the purpose of the leadership journey - nextmapping · 5 what is shared leadership? it is our model...
TRANSCRIPT
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The purpose of the Leadership Journey
Guides is to review many of the key
points within each Unit and have a tool
for you to make your own notes. You
can save the guides on your device or
download and print them for on-going
referral.
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Table of Contents Unit 1: Shared Leadership Explained..……………………..……………………………………... 4
Part 1: Shared Leadership Defined ................................................................................... 4
Part 2: Shared Leadership Team Description ................................................................. 4
Part 3: Hierarchical Leadership Vs. Shared Leadership ................................................ 4
Part 4: Shared Leadership to the Rescue! ....................................................................... 4
Part 5: Shared Leadership Community of Leaders ........................................................ 4
Unit 2: Shared Leadership Assessment…………………………………………..……………….8 Part 1: Where are you on the Shared Leadership Scale? .............................................. 8
Unit 3: Transitioning to Shared Leadership…………………….……………………………… 11 Part 1: A Framework for Shared Leadership ................................................................... 11
Part 2: A Leadership Mindset for all ................................................................................ 14
Part 3: Enabling a Shared Leadership Model…………………………………………………………………… 16
Part 4: The Shared Leadership Spectrum ...................................................................... 18
Part 5: Example of Leading Without a Title ................................................................... 18
Unit 4: The Shared Leadership Leader…………………………………..……………………….21 Part 1: The Mindset of a Shared Leadership Leader ..................................................... 21
Part 2: Collaborating with the Generations .................................................................. 23
Part 3: Elevated Thoughts of a Shard Leadership Leader .......................................... 25
Part 4: Elevated Questions a Shared Leadership Leader Would Ask........................ 25
Part 5: Tips for Maintaining a Shared Leadership Mindset ........................................ 25
Unit 5: The Shared Leadership Model…………………………………….………………………28 Part 1: The Range of ‘Share’ on the Shared Leadership Mode.l…………………………………..29
Part 2: 4 Levels of Leadership Awareness Model……………………….…………………………………..29
Part 3: The Values Within Each Level of Leadership Awareness ................................ 31
Unit 6: Holocracy & Shared Leadership………………………………………..……………... 33 Part 1: From Hierarchy to Holocracy .............................................................................. 33
Part 2: Holocracy at Zappos ............................................................................................ 33
Part 3: The Holocracy Model ........................................................................................... 33
Part 4: Business as Usual vs Holocracy.......................................................................... 33
Part 5: The Flow of Work with Shared Leadership ...................................................... 33
Part 6: Holocracy at Zappos Core Values ..................................................................... 33
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Unit 7: Shared Leadership Organization Structure……………………………..…………36 Part 1: A Shared Leadership Organization Chart Example ......................................... 36
Part 2: A Shared Leadership Structure Example ......................................................... 36
Part 3: Traditional Organization Chart vs A Shared Leadership Chart ..................... 36
Part 4: The Differentiation with Holocracy ................................................................... 36
Part 5: Dynamic Roles Explained ................................................................................... 36
Unit 8: Shared Leadership Your Next Steps ………………………………………….………39 Part 1: Creating Your Personal Shared Leadership Plan ............................................. 39
Part 2: Developing and Sharing a Shared Leadership Approach .............................. 39
Part 3: The 4 Prerequisites for Shared Leadership ...................................................... 39
Part 4: Action Items.......................................................................................................... 39
Part 5: Video: Common Holocracy & Shared Leadership Questions ........................ 39
Unit 9: Your Shared Leadership Action Plan……………………………………….………...42
Your 90-Day Action Plan….………………….……………………………………….…………….42
Unit 10: Shared Leadership Course Assessment……………………………………………42
Your Final Assessment…….…….…………..……………………………………….……………..42
The Journey Guides are Copyright 2016 by Synthesis At Work, Inc. All rights reserved. No part of the Journey Guides may be reproduced, transmitted, used or otherwise without written permission of NextMapping. [email protected]
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Unit 1:
Shared Leadership Explained Part 1: Shared Leadership Defined Part 2: Shared Leadership Team Description Part 3: Hierarchical Leadership Vs. Shared Leadership Part 4: Shared Leadership to the Rescue! Part 5: Shared Leadership Community of Leaders
Unit 1:
Shared Leadership Explained
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WHAT IS SHARED LEADERSHIP? It is our model being a mid-point between traditional hierarchical way of leading and doing business and holocracy.
