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7/24/2018

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© Mangrove Leadership Solutions, 2014Not to be copied or used without written permission.

Leading with Authenticity in Challenging Times

HRDQ

July 25, 2018

Kerry A. Bunker, PhDMangrove Leadership Solutions

Topics for today:

The demand for authentic change leadership

Missing ingredients for leadership in tumultuous times

Lessons learned from large-scale interventions

Balancing paradoxical skills of authentic change leadership

Getting started in your organization

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What you may be hearing around you:

We have been living through constant change and uncertainty

There is a tremendous amount of ambiguity about key aspects of (fill in the blank)

Everyone is running as fast as they can while attempting to do more with less

Yet many seem more compliant than committed to where we are going

Leadership hasn’t always handled the human and emotional issues effectively

Talent is taken for granted because our people don’t have options right now

But key people are frustrated and may opt out when the timing is right

We have endless means of communicating but we aren’t really “connected”

We are more skilled at planning change than engaging our people to implement it

We need to improve at learning and change if we want to survive and thrive

PollDo the above statements resonate for your context?

Not really Several are fairly descriptive About half are true Most of them sound pretty familiar

THE STRUCTURAL SIDE THE PEOPLE SIDE

AUTHENTIC LEADERSHIP

Visioning

Reorganizing

Rethinking

Restructuring

CHANGE

Letting Go

Sense of Loss

Bouncing Back

Learning Anew

TRANSITION

Organizational Change and Transition

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Surface Changes

Demands for New Learning

Emotional Impact on People

What They Must Unlearn and Let go of

Deep Stuckness

C

At the end of the day –It all comes down to learning!

• Frustration

• Pain

• Stress

• Anxiety

• Discomfort

• Overwhelmed

• Uncertainty

• Fear

• Tension

• Excitement

• Challenge

• Growth

• Accomplishment

• Over-coming

• Pride

• Reward

• Appreciation

• Success

Emotions Commonly Associated

with Powerful Learning Experiences

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If you want to lead people somewhere new

You need to meet them where they are

C

Communicate, Communicate, Communicate

Connect, Connect, Connect

The bottom line:

The process of crafting a resilient and learningful workforce requires authentic emotional leadership from a critical mass of executives who understand the links between emotions, vulnerability and learning

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Brene

Brown

*Feeling Vulnerable and Uncomfortable is Not Just Okay - It’s Part of the Process

It it were easy we would all be doing it!

Tough and Empathetic

Courageous and Vulnerable

Passionate and Compassionate

Pillars of Strength and Regular Folks

Self-Reliant and Trusting of Others

Change Agent and Conserver of the Past

Superhuman yet “just like me”

PollWhat grade would people assign to leaders in your context relative to demonstrating authenticity and leading with emotional intelligence on the human side?

A (Among the very best)

B (Definitely above average)

C (Some of our leaders do well but…)

D (Way below average)

F (They don’t have a clue)

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I fear we are in danger of losing our way when it comes to authentic leadership and trust. We must not allow expressions of openness, vulnerability and connection to become a risky proposition.

The Leadership Gap:

• Leveraging a model for balancing the paradox of change leadership

• Creating a safe environment to explore real impact on real people

• Wading in the water - Practice being emotionally open and honest with peers and colleagues

• A recognition that others are in the same state

• Recreating trust around openness, learning and personal resilience

Lessons from large-scale interventions:

Trust in The BalanceA Model for Authentic Leadership in Times of Transition

Leading Through Transitions. Copyright © 2010 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com

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EMOTIONAL

COMPETENCESTRENGTH

RESILIENCYCOMMITMENT

TRUST

Going Against the Grain

Trusting Others

Realism/

Openness

Being

Empathetic

Realistic Patience

Coping with Transition

TRUST

Leadership

demands

we were

emphasizing

in our

work

Capitalizing on Strengths

Self Reliance

Optimism

Being

Tough

Sense of

Urgency

Catalyzing Change

TRUST

The paradoxical

demands of

traditional

leadership

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Realistic Patience

Sense of

Urgency

TRUST

Realistic Patience

Appreciates that people learn and cope with change differently and does not judge them based on his/her own style, preferences, or capabilities. Allows others the time and space to keep up.

Sense of Urgency

An action person. Always looking to start the action and keep things rolling. Moves on issues quickly and pushes others to work at a rapid pace. Wants to get things done.

TRUST

ERODED TRUST

Sense of Urgency

Insistent, pressuring

Runs ahead of plan

Everything a priority

Impersonal

Blocks resistance

Pushes too hard

Too MuchRealistic Patience

Doesn‘t listen well

Won’t acknowledge loss

Hides own feelings

Gives up on people

Generates fear

Fosters resistance

Too Little

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ERODED TRUST

Realistic Patience

Soft on people issues

Can be manipulated

Fails to implement changes

Doesn‘t inspire people

Frustrates those who are ready

Loses support from above

Too Much

Sense of Urgency

Not committed to change

Yields to resistance

Reluctant to push others

Indecisive and uninspiring

Has conflicts with culture

Not enough progress

Too Little

Being

Empathetic

Realistic Patience

Coping with Transition

Being

Tough

Sense of

Urgency

Catalyzing Change

TRUST

Going Against the Grain

Trusting Others

Realism/

Openness

Capitalizing on Strengths

Self Reliance

Optimism

TRUST

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Authentic Leadership Paradox Wheel

TRUST

CAPITALIZING ON STRENGTHS

SELF-RELIANCE

OPTIMISM

BEING TOUGH

CATALYZING CHANGE GOING AGAINST THE GRAIN

REALISM/OPENNESS

BEING EMPATHETIC

REALISTIC PATIENCE

COPING WITH TRANSITION

About the right

emphasis

SENSE OF URGENCY TRUSTING OTHERS

Overdone

Underdone

Ideal Wheel Underdone Overdone

Authentic Leadership Paradox Wheel

TRUST

CAPITALIZING ON STRENGTHS

SELF-RELIANCE

OPTIMISM

SENSE OF URGENCY

CATALYZING CHANGE GOING AGAINST THE GRAIN

TRUSTING OTHERS

BEING EMPATHETIC

REALISTIC PATIENCE

COPING WITH TRANSITION

BEING TOUGH REALISM/OPENNESS

Ideal Wheel Underdone Overdone

PollWhich of these five pairs of leadership attributes are most out of balance in your organizational context?

Catalyzing Change Vs. Coping with Transition

Being Tough Vs. Being Empathetic

Optimism Vs. Realism/Openness

Self Reliance Vs. Trusting Others

Capitalizing on Strengths Vs. Going Against the Grain

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Getting Started in Your OrganizationPackaged Materials for 1 and 2-Day Facilitated Learning

Leading Through Transitions. Copyright © 2010 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com

Two-Day AgendaDay One

Introduction to Leading in Times of Change and Transition

Effective/Ineffective Leadership Activity

Timeline Exercise

Life Journey

Essential Principles of Authentic Leadership

My Perspective Story Sharing

Two-Day AgendaDay Two

Resiliency: Bouncing Back from Adversity

Introduction to the Authentic Leadership Paradox Wheel

Organizational Assessment

Self Assessment

Applying the Process: Development Planning

Small Group Consulting on Individual Goals

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