demd seminar c final ppt handouts
TRANSCRIPT
8/17/2017
1
Learning
Seminar CWaytolead.org
Getting Connected
•One thing that made you smile / laugh today?
•What are your hopes for this Learning Seminar?
Session 1:
Learning Together
Question
Thinking
Judger Mindset Learner Mindset
Reactive & automatic Responsive & thoughtful
Critical Appreciative
More close-minded More open-minded
Having the answers Values not knowing
Own point of view only Takes multiple
perspectives
Blame oriented Responsibility oriented
Problem focused Solution focused
Defends assumptions Questions assumptions
Primary mood:
Protective/fearful
Primary mood: curious
Cohort Stories
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Session 2: Broadening Perspective
Start on the
balcony.
1 Values from scripture
2
Congregational
themes
3
Neighborhood
themes
5 Lead metrics4 Draft values
1 Values from scripture
Page 34
1 Values from scripture
2
Congregational
Themes
Page 39
1 Values from scripture
2
Congregational
themes
3
Neighborhood
themes
Page 44
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4 Draft values
Loyalty
Service
Commitment
Authority
Generosity
Innovation
Fun
1. May be a value and definitely not a value.
2. Divide the “May be a value” pile into a
yes pile and a no pile.
3. Prioritize the “Probably a value” pile.
Select the top three to five as values.
1 Values from scripture
2
Congregational
themes
3
Neighborhood
themes
4 Draft values
1 Values from scripture
2
Congregational
themes
3
Neighborhood
themes
5 Lead metrics4 Draft values
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Let’s count what means the most.
LAG vs
LEAD METRICS
A lag measure is something that has
already happened by the time you get the
data. By this point there is nothing you
can do to change the outcome.
Lead measures are the indicators that
leaders strategically set with the
potential for changing the lag metric.
Do our current metrics express
our values?
What gives your
congregation meaning?
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For example, if the value is “family,” metrics might be:
• How many families from the neighborhood are engaged in a relational ministry?
• How much time do families spend together doing faith practices every month?
• How many families welcome visitors into their home each week?
• How long does it take for a new family to be invited into leadership?
Share your metrics.
1 Values from scripture
2
Congregational
themes
3
Neighborhood
themes
5 Lead metrics4 Draft values
Spiritual PilgrimsFriday Evening
Spiritual PilgrimsSaturday Morning
Liminal Space
The word “liminal” comes from the Latin word limens, which means, "threshold."
“… It is when you have left the tried and true, but have not yet been able to replace it with anything else.”
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Examples of ordinary moments that provide Liminal Space:
• The birth of a child
• A divorce
• A chronic or terminal illness
• A move to a new place, a new job
• The summer before college
• Going on pilgrimage
• Congregations in transition
Name your own liminal moments
Adaptive leadership is an invitation into liminal space.
The Tune In Process has been an invitation into this liminal space.
How does this resonate with you?
Session 3:
Adaptive Leadership
Today:
1. Diagnosing the system
2. Mobilizing the system
3. Seeing how you,
yourself, are part of the
system
How do we move from here to there?
Start on the
balcony.
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First a little truth telling:
Your congregation is
producing its current
results because the
people in the system
want it that way.
Manage the heat
LEAD has seen three unhelpful ways leaders
manage the heat: (This is what NOT to do.)1. Leaders dig in their heels and keep the heat high,
regardless of the pain in the system. These
leaders will always have to leave because the
system is stronger than any handful of leaders.
2. Leaders who lack confidence to turn up the heat
yet have a growing frustration with the status
quo. This always results in scapegoating, blaming
others.
3. Leaders creating an US vs THEM posture,
blaming others for the way things are without
recognizing their part in the system.
The adaptive leadership process
Observe
Intervene
InterpretProcess of
diagnosing
The Illusion of the
Broken System
Remember there is a
working system.
There is no such thing as
a dysfunctional system
because the system is
perfectly designed to get
the results it is getting.
Observe
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Resistance to change
stems from a fear of
losing something
important. Identifying the
losses is not easy. These
are some losses that
might happen:
Observe
_ Identity
_ Competence
_ Comfort
_ Security
_ Reputation
_ Time
_ Money
_ Power
_ Control
_ Status
_ Resources
_ Independence
_ Righteousness _
Job _ Life
Observe
Observe Actor (real listening)
Vs
Observer (best hunch)
ObserveNisbett discovered that
there is a huge difference
between being an observer
by observing someone and
being an observer by
personally engaging with
someone.
Observe Our stereotypes and biases
will ALWAYS get in the way.
If we act out of relationship,
our capacity to observe
accurately increases
exponentially.
Go back to
the balcony.
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The adaptive leadership process
Observe
Intervene
InterpretProcess of
diagnosing
Name the
elephant!
Can you see
some of the
political
norms in your
congregation?
What are you
noticing?
Interpret
Best Practices
1. You invite others to the balcony to interpret with you.
2. Include voices of dissent to the balcony – avoid the echo
chamber!
3. Include diversity – add new DNA to become stronger.
4. Acknowledge loyalties and hidden alliances.
5. Name the loss or perceived loss or fear of loss.
6. Design and audition ideas.
Interpret The adaptive leadership process
Observe
Intervene
InterpretProcess of
diagnosing
Best Practices:• An experiment taken to improve
the situation
• Consider multiple options before
trying one
• Be ready to move into observe
(or learner)
InterveneRegulate the heat
Do you need to turn up the heat?