ELEVATED TEAMWORK: Teamwork where everyone has the skills, behaviors and the actions of a leader.
→By the end of this program you will know and understand the answers to the following important questions:
✓ How do we become Shared Leaders? ✓ How do we achieve the mindset of a Shared Leader? ✓ What are the aptitudes of a Shared Leadership Leader? ✓ How do we move the organization more towards a Shared
Leadership approach?
Shared Leadership
Organizations have a Culture of:
Shared Leadership
Organizations have a Culture of:
• Shared goals • Shared accountability • Shared recognition • Focusing on strengths
and abilities • Innovation • Collaboration • and they have…Elevated
Teamwork!
• Shared goals • Shared accountability • Shared recognition • Focusing on strengths
and abilities • Innovation • Collaboration • and they have…Elevated
Teamwork!
ENVISION THIS: A team of people with different strengths within the organization coming together to work on projects rather than being tied to a specific department. ENVISION THIS: A team of people with different strengths within the organization coming together to work on projects rather than being tied to a specific department.
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Imagine your organization is made up of groups of circles: Think of what it likely looks like today with your department, then picture the departments as an inner circle that interconnects with other circles called extensions. The extension circles could be another area of the company, another situation or another problem that needs to be solved. With the Shared Leadership model you have a person(s) taking part in potentially two or three circles. Wherever their skills are needed.
HIERARCHICAL LEADERSHIP VS. SHARED LEADERSHIP
TEAM: Together Everyone Achieves More
Shared Leadership is less about job descriptions and more about skills, strengths and aptitudes
Shared Leadership is less about job descriptions and more about skills, strengths and aptitudes
• Position or title indicates leadership level
• Leader is evaluated on ability to solve problems
• Leaders provide solutions • Distinct skills differences
between leaders and others • Communication and structures
are formal
• Position or title indicates leadership level
• Leader is evaluated on ability to solve problems
• Leaders provide solutions • Distinct skills differences
between leaders and others • Communication and structures
are formal
• Identified by the quality of interactions not title
• Leadership evaluated by how well people are working together
• Everyone works together to solve problems
• People are interdependent active participants
• Communication is crucial to all
• Identified by the quality of interactions not title
• Leadership evaluated by how well people are working together
• Everyone works together to solve problems
• People are interdependent active participants
• Communication is crucial to all
HIERARCHICAL LEADERSHIP
SHARED LEADERSHIP
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My Journey Notes for Unit 1:
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Unit 2:
Shared Leadership Assessment Part 1: Where are you on the Shared Leadership Scale?
Unit 2:
Shared Leadership Assessment Part 1: Where are you on the Shared Leadership Scale?
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Results: With that assessment once you’ve answered those 10 questions on a scale of 1 to 10 with 10 being high, your maximum score is 100 because that would mean you answered 10 for every question. When you assess yourself you want to look at where you are out of 100. If you’re at 50-75, again referring back to previous program, you’re at the apprentice level – you’re making progress with Shared Leadership. By the way, congratulations, that’s awesome. If you’re 7 and above that means you’re already well on your way personally and as an organization to embodying this whole shared leadership approach. If you’re below 50 do not despair because what it means is that your company is probably going through a desire to get there and there is a huge learning curve that needs to occur for everybody to get there.
