heifetz on leadership
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Leadership 0510 Leadership in Uncertain Times Peter Dickens, MTS Director: Tyndale Centre for Leadership [email protected]. Heifetz on Leadership. Clarity of the Problem. Clear. Unclear. Type I Technical Work. Clear and Available. Clarity of the Solution. Unclear and Unavailable. - PowerPoint PPT PresentationTRANSCRIPT
Leadership 0510
Leadership in Uncertain Times
Peter Dickens, MTSDirector: Tyndale Centre for [email protected]
Heifetz on LeadershipClarity of the Problem
UnclearClear
Clarity of the
Solution
Unclear and Unavailable
Clear and Available
Type I
Technical Work
Management and Leadership
Leaders……• Set direction• Align people with the
vision• Motivate and and
inspire
Managers……• Plan and budget• Organize and staff• Provide controls and
solve problems
Kotter, J. (2001) What Leaders Really Do. HBR On Point
Heifetz on LeadershipClarity of the Problem
UnclearClear
Clarity of the
Solution
Unclear and Unavailable
Clear and Available
Type I
Technical Work
Type II
Technical/ Adaptive
Work
Type III
Highly Adaptive
Work
Type IV
Wishful Thinking Dogma
Reflections on certaintyMany of us develop partial understandings that we see as complete. The more certain we feel of them, the more they limit our freedom to think. We may have spent years building up these certainties, and beneath the fear of letting go of them is the fear of having nothing underneath.
Peter Senge et al. The Dance of Change
Residual Uncertainty• If you want to develop better strategic choices
under conditions of uncertainty, you have to understand the uncertainty you face
• Certainty is not binary• Residual uncertainty: What’s left after the best
possible analysis to separate the known from the unknowable
Hugh Courtney. 20/20 Foresite
Levels 1 Uncertainty
• Relatively clear view of the future
• One or two obvious options
Hugh Courtney. 20/20 Foresite
Leadership Strategies
1. Traditional• SWOT• Benchmarking• Competency-based
Hugh Courtney. 20/20 Foresite
Summary of “Industrial” Leadership
• Framed by level 1 uncertainty• These industrial age leadership theories have been:• management-oriented• Focused on the leader• goal-achievement-dominated• male-oriented• utilitarian and materialistic in ethical perspective• Rationalistic
– Philip Rost, Leadership for the 21st Century
Level 2 Uncertainty1. Relatively clear view of
the future2. Alternate futures
• Mutually exclusive and collectively exhaustive
• One will occur
Hugh Courtney. 20/20 Foresite
Level 2 Leadership Strategies
1. Traditional2. Qualitative decision
analysis
Hugh Courtney. 20/20 Foresite
Leadership as Process
Leadership is process whereby an individual influences a group of individuals to achieve a common goal. Peter Northouse. Leadership
Level 3 Uncertainty1. Relatively clear view of
the future2. Alternate futures3. Range of futures
– Not mutually exclusive
Hugh Courtney. 20/20 Foresite
Level 3 Leadership Strategies
1. Traditional2. Qualitative decision
analysis3. Decision tree/cost-
benefit analysis
Hugh Courtney. 20/20 Foresite
Level 3 Strategy
• Diversification• Insurance• A decision on where
you will place your bets
Level 4 Uncertainty
1. Relatively clear view of the future
2. Alternate futures3. Range of futures4. True ambiguity
– The future is unknown and unknowable
Hugh Courtney. 20/20 Foresite
Peter Vaill: Permanent White Water
– Conditions are full of surprises
– Complex systems tend to produce novel problems
– Conditions feature events that are “messy” and
– Events are often very costly
Emerging Norms re: Uncertainty
• Constant change• Collaborative focus• Possibility –
orientation• Complex systems• Self-organizing
agents
Self-organizing Systems
• Innumerable variables determine outcomes• Small changes can change everything• The whole emerges out from the parts• Direction is determined by emergence and the
participation of many people• Individual or systems behavior is unknowable,
unpredictable, and uncontrollable
Leadership Strategies
1. Traditional2. Qualitative decision
analysis3. Decision tree/cost
benefit analysis4. Work backwards
Hugh Courtney. 20/20 Foresite
Working Backwards?
• Start with a strategy• Is it aligned with our mission and values?• What do we have to believe about the
future to support a defined strategy?• Do we believe that is likely?• Are we willing to bet on it?
Emerging Leadership Theory
Leadership is not a position. To my knowledge, a promotion never made anyone a leader. Leadership is a fiduciary calling. Max DePree. Leadership is an Art.
Focus on Intent
Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes.Philip Rost, Leadership for the 21st Century
Transformative Leadership
Transformative leadership occurs when one or more people engage with others in such a way that leaders and followers raise one another to higher levels of motivations and morality.
Burns. Transformative Leadership
Leadership as Service
Leadership begins with the natural feeling that one wants to serve, to serve first .... The best test is: Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, or more likely to become servants themselves?
Bob Greenleaf. Servant Leadership.
Leadership and Action
Leadership means initiating action towards shared values and purpose.
Dick Couto
Leadership in Self-Organizing Systems
• Define the boundaries• Invite diversity• Create transforming
exchanges• Serve the system
Reflection
• What does this mean for your area of ministry?
• What would you have to embrace?
• What would you have to let go of?