Purposeful Leadership – Module 3 Balancing Structure and Freedom (:75) On headset with working micNo headset, using chat box

2 Leadership and Personal Accountability Balancing Structure and Freedom Leading Change Coaching Opportunities Hard Conversations Emotional Intelligence They build on each other, AND they stand alone Purposeful Leadership

3 To provide structure and focus To allow maximum freedom The Leaders Dilemma

Identify the different ways to engage teams and the tradeoffs to each approach Identify how one organization attempted to balance providing structure and freedom 4 Learning Objectives

5 Whos here and where are we going? (:10) 6 Ways to lead Breakout (:10) Main room discussion (:10) Min specs Model (:10) Example (:05) Andys dilemma Breakout (:10) Main room discussion (:10) Summary (:10) Agenda

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7 Writing on whiteboard in breakout rooms 1. In your breakout group, ….. 2.Read the quote and ….. 3.Summarize your thoughts using ….. Breakout Discussion Once you are in your breakout room and the instructions slide is pushed out, you will see a menu like above where you can navigate to a blank page and enter group discussion Notes. Use this same menu to go back and forth between the instructions slide and your notes page.

8 Click on the drop down menu then pick the blank page you want to go to jot down thoughts/notes. 1. In your breakout group, ….. 2.Read the quote and ….. 3.Summarize your thoughts using ….. Writing on whiteboard in breakout rooms

9 ApproachProsCons Authority Relationship w/w Charisma/ Personality Expertise Barter Vision/Idea w/w/w Speed Compliance at best Over time resistance Speed Fun/Energy Empty suit; in and out groups; may be wrong Speed Confidence May be wrong; No alternatives examined; Over time arrogance They show up (minimum effort) Overused, can be insulting Follow thru; No stress/wasted energy Takes time to build; Requires give and take Follow thru, commitment over time; sustainability Takes more time; values will be tested; baggage Ways to Lead/Influence

10 ApproachProsCons Authority Relationship w/w Charisma/ Personality Expertise Barter Vision/Idea w/w/w Speed Compliance at best Over time resistance Speed Fun/Energy Empty suit; in and out groups; may be wrong Speed Confidence May be wrong; No alternatives examined; Over time arrogance They show up (minimum effort) Overused, can be insulting Follow thru; No stress/wasted energy Takes time to build; Requires give and take Follow thru, commitment over time; sustainability Takes more time; values will be tested; baggage Go fast, to go slow Go fast to go slow Go fast, to go slow Go slow to go fast Ways to Lead/Influence

11 In reviewing the 6 Ways to Lead video, what did you notice about the approaches you use when engaging the teams you lead? What questions / observations / insights did this video create for you? Take :10 to discuss and capture your thoughts on the whiteboard page in your breakout room Have someone ready to summarize when we come back to the main room Breakout Discussion

12 The few critical boundaries, guidelines, rules, requirements people must stay within as they work together to live out their purpose. Min Specs

13 Leaders Clarify/Offer Leader and team discuss real boundaries/ requirements/ constraints 1 2 3Team self- organizes When? Where? What? How? Who? Why? ? ? ? ? ? ? Leader driven Team driven Engaging Others

14 Leaders Clarify/Offer Leader and team discuss real boundaries/ requirements/ constraints Team self- organizes When? Where? What? How? Who? Why? ? ? ? ? ? ? Leader driven Team driven Engaging Others

15 Leaders Clarify/Offer Leader and team discuss real boundaries/ requirements/ constraints 1 2 3Team self- organizes When? Where? What? How? Who? Why? ? ? ? ? ? ? Leader driven Team driven Engaging Others

16 Being candid and loyal to the absent I avoid gossiping (e.g., I dont bad mouth someone not in the room and I encourage others to refrain likewise.) I dont deliver messages For others and if I have a beef with someone, I talk to them directly Team before personal: I put the team/organizations goals before my own. If someone has an idea thats working better than my own, I offer my time, budget, resources to help them succeed. Transparency: I am completely open in sharing my thinking and information I have at any given moment. If I disagree, I bring it up in the meeting vs. in the hall, and I do it agreeably. I model the behavior of If I have more information than you, I am obligated to share it. If it seems you have more than me, I am obligated to ask. 3 Key Team Behaviors/ Agreements

17 Want to know our secret? In 1998 we put into place one simple spiritual principle. We call it the 24 hour rule. If I have a problem with you, I promise to go to you to face it, solve it and forget it. We do not talk about people behind their backs. Thats our solemn agreement. Former female VP at Redken, reflecting on what helped them turn around their business

18 Girl-Led Learn By Doing Cooperative Learning Girl Scout Min Specs?

19 Hunterdon Hospital – Community Service Work Up to ½ day/week – something you care deeply about Cannot do anything illegal Take funds on your own, just post for others to see Use Min Specs to organize efforts

20 Can you think of processes, procedures/programs at your location that a min specs approach might be a better way to go?

21 In the Andys Dilemma story, we see how a leader chose to engage his people and how they designed their organization to tackle the issue of balancing structure with freedom. What did you find interesting in this story? Take :10 to discuss, and if you wish, take notes on your whiteboard. Assign someone to summarize in the main room. Breakout Discussion

22 1)Remember to be firm and clear about the What and Why and where you can be flexible is around the How 2)When offering a bold vision to a group, know that it will scare some, and be empathetic to that, but dont compromise to try and make it comfortable for everyone. 3)Use the Engaging Others model on slide 15 to help you remember to provide a why and stay out of the how. Suggestions…

23 In my 30 years of consulting, I have yet to see an organization client-system that was not overmanaged ~ Jack Gibb Closing thought…

24 Questions? Comments?