Your Shared Leadership Assessment Scale of 1-10 with 10 being high
1. My team members would say that I’m aligned with the company and team goals
2. My team members would say that our department shares leadership 3. My team members would say that I am able to focus on personal
goals and align my goals with the individuals on the team 4. My team would say that we collaborate to find solutions consistently 5. My team would say that I share authority and recognition with them 6. My team would agree that I’m accountable to the team 7. My team would agree that I’m willing to help others on the team
succeed 8. My team would say that we gather regularly to innovate and create 9. My team would say that we do not a hierarchy within our team 10. Our employees would say that we have a culture of Shared
Leadership and Everyone is a Leader
Ask Yourself the Following: ✓ How does this
apply to your own role?
✓ How does this apply to your team?
✓ How does this apply to your company?
✓ What are you goals to get to a more Shared Leadership approach?
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My Journey Notes for Unit 2:
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Unit 3:
Transitioning to Shared Leadership Part 1: A Framework for Shared Leadership
Unit 3:
Transitioning to Shared Leadership Part 1: A Framework for Shared Leadership
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In the ideal world, the executive, the senior leadership, the mid-level leadership and all the employees would participate together as mutual learners and leaders. That is the framework, a fundamental aspect of Shared Leadership. You still need to have an overall guiding principal of the organization that says – this is who we are, this is what we stand for, these are our customers, this is the promise to our customers, this is how we know we’re delivering excellence. All of that is needed for Shared Leadership.
X DO NOT: have the vision come from senior leadership then they pass it down to the employees in the company and then expect them to be all excited about the vision and the mission and the purpose DO: with Shared Leadership the vision is created with multiple inputs and eyes and then it creates a shared culture. Everyone has an ownership, they feel a part of what has been created for vision and mission and values
Inquiry based approach means we ask specific guiding questions to get to the solutions that we want.
Inquiry based questions examples: • Is this decision in alignment with our strategic shared leadership plan? • Is this decision in alignment with our desire for excellence for
customer care? It becomes a framework; the inquiry becomes constantly - is this in alignment with… You’re constantly asking that question so that everybody in the company is making decisions
Framework for Shared Leadership
Framework for Shared Leadership
NOTE: A shared vision creates a shared culture NOTE: A shared vision creates a shared culture
Inquiry Based Approach
Inquiry Based Approach
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NOTE: In a Shared Leadership culture, we’re focused constantly on intention because action follows intention
Unit 3:NOTE: In a Shared Leadership culture, we’re focused
constantly on intention because action follows intention
Reflection and debrief becomes a daily habit in the Shared Leadership culture
Important Framework Piece: Roles include broad involvement and collective responsibility
Important Framework Piece: Roles include broad involvement and collective responsibility
The final key element of the Shared Leadership framework is: Reflection and debriefing…why? Because it leads to constant innovation!
The final key element of the Shared Leadership framework is: Reflection and debriefing…why? Because it leads to constant innovation!
You create a culture in Shared Leadership
where at the end of every day, everyone
is reflecting on:
You create a culture in Shared Leadership
where at the end of every day, everyone
is reflecting on:
• What did I do best? • What would I have done differently? • How could I have excellence in this area? • How could I elevate my co-worker to be
better at what they’re doing? • How could I elevate my ability to share
what I know?
• What did I do best? • What would I have done differently? • How could I have excellence in this area? • How could I elevate my co-worker to be
better at what they’re doing? • How could I elevate my ability to share
what I know?
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Unit 3:
Transitioning to Shared Leadership Part 2: A Leadership Mindset for all
Unit 3:
Transitioning to Shared Leadership Part 2: A Leadership Mindset
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Everyone must have a ‘leadership mind-set’ in order to have the progress organizations are looking for and requiring The fast pace of change isn’t something that one person can solve; it has to be a collective solution
Title or Not: we need to be looking at people as leaders
Q: I said, “So how do you view leadership?”
A: he said, “I view it as we’re facilitating the intelligence of the people that we’re working with and that together we can come up with solutions. There’s not one single leader that gets attributed to success or failure.”
Q: I said, “So how do you view leadership?”
A: he said, “I view it as we’re facilitating the intelligence of the people that we’re working with and that together we can come up with solutions. There’s not one single leader that gets attributed to success or failure.”
