1. 2 from the “cour des miracles” to one of the most dynamic teams (with basically the same...

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