Manage portfolio of

changes

Ensure results

WHAT CHANGE LEADERS DO

Set direction “Where we are going.” Inspire and engage people “Come on along.” Mobilize execution “How to best get the work done.”

•  Set strategic priorities •  Understand what to solve for •  Define destination •  Clarify measures of success •  Communicate “why” and “what”

•  Build a strong coalition of Accountables •  Incorporate multiple perspectives •  Embrace differences of all kinds •  En-Courage participation •  Welcome and understand concerns •  Appeal to varying motivations •  Engage people for ‘how’ and ‘when’

•  Allocate resources •  Clarify accountabilities •  Empower decision-makers •  Remove barriers •  Stay the course •  Champion the team’s success


OPENING THE APERTURE SPOTT ING MORE LEADERS

HOW TO SEE MORE LEADERS?

•  Bias and habits of thought keep us from seeing that we have leaders all throughout our organizations

•  Neuroscience – fear vs support •  Personality type – organized vs diffuse •  Emotional intelligence – hard vs soft


NEUROSCIENCE

•  People need social connections •  Our brains are wired to help us seek social pleasure and

avoid social pain •  Exclusion, rejection, disapproval, evaluation, unfairness = pain •  Caring, acceptance, encouragement, fairness, autonomy =

pleasure

•  We must feel safe in order to learn and change •  Workplaces are ‘polluted’ with stress and anxiety

•  Uncertainty triggers amygdala •  Lack of control decreases motivation, pain tolerance, health

•  Where there is fear, there is no safety •  Drives out innovation and creativity •  Impulses override instincts


NEUROSCIENCE

We have in-built biases •  We instantly and unconsciously

recognize faces from our own social group (in-group)

•  We categorize out-group faces faster than we can detect it

•  Out-group faces activate our amygdala – “threat and danger” feeling leads to characterizing

•  We then mentalize – inferring traits, motives and perspective

•  We have less empathy for different others

Bias… is an… automatic response involving the complex neurological interplay between prejudice--a negative emotional reaction to out-group members--and stereotype, the cognitive beliefs about those members. Like other emotional reactions, prejudice develops in the amygdala and is "learned quickly” David Amodio, Patricia Devine Journal of Personality and Social Psychology Reported in TIME Magazine, May 2012

Google: ProjectImplicit (c) 2013 Sharon L Richmond. Permission granted for personal use, with slides fully intact.

GOOD NEWS

•  We can improve cognitive control •  Mindfulness practice – increase awareness •  Enhance control functions – vigilance, clear action plans,

practice behaviors •  Set clear and fair procedures to offset categorical thinking

•  We can reframe someone into ‘in group’ •  Create sub-teams •  Highlight “like me” vs “not like me” •  Common goals to create identity

•  We can capitalize on diversity •  Leverage different views, experiences (as well as

knowledge) to benefit the group •  Decrease anxiety about differences to increase empathy

Findings from David Amodio, Patricia Devine. For more, visit www.amodiolab.org


CREATE A LEARNING ENVIRONMENT


83 teams of 4-6 graduate students across 9 weeks together

Interpersonal Congruence

Diversity Low High

Low

High Average

Average

High Performance

Low Performance

DIFFERENCES AFFECT PERFORMANCE


WHAT DOES THIS MEAN?

“Differences are normal and OK” “I am seen here as I see myself”

“I want to learn from others”

Diversity becomes productive


LEADERSHIP COMES IN ALL TYPES

•  ISTJ: Responsible Executors •  ISTP: Nimble Pragmatists •  ESTP: Dynamic Mavericks •  ESTJ: Efficient Drivers •  ISFJ: Dedicated Stewards •  ISFP: Practical Custodians •  ESFP: Enthusiastic

Improvisers •  ESFJ: Committed Builders

¡  INFJ: Insightful Motivators ¡  INFP: Inspired Crusaders ¡  ENFP: Impassioned

Catalysts ¡  ENFJ: Engaging Mobilizers ¡  INTJ: Visionary Strategists ¡  INTP: Expansive Analyzers ¡  ENTP: Innovative Explorers ¡  ENTJ: Strategic Directors

¡  Age and maturity ¡  Power and status ¡  Values and motivation

(c) 2013 Sharon L Richmond. Introduction to Type and Leadership Permission granted for personal use, with slides fully intact.

(c) 2013 CPP, Inc, and Sharon L Richmond. Permission granted only for personal use.

PERSONALITY TYPE AND LEADERSHIP

•  Making good decisions in ambiguous conditions •  Communicating and pursuing a clear vision •  Building effective working relationships •  Making full use of each person’s abilities •  Being adaptable and open to change – and

helping other do the same •  Tolerating and inviting healthy disagreements and

conflict


HOW CAN TYPE HELP GROW LEADERS?

•  Many ways to lead •  Everyone has the potential: will & skill •  Choice is critical •  Blind spots are related to type preferences •  Conscious and intentional development take

energy and patience, and reinforcement • 


EQ: WHY LEADERS DERAIL

Four key derailers1

1.  Problems with interpersonal relationships 2.  Failure to meet business objectives 3.  Failure to build and lead a team 4.  Inability to change or adapt during a transition

EQ abilities differentiate those who succeed

1 Center for Creative Leadership, Van Velsor and Leslie, 1995


HOW EQ HELPS GROW LEADERS

•  Understanding Self improves confidence and courage

•  Understanding Others improves empathy, compassion, valuing differences, knowledge of motivators and priorities

•  Managing Self improves communication, innovation, and influencing

•  Managing Social Interactions – adds it all up for improved collaboration and innovation, as well as mobilizing for execution


HOW CAN YOU GROW MORE AGILE LEADERS IN YOUR WORKPLACE?

•  Small group discussion

•  Call outs


FIVE STEP STRATEGY GROWING CHANGE LEADERS

CULTIVATE LEADERS

•  Broaden your images of “leader” •  Update competency models •  Review succession Hi-Po’s •  Measure outcomes (advances)

•  Leverage past investments •  Personality type •  Interpersonal skills •  EQ / Resilience skills


HELP LEADERS EXPAND THEIR ROLE

Target-Driven: Let’s deepen your learning

Helper-Driven: Here’s what you

need to learn

Helper-Driven: Do as I say

Target-Driven: Do as you will

Leading

Coaching

Sports Coaching

Training

Supervising

Mentoring

Consulting

Facilitating

(c) 2013 Pam Fox Rollin and Sharon L Richmond. Please do not use without explicit permission. Pending publication.

HELP LEADERS WALK THEIR TALK

•  Define clear behavioral indicators of what the values look like in action

•  Build a feedback-rich culture (skills and courage) •  Provide an interpersonal awareness curriculum that

includes engaged executives •  Provide leaders with coaching on their own behaviors •  Provide regular feedback loop to leaders – so they know

how they are being perceived and can self-correct •  Teach leaders to coach others for development •  Eliminate stacked rank evaluations


FIVE PART STRATEGY

1.  Have leaders as cultural exemplars. 2.  Systems fully aligned to support behaviors 3.  Leaders learn how to coach for growth 4.  Hi-po leaders get top projects, with best exec

sponsors to develop them 5.  Leaders advance only when proven

Leaders developing leaders.


QUESTIONS? COMMENTS?

Leadership is the wise use of power.

Power is the capacity to translate intention into reality and sustain it. - Warren Bennis

Thank you!

Sharon L Richmond

Executive Coaching Change Leadership Team Effectiveness

[email protected] 650-269-0618

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