What are we doing to insure that everyone in the organization has the skills of a leader with or without the title? That leadership skill becomes a prevalent need and a prevalent skill set that everyone in the company has so we can be the agile, swift, mobile organization that we want to be.
Unit 3:
What are we doing to insure that everyone in the organization has the skills of a leader with or without the title? That leadership skill becomes a prevalent need and a prevalent skill set that everyone in the company has so we can be the agile, swift, mobile organization that we want to be.
IMPORTANT: Ask Yourself and the Leaders in Your Organization:
Great Observation from a Gen-X I talked to:
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The 4 Components of the Enabling Shared Leadership Model:
Unit 3:
Transitioning to Shared Leadership Part 3: Enabling a Shared Leadership Model
Unit 3:
Transitioning to Shared Leadership Part 3: Enabling a Shared
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The 4 Components of the Enabling Shared Leadership Model: 1. the willingness to challenge the status quo 2. creating and communicating the vision 3. enabling others to act 4. encouraging each other
1. The Willingness to Challenge the Status Quo:
You cannot create the change you want unless individuals within the company are willing to be change leaders. Every individual has to be willing; without the fear of losing their job, without the fear of retribution, without the fear of looking bad. It’s the courage to say, “No, something has got to change. The way we’re doing it isn’t working.” That’s the first piece to enabling Shared Leadership.
2. The Willingness to Challenge the Status Quo:
You cannot create the change you want unless individuals within the company are willing to be change leaders. Every individual has to be willing; without the fear of losing their job, without the fear of retribution, without the fear of looking bad. It’s the courage to say, “No, something has got to change. The way we’re doing it isn’t working.” That’s the first piece to enabling Shared Leadership.
2. Creating and Communicating the Vision:
This is where you would gather all employees and you would get the input for the vision. What does everybody feel is the vision?
3. Creating and Communicating the Vision:
3. Enabling Others to Act: We want to give people the skills and this program is an example of training and bringing to people’s awareness the skill development that’s needed in order to embody Shared Leadership. How are you going to give them the resources and the skills to work within a Shared Leadership and framework?
Unit 3:3. Enabling
Others to Act: We want to give people the skills and this program is an example of training and bringing to people’s awareness the skill development that’s needed in order to embody Shared Leadership. How are you going to give them the resources and the skills to work within a Shared Leadership and framework?
4. Encouraging Each Other: That’s a huge part of Shared Leadership – being a cheerleader, being a coach, being a supporter. When somebody fails at something, rather than, “Oh, my gosh you failed!” it’s, “What did you learn from that? Let’s reflect and debrief and let’s decide what we’re going to do moving forward.”
5. Encouraging Each Other: That’s a huge part of Shared Leadership – being a cheerleader, being a coach, being a supporter. When somebody fails at something, rather than, “Oh, my gosh you failed!” it’s, “What did you learn from that? Let’s reflect and debrief and let’s decide what we’re going to do moving forward.”
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Unit 3:
Transitioning to Shared Leadership Part 4: The Shared Leadership Spectrum Part 5: Example of Leading Without a Title
Unit 4:Unit 3:
Transitioning to Shared Leadership
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The Spectrum of Shared Leadership
Research says: Of the many leaders I have worked with at very level with the organization nearly all of them say that a key component that they feel is so important in their organization right now is building trust. If the framework of Shared Leadership is in place, and the elements of Shared Leadership are in place, it automatically creates trust. Why? You’re not relying on a single perspective, you actually have a team of people. As human beings psychologically, we feel safer when we’ve got more than one option. Trust increases as we have more leaders with more skill development across the board. This to me gives credence to the validity of shared leadership as a way forward to increase trust and engagement with people within people in organizations. It is another way of seeing that the future of work is now and we have to be bringing in elements of Shared Leadership right now.