Listen to and engage voices of dissent
They are your “warning signs.”
Give the work back
One person (leader) doesn’t make the decision &
therefore also take the fall for a bad decision –
trust the people to do their jobs & make good
decisions.
Visit the balcony -over and over!
Intervene
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Problem:
a broad area
of concern
Issues:
a solution, or
more often,
a partial solution
to the problem
Intervene
Problem: Hungry
children
Issues:Are expansive,
contextual,
and exponential
Minimum
wage is
below cost
of living
Weekends
or Summer
mean no
free lunch
Under-
employed
parents &
caregivers
Lack of
available
fresh fruit
& veggies
Intervene
Shrink the Change
Shrink the Change:
Break it down so you don’t
spook the elephant
Intervene
Shrink the Change
Brainstorm experiments
that fit inside the frame we
made last night.
Intervene
Shrink the Change
Brainstorm experiments that
fit inside the value and metric
frame we made last night.
Intervene
The adaptive leadership process
Observe
Intervene
Interpret
Problem vs Issue
Name the
elephant
Go to the
balcony
Focus on
your
values
and
purpose
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Tune In Steps
8-10
Session 4:
How do you know you are facing an
adaptive challenge?
When technical solutions that have
worked in the past are no longer
working.
A definition of the Practice of
Adaptive Leadership is:
• figuring out what to conserve from past
practices
• figuring out what to discard from past
practices
• inventing new ways that build from the best
of the past
The adaptive leadership process
Observe
Intervene
InterpretProcess of
diagnosing
Form New Groups.
Count off 1, 2, 3, 4
Each group goes to a corner.
Each group gets a copy of a case study
so that there are 2 groups working on
each case study.
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Dry Bones Coffee House
Camp Hope and Beyond
The adaptive leadership process
Observe
Intervene
InterpretProcess of
diagnosing
Any reflections
that apply to your
congregation?
Lunch
BreakSession 5: Working Your Case Study
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At
your
church!
The adaptive leadership process
Observe
Intervene
InterpretProcess of
diagnosing
Write your own Case Study
1. Identify the Focus
2. Conduct Diagnosis
A. Facts (Rider) and Hunches (Elephant)
B. Opportunities/Challenges
C. Top 3 Challenges
3. A. Partners suggest experiment(s)
B. Congregation select experiment(s)
Write your own Case Study
1. Identify the Focus
Write your own Case Study
1. Identify the Focus
2. Conduct Diagnosis
A. Facts (Rider) and Hunches (Elephant)
B. Opportunities/Challenges
C. Top 3 Challenges
Write your own Case Study
1. Identify the Focus
2. Conduct Diagnosis
A. Facts (Rider) and Hunches (Elephant)
B. Opportunities/Challenges
C. Top 3 Challenges
3. A. Partners suggest experiment(s)
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Write your own Case Study
1. Identify the Focus
2. Conduct Diagnosis
A. Facts (Rider) and Hunches (Elephant)
B. Opportunities/Challenges
C. Top 3 Challenges
3. A. Partners suggest experiment(s)
B. Congregation select experiment(s)
Session 6: Grow Momentum
Problem:
a broad area
of concern
Issues:
a solution or,
more often,
a partial solution
to the problem
InterveneIssue Solving Track (from Traction by Geno Wickman)
1. Identify the real issue• Avoid working on symptoms
• May be information that needs
communication & agreement
• May need feedback, insight or greenlight
2. Discuss to reveal thinking• Opportunity to focus & problem-solve
• Tangent Alert!
Issue Solving Track (from Traction by Geno Wickman)
3. Solve (Pg. 141-143)
• Thou Shalt Not Rule by Consensus
• Thou Shalt Not be a Weenie
• Thou Shalt be Decisive
• Thou Shalt Not Rely on Secondhand
Information
• Thou Shalt Fight for the Greater Good
• Thou Shalt Not Try to Solve Them All
• Thou Shalt Live with it, End it or Change it
• Thou Shalt Choose Short-Term Pain
• Thou Shalt Enter the Danger
• Thou Shalt Take a Shot
The adaptive leadership process
Observe
Intervene
InterpretProcess of
diagnosing
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Self Analysis –Walk Yourself to the Balcony!
Observe
• Personal loyalties
• Sensitivities, needs
• Bandwidth
Interpret
• Understand your role
• Identify your scope of authority
• Know your purpose (Call)
Intervene
• Stay connected to your purpose (Call)
• Engage courageously
• Inspire people
Build your Leadership Library
The Practice of Adaptive Leadership
by Heifetz, Grashow, and Linsky
Switch
by Heath and Heath
Traction
by Wickman
Change your Questions, Change Your Life
By Adams
Conversational Intelligence
By Glaser
Making a Plan
By the next time we see you in
February, 2018…
1. Complete neighborhood listening
2. Consider 2-3 potential adaptive
experiments
3. Make a plan for an adaptive
experiment
4. Try at least one adaptive
experiment
From February to August 2018
The Wake Up Process
Identify clear core values
• Core Beliefs
• Core Convictions
• Core Practices
Invest in a clear purpose
Initiate alignment
Email address…. PLEASE!
What does LEAD do best?
What would you tell others about LEAD?
Feedback on overall experience, what would you recommend we continue doing? Stop doing? Start doing?
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What are three things you will take away from this seminar?
Would you recommend this to another congregation? Why or why not?
What can we do to make this a better experience for you?
Spiritual PilgrimsSaturday Afternoon