The Being and Doing of Reflective Leadership Chrissie Godfrey and Paul Birch 15 th March 2016

Single, double and triple loop learning Are we doing things right? Here's what to do Procedures or rules Are we doing the right things? Here's why this works Underlying patterns Are our “right things” still right? Here's where we reimagine why and how we do things Paradigms shifts

Self patterning

Alpha Theta Delta Beta cycles per second cycles per second cycles per second cycles per second 1 Sec Gamma 28+ cycles per second Double loop, daydreaming, patterns emerge “Playfulness” Triple loop, “See the whole board” Single loop, focus, sense making “making it real”

Leadership qualities

Lumina

Conflict

Conflict (Thomas Kilman) COMPETING Imposing or dictating a direction Arguing for a conclusion that fits your data Hard bargaining COLLABORATING Reconciling interests through win-win Combining insights to reach a richer understanding COMPROMISING Soft bargaining Taking turns Moderating your conclusions AVOIDING Avoiding people you find troublesome Avoiding issues that are complex or dangerous Postponing discussion until later ACCOMMODATING Doing a favour to help someone Being persuaded Obeying an authority Deferring to another’s expertise Appeasing someone COOPERATIVENESS ASSERTIVENESS LOW HIGH

Influencing

Understand resistance to change

– Think of a conversation that you have had that needed your influence and it could have gone better – In pairs, tell your stories – Discuss: – To what extent was the person you were trying to influence resistant to change? – What was the source of the resistance to changing? – Each capture a summary of the resistance in a single phrase or sentence

Adapt to social style

– Think about your own preferences and those of the person you were trying to influence – What could you have done differently?

Develop your personal power

– Whole table discussion – How does my expertise affect my confidence? – How could it have more impact in this situation?

Pass the microphone

Appeal to emotion

Stress benefits over features

Office move

Simplify, simplify, simplify

Structure your points appropriately 1.Develop a story or something that will grab their attention 2.Explain the problem 3.Tell them what you are suggesting 4.Explain the benefits (and compare these to doing nothing) 5.Explain the risks/downsides and possible mitigations 6.End with a call to action; tell them what you want of them

Exercise – Individual work – Take 5 minutes to think about “What I wish I’d said and how I wish I’d said it”, and/or, “What I’d want to say” – Share your thoughts in your pairs and ask for feedback – Understand resistance to change – Adapt to social styles – Develop your personal power (relationships and expertise) – Pass the microphone – Appeal to emotion – Stress benefits over features (WIFM) – Simplify – Structure your points

Persist – If at first you don’t succeed … – Try pitching the idea in different ways – Use what you learn to improve the suggestions and your ways of suggesting them

The Being and Doing of Reflective Leadership Chrissie Godfrey and Paul Birch 15 th March 2016