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My Journey Notes for Unit 3:
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Unit 4:
The Shared Leadership Leader Part 1: The Mindset of a Shared Leadership Leader
Unit 4:
The Shared Leadership Leader
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The values and beliefs of a growth mind-set which is the same as a Shared Leadership leader, because a Shared Leadership leader is saying I’ve always got to learn and grow. It’s how they’re wired, it’s what they’re fired up by. The values and beliefs of the shared leadership leader are:
A Leader with a Fixed Mindset:
• I value myself, but other people drive me crazy • I like to work alone, I’m not so much about collaboration and team • We don’t need any creative solutions, let’s just do it they way we’ve
always done it because it’s always worked • I get all the recognition, I’m the hero of the day, I’m the reason this was
all successful • if we’re going to have a conflict I’m going to win • Your opinion does not hold as much weight as mine because I’m
superior to you • I don’t care if you’re Gen-Y, Gen-Z, Gen-X, my generation was work
hard, do your job, shut up and put up
The mind-set of a Shared Leadership leader is open! Do you have the values of a Shared Leadership Open Mindset or a Leader with a Fixed Mindset? The Future of Work requires an open mindset.
Values & Beliefs of a Shared
Leadership Leader
Unit 4:Values &
Beliefs of a Shared Leadership Leader
• Open minded • They value self • They value others • They value collaboration and team • They value creative solutions with
others • They value sharing recognition • They value constructive
disagreement • They value generational
collaboration
• Open minded • They value self • They value others • They value collaboration and team • They value creative solutions with
others • They value sharing recognition • They value constructive
disagreement • They value generational
collaboration
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Unit 4:
The Shared Leadership Leader Part 2: Collaborating with the Generations
Unit 4:
The Shared Leadership
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KEY POINT: From a Shared Leadership approach it’s about understanding the Generations. But more than that, collaborating, leveraging the skills and gifts of each the Generations. That’s the key to having collaborating with the Generations be a successful part of Shared Leadership .
Generational Awareness: Part of a Shared Leadership approach is the ability to collaborate with the Generations. It’s imperative that Leaders understand the values, key drivers etc. of each Generation. If I want to collaborate successfully, in a Shared Leadership approach with the Generations, it means you have to be able to adapt to each of those different values and view points of those Generations.
Generational Awareness: Part of a Shared Leadership approach is the ability to collaborate with the Generations. It’s imperative that Leaders understand the values, key drivers etc. of each Generation. If I want to collaborate successfully, in a Shared Leadership approach with the Generations, it means you have to be able to adapt to each of those different values and view points of those Generations.
How do you learn how to collaborate with the Generations? • Read Cheryl Cran’s book, “101
Ways to Make Generations X, Y, & Zoomers Happy at Work” as it is a fantastic resource to understanding the various Generations in the workplace. A free copy is provided with this course!
Unit 4:How do
you learn how to collaborate with the Generations? • Read Cheryl Cran’s book, “101
Ways to Make Generations X, Y, & Zoomers Happy at Work” as it is a fantastic resource to understanding the various Generations in the workplace. A free copy is provided with this course!
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Unit 4:
The Shared Leadership Leader Part 3: Elevated Thoughts of a Shared Leadership Leader Part 4: Elevated Questions a Shared Leadership Leader Would Ask Part 5: Tips for Maintaining a Shared Leadership Mindset
Unit 4:
The Shared Leadership
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Tuning in to the Undercurrent (a.k.a. ‘what’s really going on’): A master leader, master communicator, master shared leader has this particular skill of tuning in and understanding the unspoken under current. That’s where the real answers are! The reality of business is many people are moving so fast that they are not tuning in to the under current and frankly when you tune into the undercurrent you can save lots of time and possible frustration, because (A) you’re sensing it and (B) you are speaking to it. He or she that has the desire to grow and be a better person must take the higher road
Elevated question examples with a
Shared Leadership mindset:
Elevated question examples with a
Shared Leadership mindset:
• What could I say or do to bring this interaction to a higher level of understanding?
• What is the unspoken undercurrent going on with this person?
• How can I address the situation in a truthful, honoring way?
