“How can businesses develop leaders in these rapidly changing times”

Today – Leadership Development Research Growing the Leadership Mind Leadership and Complexity

Defining Leadership “Leadership research demonstrates that 70 per cent of organisational culture is impacted by it’s leadership” Zenger & Folkman

The Challenges We Face What are yours?

Jack Smoking Diet Exercise Relaxation Surgeon, supplied the technical fix Jack’s role – he had the work of making the challenging behaviourial changes Played a leadership role by mobilising Jack to make critical behavioural changes - Triple By Pass

Where Do Yours Fall? Technical Challenges Adaptive Challenges Know the answers, not necessarily easy We have to change how we think, what we value, our assumptions Heifetz and Linsky – Kenned School of Government (Harvard)

Defining Leadership From being about a position or a person, often an heroic figure To the process of mobilising people to face difficult challenges - Heifetz

Over 80% of change programs fail to meet their stated objectives Organisations Response? TechnicalAdaptive

Culture Shared Symbols Stories Values  Organisational Design  Policies / Procedures  Strategy Psychological Spiritual Levels of Thinking Beliefs  Skills  Behaviour  Knowledge  Peak Performance  Technical Ability Q1 Q2 Q3 Q4

The world has changed Summary…so far so good Challenges we face have changed - Adaptive Leadership is about mobilising change Our focus tends to be on Technical rather than Adaptive solutions

Working in Q1 Psychological Spiritual Levels of Thinking Beliefs Q1

New Research

Stages of Development

Life Long Journey Transformation Growing Learning Connected but not the same Skills Knowledge Information Subject to Object From one option to choice From few to multiple perspectives Horizontal Vertical

Forms of Mind Adapted from Professor Robert Kegan Complexity 3 Socialized 58% 5 Self – transforming ≤ 5% 4 Self authoring 35%

Forms of Mind Adapted from Robert Kegan and Jennifer Garvey -Berger 3 - Socialized - shaped through expectations of those around us, can feel like our own 4 - Self authoring – developed our own identify, own inner compass, sees other perspectives and can use them to strengthen our own 5 - Self –transforming – we have our own ideology but can step back from it and see it as limited and partial, hold more contradictions

Operating System strategic thinking, collaboration, systems thinking, leading change and having comfort with ambiguity In order to run more sophisticated software we need to upgrade the operating system

Requisite No stage is better than another

Leadership Effectiveness on Results Researchers have shown that people at higher levels of development perform better in more complex environments, there is a strong correlation between high levels of vertical development and higher levels of effectiveness Nick Petrie - Centre for Creative Leadership

Leadership Development Future Focus HR/Training owns development Current Focus Each person owns development Leadership resides in individual managers Collective leadership is spread throughout the network The ‘what’ of leadershipThe ‘what’ and ‘how’ of leadership Horizontal DevelopmentVertical and Horizontal development

How Do We Know, What is Needed? You feel constantly frustrated by a situation, dilemma or challenge It causes you to feel the limit of their current way of thinking It is an area of your life they care deeply about In Over Our Heads? There is sufficient support to persist in change in the face of anxiety and conflict

Three Habits of Mind Ask different questions Take multiple perspectives See the system Jennifer Garvey –Berger “Changing On the Job

The world has changed Summary…so far so good Challenges we face have changed - Adaptive Leadership is about mobilising change Our focus tends to be on Technical rather than Adaptive solutions Leadership development is possible – it takes some focus We can develop our minds through distinct levels We can feel “In Over Our Heads”

Questions and Discussion

In Over Our Heads