Adaptive Leadership LEADERSHIP FOR RESULTS IN CONSERVATION BHUTAN – NOV 20013

Adaptive Leadership Adaptive challenge Stakeholders Mobilization Coalition Building Diagnostics Stakeholder analysis NetMap Strategic Communication Change behavior What’s in it for me (WIIFM) Rapid Results Approach Discovering what works Problem-solving process to engage stakeholders Building foundation for greater impact Boost performance Rapid Results Approach Discovering what works Problem-solving process to engage stakeholders Building foundation for greater impact Boost performance ImplementationImplementation Learning and Reflection Program Components Review 2

> Identify the Key Challenges you face in implementing your programs > Differentiate between Technical and Adaptive Challenges > Understand the Adaptive Leadership Framework > Review tools that can be used in exercising leadership Learning Objectives

> Group Exercise: Constraints to Change > Technical and Adaptive Challenges > Adaptive Leadership Framework > Video and Discussion: Leadership in Conservation > Tools: Exercising Leadership Session Overview

Your starting point

LEADERSHIP Future situation Status quo The Need for Collective Leadership COALITION BUILDING 6 Current Situation HOW?

Please discuss in groups (15 mins.) What can your Team do to bring about this desired future situation? What are the main constraints you are facing in implementing your conservation programs? Constraints to Change 7

> Group Exercise: Constraints to Change > Technical and Adaptive Challenges > Adaptive Leadership Framework > Video and Discussion: Leadership in Conservation > Tools: Exercising Leadership Session Overview

 The problem is known  There is a set of procedures to deal with the problem  There is a hierarchy to take care of the problem  Authorities maintain order, provides directions, reassure people that a solutions is being found. Technical Challenge 9

 The problem is very complex, and no adequate solution has been found  There is a need to adapt to a new reality  This requires a change in values, attitude, and behavior  There is a need to constantly learn and adapt  The people close to the problem do the work of adaptation Adaptive Challenge 10

What’s the Work? Who does the work? TechnicalApply current know-how Authorities AdaptiveLearn new waysThe people with the problem Distinguishing Technical from Adaptive Challenges 11

Authority Resources FormalInformal What you do, and how you are perceived?  Competence  Reliability  Trust  Legitimacy  Integrity 12 Where you are? Position.

Formal Authority Informal Authority Credibility Trust Respect Admiration Credibility Trust Respect Admiration Importance and relevance of the position Importance and relevance of the position SOURCES OF POSITIONAL POWER Formal authority Relevance Centrality Autonomy Visibility SOURCES OF POSITIONAL POWER Formal authority Relevance Centrality Autonomy Visibility SOURCES OF PERSONAL POWER Expertise Track record Attractiveness Effort SOURCES OF PERSONAL POWER Expertise Track record Attractiveness Effort 13

> Group Exercise: Constraints to Change > Technical and Adaptive Challenges > Adaptive Leadership Framework > Video and Discussion: Leadership in Conservation > Tools: Exercising Leadership Session Overview

Leadership is a process of mobilizing people, ideas and resources to achieve a shared purpose. Leadership: Definition

 It is about creating and enhancing public value  It is about mobilizing people to face their problems and their painful decisions so that they learn new ways of being.  Mobilization implies to motivate, organize, orient and focus attention. What is Adaptive Leadership? 16

If we treat adaptive problems with technical fixes If the people concerned turn to authorities to provide solutions If we fail to understand resistance to change Why do reforms fail? 17

“How” of reform Adaptive Technical Management Leadership Formal Authority Informal Authority Leadership is NOT the same as Authority DynamicFinite 18

Leadership ≠ Authority Adaptive challenge Technical problem A-T Social Function of Authority Formal Authority Informal Authority Dynamic Finite Adaptive Leadership Framework 19

> Group Exercise: Constraints to Change > Technical and Adaptive Challenges > Adaptive Leadership Framework > Video and Discussion: Leadership in Conservation > Tools: Exercising Leadership Session Overview

Leadership in Conservation

Please discuss in groups (15 mins.) 1.What is the main conservation problem John Casanoa is facing (technical and/or adaptive) ? 2.What type of authority does he have formal or informal? 3.How does he mobilize people? Leadership in Conservation 23

> Group Exercise: Constraints to Change > Technical and Adaptive Challenges > Adaptive Leadership Framework > Video and Discussion: Leadership in Conservation > Tools: Exercising Leadership Session Overview

 It is about creating or enhancing public value  It is a voluntary and time bound activity.  It can be exercised from any position  It focuses on helping people with the work of adaptation  It implies asking questions more than providing answers.  It is difficult and even dangerous Exercising Leadership

 Need to overcome resistance to change  Need to regulate the pace of change Why is Exercising Leadership Difficult? 26

 Hold on to the past.  Blame the authority figures.  Find a scapegoat.  Deny the problem.  Draw conclusions too quickly.  Use a distraction. Common mechanisms to avoid change 27

How to control the heat Raise the temperature  Draw attention to tough questions  Give people more responsibility than they are comfortable with  Bring conflict to the surface  Protect dissenting voices Lower the temperature  Address the technical aspects of the problem  Establish a structure for the problem-solving process  Temporarily reclaim responsibility for tough issues  Employ work avoidance mechanisms  Slow down the process of challenging norms and expectations 28

29 Adaptive Challenge Get on the balcony Think politically Orchestrate the conflict Give the work back Hold steady Heifetz and Linsky, 2002

Get on the balcony Distinguish T vs. A Find out where people are at Song beneath the words Authority figure for clues Think politically Find partners Keep opposition close Accept responsibility for your piece of the mess Acknowledge their loss Model the behavior Accept casualties Orchestrate the conflict Create a holding environment Control the temperature Pace the work Show them the future Give the work back Take the work off your shoulders Place the work where it belongs Make interventions short and simple Hold steady Take the heat Let the issue ripen Focus attention on the issue 30 Adaptive Leadership Strategy - recharged Heifetz and Linsky, 2002

Brookes, S. and K. Grint (2010) The New Public Leadership Challenge. Basingstoke: Palgrave Macmillan. Heifetz, Ronald A. (1994) Leadership without easy answers. Cambridge: Harvard University Press. Heifetz, R.A. and D.L. Laurie (1998). “The work of leadership.” Harvard Business Review on Leadership. Cambridge: Harvard Business School Press. Heifetz, R.A. and M. Linsky (2002) Leadership on the line. Staying alive through the dangers of leading. Cambridge: Harvard Business School Press. Heifetz, R.A., M. Linsky and A. Grashow (2009) The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Cambridge: Harvard Business School Press. Hill, L. (1994). “Power Dynamics in Organizations.” Note HBB No Harvard Business School. Kotter, J.P. (1998) “What leaders really do.” Harvard Business Review on Leadership. Cambridge: Harvard Business School Press. MacGregor Burns, J. (1978) Leadership. New York: Harper & Row. Bibliography 31

Thank you 32