• What is the best way I can take the high road with this person or situation?
• What could I say or do to bring this
interaction to a higher level of understanding?
• What is the unspoken undercurrent going on with this person?
• How can I address the situation in a truthful, honoring way?
• What is the best way I can take the high road with this person or situation?
TIP: When you are forming your own questions, do this by looking first at the outcome you want and putting a lens on to determine what you have to do to create a positive outcome and create your question from that.
Unit 5:TIP: When you are forming your own questions, do this
by looking first at the outcome you want and putting a lens on to determine what you have to do to create a positive outcome and create your question from that.
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My Journey Notes for Unit 4:
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Unit 5:
The Shared Leadership Model Part 1: The Range of ‘Share’ on the Shared Leadership Model Part 2: 4 Levels of Leadership Awareness Model Part 3: The Values Within Each Level of Leadership Awareness
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Four Stages of Leadership Model: In the course use the tool provided. It’s a great tool to come back to and remind yourself of where you are and then help understand how to elevate yourself to get to the next level. It’s a tool to help you focus on Shared Leadership it also is a reminder to help you in any given situation, and it’s also a way to measure improvement and be used as a self-coaching tool. This spiral is to let you know we will rotate through these areas all of the time. We won’t stay at the Share level all of the time, then to Learn to Personal etc. The goal is to stay as elevated as we can the majority of the time.
LEVEL 1: PERSONAL
LEVEL 1: PERSONAL
• the feeling is quite low • you feel like things are being
done to you • you feel like a victim • typically, at Level 1 you would be
saying things like ‘why am I the only one that knows how to do this?’ or ‘why am I the one that everyone comes to to do this’
• at the Personal level there’s not a lot of energy there for you personally and zero energy for anyone else
• it’s low energy that doesn’t create space for you or anyone else
• the feeling is quite low • you feel like things are being
done to you • you feel like a victim • typically, at Level 1 you would be
saying things like ‘why am I the only one that knows how to do
LEVEL 2: BLAME
LEVEL 2: BLAME
• it’s a little bit better • typically you’re angry or ticked
off • the reason it’s called Blame is
that you’re saying things like ‘it’s not my fault it’s my bosses fault or the government’s fault or my wife’s fault etc.
• continually blaming people or situations
• there is a little more energy than personal because at least now anger has more fire than feeling everything is personal
• at the blame level there is no creative solution
• no sharing what’s happening • it’s still about you and where
you’re not feeling supported by others
• it’s a little bit better • typically you’re angry or ticked
off • the reason it’s called Blame is
that you’re saying things like ‘it’s not my fault it’s my bosses fault or the government’s fault or my wife’s fault etc.
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Print the model provided and constantly refer to it. You can use this as a coaching tool and point out to people where they are on the model and help them progress through it. It is a great tool for Shared Leadership as it holds everyone accountable to be at the Share level.
LEVEL 3: LEARN
LEVEL 3: LEARN • you can feel an energetic shift already when you go there
• you are now saying things like ‘what is this situation teaching me?’
• at the very least is it teaching me patience?’
• ‘what can I learn from this person?’
• ‘why am I experiencing this now?’
• you go through your days curious why things are happening because you know there is messaging and learning all around you
• very different than Personal and Blame
• you are inspired by people because you’re modelling what it means to be a constant learner
• you’re not behaving like you know it all
• you’re not behaving as if you have all of the answers
• you are open • you want to learn and see every
situation as a learning opportunity
• you can feel an energetic shift already when you go there
• you are now saying things like ‘what is this situation teaching me?’
• at the very least is it teaching me patience?’
• ‘what can I learn from this person?’
• ‘why am I experiencing this now?’
