1. 2 from the “cour des miracles” to one of the most dynamic teams (with basically the same...
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1
2 from the “cour des miracles”
To one of the most dynamic teams (with basically the same people)
From “Tribal leadership” by Logan, King & Fischer-Wright, 2008; adapted by Ledoux
Alienated
Team
“Life sucks”
“I’m great”
“Life is great”
2%
22%
49%
25%
2%
Separate
Stable partnership
“My life sucks”
“We’re great”
Language Relationship to People
5
4
3
2
1
Personal domination
5
4
3
2
1
The 5 stages of culture
3
Inspired by Isaac Getz (Freedom Inc.)
Intrinsic equality
Personal growth
Capacity to self-direct
Team management principles
4
1
2
3
Whyway
Humility
Fairness
5
Everybody wants to take initiatives
Intrinsicequality
‐ Open communication‐ Participation‐ Diversity
‐ Ignorance’s strength‐ Transparency‐ No titles
‐ Wage gap reduction‐ Bonus sharing‐ Open space for all
6
PersonalPersonalgrowthgrowth
1
2
3
Exploration
Trust
Benevolence
6
Everybody is able to take initiatives
‐ Open trainings‐ Collective intelligence‐ Godfathers
‐ Risky appointments‐ Tolerance for errors‐ Resilience faith
‐ Craftsmanship‐ Dignity‐ Coherence
7
Capacity to self-direct
1
2
3
Adults
Engagement
Let go
Everybody has the liberty to take initiatives
‐ No rules‐ No credos‐ No monkeys
‐ Common good‐ Team practices‐ Societal projects
‐ Loosening follow ups‐ Distance‐ Improvisation
Olivier Laurent
Marina
Triad8
Structure of stable relationshipsFrom “Tribal leadership” by Logan, King & Fischer-Wright, 2008
2011
2009
Clarity ProudnessProgress
Autonomy
2007
Excellence
2007
Recognition
Department’s work climate (Hay)
9
2011
2009
My leadership style (Hay)
10
Rés
ulta
ts e
n ce
ntile
s
Directive Motivating Friendly Democratic Perfect executioner
“Grower”
CendrarsCendrars11
12
13
Aristotle14
Faber15
16
The limit is what a generation owes to the next one
The limit is what a generation owes to the next one
LegendreLegendre17
Profit is the consequence of the human relation that we develop daily with our shareholders, clients, employees, suppliers & the rest of society.
18
Toniutti
Listen to your liberating question
Get off the dance floor &
on the balcony
Learn daily to ride your elephant
Let go
19
1 2
4 3
Listen to your liberating question
20
1
21
Jankélévitch&
the prism of virtues
22
Get off the dance floor & on the balcony
23
2
24
Sustainability
Towards Stagnation
TowardsBrittleness
Greater efficiency (streamlining)
Diversity & Interconnectivity
Optimum
100%
0%
Optimal balancebetween efficiency
& resilience
Greaterresilience
Ulanowicz
25
Frydman
HeifetzHeifetzPhoto: ΠΑΣΟΚ
26
Clear
Clear
Requires learning
Clear
Requires learning
Requires learning
Physician
Physician &patient
Patient > physician
Technical
Technical &adaptive
Adaptive
27
Distinguishing technical problems& adaptive challenges
Type I
Source: “Leadership without easy answers”, by Ronald Heifetz
Primary locus of resp. for the work
Problem definitionSolution and
implementationKind of work
Type II
Type III
28
Modulating the stress
Source: “Leadership on the line”, by Ronald Heifetz & Marty Linsky
5
strategicprinciples of
Leadership
5 strategic principles of adaptive leadership
Source: “Leadership without easy answers”, by Ronald Heifetz, adapted by Ledoux29
30
Diagnose the system
• Be ready to observe & interpret before intervening
• Diagnose the system itself
• Diagnose the adaptive challenge
• Diagnose the political landscape
• Understand the qualities that makes an organization adaptive
Mobilize the system• Make interpretations
• Design effective interventions
• Act politically
• Orchestrate the conflict
• Build an adaptive culture
See yourself as a system• Identify who you are
• Know your tuning
• “Broaden your bandwidth”
• Understand your roles
• Articulate your purposes
Deploy yourself• Stay connected to your
purposes
• “Engage courageously”
• Inspire people
• Run experiments
• “Thrive”
4 related groups of activities of adaptive leadership
IVIII
III
Source: “Leadership without easy answers”, by Ronald Heifetz, adapted by Ledoux
Act & talk as if you would control the situation
Give your team & yourself credit for success but also responsibility for part of the failures
Talk about the future, while recognizing organizational realities and their limitations
Know when & how not to interfere
Build an environment in which others can succeed
Lessons learned on leadership
31
2
3
4
5
1
32
3
Spiritual exercises
Hadot
Philosophy as a way of being
33 Photo: Robin Zebrowsk
34
Moral imagination is the condition of free deeds
Steiner
35
Badaracco
36
Semler
Courageous conversations
& daring to speak into darkness
37
Strom
Respect for craftmanship
38
Sennett
39
Daily physicalexercices
&eating habits
40
Let go
41
4
Laozi, 630 BCLaozi, 630 BC42
The best leader is the one
whose existence the group barely
knows
Pho
to: R
ados
lav
Min
chev
43
JulienJulien
ConcheConche
Nature is infinite in time
and space
44
Extendethicsto nature
CallicottCallicott45
“It” shoots
AwaAwa
Be one withthe bow, the
arrow, the target and everything,
everyone else
46
Another worldis possible
47
To the memory ofFrançois Vassart
(1925 – 2001)
who was my first spiritual master and made me copy a thousand time:
“If you can meet with Triumph and DisasterAnd treat those two impostors just the same…”
(Si tu peux rencontrer triomphe après défaiteEt recevoir ces deux menteurs d’un même front)
(Rudyard Kipling – “If”)
“Gagner pour vous,Pour moi perdant,
Avoir été peut-être utileC’était un rêve modeste et fou
Vous me mettrez avec, en terreComme une étoile au fond d’un trou”
(To win for you, losing for me To have been, perhaps, useful
That was a modest and crazy dreamYou’ll bury me with it
As a star in a deep hole)(Aragon – “J’entends, J’entends”)48