• you go through your days curious why things are
LEVEL 4: SHARE
LEVEL 4: SHARE • it is like Neo in the Matrix • it’s like you’re in this zone of ease • coming from the sharing you’re
saying ‘how do I share my ideas, my thoughts, my resources my energy
• it’s a constant focus going about your day
• you’re not behaving as if you have all of the answers
• you are open • you want to learn and see every
situation as a learning opportunity
• it is like Neo in the Matrix • it’s like you’re in this zone of ease • coming from the sharing you’re
saying ‘how do I share my ideas, my thoughts, my resources my energy
• it’s a constant focus going about your day
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The Values of each Level:
• The values are really ‘Me’ ‘Mine’ and ‘CYA’
• At that level it’s all about thmselves, victim, feeling powerless
• Usually when someone is at the Prsonal level I want to elevate them at least to Blame as there is a little bit more energy there
• So I might ask ‘who do you think is responsible?’ knowing that they are going to go to blame. But at least I’m getting them out of that Personal zone
• The values are really ‘Me’ ‘Mine’ and ‘CYA’
• At that level it’s all about thmselves, victim, feeling powerless
• Usually when someone is at the Prsonal level I want to elevate them at least to Blame as there is a little bit more energy there
• So I might ask ‘who do you think is responsible?’ knowing that they are going to go to blame. But at least I’m getting them out of that Personal zone
• The values are ‘Me’, ‘You’ CYA’ • So at the Blame level it’s all aout
me and I’m blaming you and I’m going to cover my butt
• The Blame level happens a lot i the hierarchical organization stucture
• It wastes so much time and oney for people to be at that Blame level
• The values are ‘Me’, ‘You’ CYA’ • So at the Blame level it’s all aout
me and I’m blaming you and I’m going to cover my butt
• The Blame level happens a lot i the hierarchical organization stucture
• It wastes so much time and oney for people to be at that Blame level
• As Change Leaders, we have to be at least at the Learn level
• The values of the Learn level are Growth, Flexibility, Adaptability
• You are focused on you and others • What can I learn myself? • What can I learn from others? • What can I learn from the situation?
• As Change Leaders, we have to be
• The values are exponential
success through the collective • It’s ‘We’ ‘You’ ‘Me’ and
‘Exponential success’ • Ease, ideas flowing, innovations
easily happening, solutions appearing, people synergistically coming together
• You might be thinking that sounds so idealistic. You’ve experienced this
• In fact write on a piece of paper when you remember a time when you worked on a team and everything came together without effort. When we are in the zone of Share things are easier
Unit 6:
• The values are exponential
LEARN
SHARE
BLAME
PERSONAL
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My Journey Notes for Unit 5:
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Unit 6:
Holocracy & Shared Leadership Part 1: From Hierarchy to Holocracy Part 2: Holocracy at Zappos Part 3: The Holocracy Model Part 4: Business as Usual vs Holocracy Part 5: The Flow of Work with Shared Leadership Part 6: Holocracy at Zappos Core Values
Unit 6:
Holocracy & Shared Leadership
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The goal is to build a strengths based organization and the Shared Leadership and holocracy model helps with that. The ‘future of work’ organizations are moving towards a holocracy model. In a holocracy or a modified Shared Leadership organization chart, you would have the descriptors of the titles but with holocracy you have team circles morphing through different departments. So the team circle is a pool of people who actually come into projects in sales, come into projects in operations, in productions. They may even come in to projects in the senior leadership level.
KEY POINT: With all these programs I’m providing it’s an evolutionary scale, there’s never some place where you’ve arrived and are successful. You’re constantly evolving and as each foundational level gets stronger you’re evolving and setting higher bars and standards. For personal growth, in order to reach the new goals but also for organization itself to evolve to higher and higher levels of organization.
We want to build a strengths based organization and a combination of the Shared Leadership and holocracy model helps with that. We want to build a strengths based organization and a combination of the Shared Leadership and holocracy model helps with that.
The type of people that can be managed within a Shared Leadership model is unique and different that what most are accustomed to in business. The type of people that can be managed within a Shared Leadership model is unique and different that what most are accustomed to in business.
• Titles vs. Circles – Heirachy is titles, holocracy is circles
• Organization is the entity in holocracy
• There’s higher order of equalized leadership ability, that’s the whole
• Everyone is a Leader approach • You’re focused on evolution
• Titles vs. Circles – Heirachy is titles, holocracy is circles
• Organization is the entity in holocracy
• There’s higher order of equalized leadership ability, that’s the whole
• Everyone is a Leader approach • You’re focused on evolution
Some key aspects to a
holocracy model are:
Unit 7:Some key
aspects to a holocracy
model are:
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My Journey Notes for Unit 6:
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Unit 7:
Shared Leadership Organization Structure Part 1: A Shared Leadership Organization Chart Example Part 2: A Shared Leadership Structure Example Part 3: Traditional Organization Chart vs A Shared Leadership Chart Part 4: The Differentiation with Holocracy Part 5: Dynamic Roles Explained
Unit 8:Unit 7:
Shared Leadership
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Most organizations are not going to go transition directly into holocracy because it’s such a huge leap, but they are going to transition from where they are now to Shared Leadership.
With Shared Leadership:
• Team Leaders and they will rotate. For context this is similar to the cross training that many organizations talked about, implemented and for most their great initial intentions stopped. With Shared Leadership it is ongoing all of the time.
• With leaders rotating through other areas the organization benefits
from the ‘cross pollinating’of perspectives from each area which is building the knowledge base within the organization.
• When team leaders come together to make decisions everyone is
informed and aware of what’s going on in all of the other circles or departments which is a huge step forward and makes the organization much more agile and innovative. As a result of the interconnected relationships the organization moves forward at a much faster pace than its competitors!
• Employees are much more empowered and are true ‘entrepreneurs’
within the organization, something most companies have been striving for for years!
• Leaders are true facilitators of solutions, relying on the expertise of the
employees
• There’s a flow constantly happening, there is no hierarchical top like a traditional organization chart
• It’s a moving, flowing dynamic model that’s going to help move orgs
forward
THE SHARED LEADERSHIP MODEL IS THE FUTURE OF WORK NOW!!
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My Journey Notes for Unit 7:
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Unit 8:
Shared Leadership Your Next Steps Part 1: Creating Your Personal Shared Leadership Plan Part 2: Developing and Sharing a Shared Leadership Approach Part 3: The 4 Prerequisites for Shared Leadership Part 4: Action Items Part 5: Video: Common Holocracy & Shared Leadership Questions
Unit 8:
Shared Leadership Your Next Steps
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To develop a Shared Leadership plan for your organization, start with identifying your Values, the skill development that will be required and then create an Action Plan.
The 4 Pre-requisites for Shared Leadership:
1. Commitment to Change 2. Willing to invest the time 3. Must have engagement and accountability 4. Sound management
• growth and learning for everyone which is a key aspect because it keeps your talent with you longer as they are not ‘stuck’ in one area, they get to move, to share and its dynamic and increases engagement
• sharing what you know, we feel good when we are helping people make a positive change
• sharing recognition for a leader who gets that awareness there is tremendous energy and power
• you’re focusing on the mission and vision
• increased goodwill • increased trust
• growth and learning for everyone which is a key aspect because it keeps your talent with you longer as they are not ‘stuck’ in one area, they get to move, to share and its dynamic and increases engagement
• sharing what you know, we feel good when we are helping people make a positive change
• sharing recognition for a leader who gets that awareness there is tremendous energy and power
• you’re focusing on the mission and vision
• increased goodwill • increased trust
The benefits of developing and
sharing a Shared Leadership approach:
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My Journey Notes for Unit 8:
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Unit 9: Your Shared Leadership Action Plan
Your 90-Day Action Plan
Unit 10: Shared Leadership Course Assessment
Your Final Assessment
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✓ Make sure you get a copy of the book by Cheryl Cran ‘The Art of Change Leadership- Driving Transformation in a Fast Paced World’ (Wiley 2015)’ as it really helps explain this program in greater detail!
THEN…
✓ Create a 90 Day Action Plan after reviewing the materials from the program and the book!
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My Journey Notes for Units 9 & 10: