Leading Change Collaboration and Collaborative Leadership L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n

Pollyanna Pixton President, Evolutionary Systems Founding Partner, Accelinnova L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n

Leadership Challenges

“ It ’ s no longer enough to respond to change; today organizations must lead change or be left behind. ” - Pollyanna Pixton

Leadership Challenges  Get More Done by Doing Less  Lead Change  Deliver the Right Product  Meet Customer’s Changing Needs  Meet Market Windows

Leadership Challenges “The way you will thrive in this environment is by innovating – innovating in technologies, innovating strategies, innovating business models.” - IBM CEO Samuel J. Palmisano [ BusinessWeek, April 24, 2006 ]

Project Statistics Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’

Features and Functions Never Used 45% Rarely Used 19% Sometimes 16% Often 13% Always 7% Always or Often Used: 20% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002

 Deliver Business Value  Increase Productivity  Lead Change  Find Solutions  Innovate Leaders Must…

Project Management  Change Management How Do We Lead Change?

Leadership Models Leading Change:  Embraces Change  Collaborates  Gives Ownership  Influential  Fosters New Ideas Controlling:  Responds to Change  Bureaucratic  Leader Decides  Authoritarian  Knows the Answers

Leadership Models Strategy Collaboration Project Governance Business Value Embrace Change Real Options Cultivate Innovation

To Lead Change: Collaborate

Leadership Models Strategy Collaboration Project Governance Business Value Embrace Change Real Options Cultivate Innovation

Project Management Maintaining Project Focus None of us are as smart as all of us. – Japanese Proverb

Implement and Review Unleashing Innovation The answers are in your organization.

How to be an Agile Leader  Collaboration Model  Collaboration Process  Collaborative Leadership

Unleashing Innovation Collaboration Model Collaboration Model

Create an Open Environment

Open Environment Exercise  What kind of environment do we need to:  Foster creativity and innovation?  Encourage ideas?  Create team ownership and commitment?  Implement mission critical and differentiation ideas? What is an Open Environment?

Collaboration Model Convene the Right People From the Entire Enterprise! Customers Marketing Sales Finance Technology Manufacturing Stakeholders

Collaboration Model Foster Creativity & Innovation via Collaboration Process

Collaboration Model Stand back, Let Them Work.

Unleashing Innovation Collaboration Process Collaboration Process

1. Agree to:  Goals  Objectives  Purpose

Collaboration Process 2. Brainstorm 3. Group 4. Prioritize Based on Business Value

Collaboration Process 5. Individuals Volunteer For What And By When

Collaborative Leadership

The Right People

The Right People Hire and promote:  First on the basis of integrity  Second, motivation  Third, capacity  Fourth, understanding  Fifth, knowledge  Last and least, experience - Dee Hock, CEO Emeritus VISA International

The Right People  Authenticity  Attitude  Intelligence  Talent

The Right People Passionate About Best At Organizational Fit All team members operate within the intersection

Collaborative Leadership Trust First!

Collaborative Leadership They tell you what needs to happen for success and results.

Collaborative Leadership Step Aside, Let Them Work!

Project Management  Risk Management Exercise: How to Build Trust? Or…

Project Management  Risk Management Exercise: How to Stand Back

Collaborative Leadership Leadership ‘Tipping Point’:  When to lead  When to step back  Where is your ‘Tipping Point’?  How can you step up and still be collaborative?

Project Management  Risk Management Exercise: When should a leader step up?

Project Management  Remove Obstacles Remove Obstacles Leadership Tips

Leading Collaboration Ricardo Semler, CEO of Semco, believes that all people desire to achieve excellence and that autocracy dampens people’s creativity and motivation. - The Seven-Day Weekend

Leading Collaboration Influence Not Authority

Leading Collaboration Keep the Purpose Alive

Leading Collaboration Everyone Sees the Big Picture: Total Transparency

Leading Collaboration Fix Processes Not People

Leading Collaboration No Such Thing As ‘Constructive Criticism’

Collaboration For Quality Feedback That Honors the Relationship

Project Management  Focus, Communication, and Expectation Management Communication

Leading Innovation Collaborative Communication Teams Collaborate On All Decisions And Solutions

Leading Innovation “ Organizations change in the direction in which they inquire. ” Inquire. Question. Listen.

Leading Innovation Fail Early – Fail Fast!

Leading Collaboration Free Team to Question, Analyze and Investigate

Leading Collaboration The Opposite of Control is Discovery

Appreciative Inquiry Appreciative Inquiry:  Value What Is  Envision What Can Be  Discuss Next Steps  Basic Assumption: An organization and the people know the possibility. Fall Forward ! Problem Solving:  Identify the Problem  Analyze the Causes  Plan the Actions  Basic Assumption: An organization is a problem to be solved.

Appreciative Inquiry Problem-Solving Orientation Appreciative Orientation PAST CURRENT STATE FUTURE ANALYZE & FILL THE GAP DISCOVER & REALIZE POSSIBILITIES QUESTIONS What’s Wrong? What Happened? Who’s to Blame? How Do We Fix It? What’s Working? Where’s the Passion? What’s Possible? How Do We Achieve It? QUESTIONS

Leadership Key Factors  Decide where you want to place your emphasis, on control or on results  Put purpose over personal agendas  Expect the practice of professional behavior  Take the ‘fun’ out of being dysfunctional  You do not need consensus; get team commitment to team goals  Teams need leaders  Members who do not deliver their commitments are off the bus

Leadership Tips  Move boulders, carry water  Listen, between the lines  Allow mistakes; Expect success  People will do what they are measured by  Know the difference between mistakes and not delivering  Celebrate! Have fun!

 Create a place where people want to be not have to be  Make sure everyone has what they need to succeed. Great Leadership

Project Management  Dependency Management Expectation Management Leading Up

Speak So You Can Be Heard

Leading Up Bring solutions, not just problems

Leading Up How Does Your Manager Define Success?

Leading Up Deliver Results As Committed And Often

Leading Up Assess System:  Politics  Competition  Style Differences

Leading Up  Trust your Intuition:  Listen, remember and trust your first thoughts  Rely on your ‘gut’ reaction for warning signals  Listen openly for the secondary messages  Collect data: note when you first thoughts have been accurate

Leading Up Timing

Leading Up Your risks? List professional options

Leading Up Don’t take it personally. “I’ll get back to you on that.”

Leading Up  Communicate, Often  Pass on results  Check in once per week, or daily  Find the best communication format

Leadership Transition You want me to do what?

What About You?  What is your personal mission and vision?  What are you passionate about?  What do you do best?  How do you define success?  What do you want to do differently?  What do you fear?

Watch Out For…  Crossing the void: Why am I doing this?  The ‘Wall’: What was I thinking?  Living with uncertainty  The tendency to go back to (old) school…  Under stress  Because it’s easier  You know it works

When Times Get Tough  Avoid responding to old-school behaviors with old-school behaviors  Build support, networks and resources  Find a mentor – someone who’s done this before  Surviving the transition  Step back: Reflect not React  Wait somewhere else (don’t watch)  Recall successful risks taken Your best survival skills?

Project Management  Quality Management Leading Change Summary

Summary To Unleash Innovation And Lead Change Collaborate

Collaboration Model  Open Environment  Right People  Foster Innovation: Collaboration Process  Step Aside

Collaboration Process  Agree to Goal  Brainstorm  Group  Prioritize  Individuals volunteer and by when

Leadership Model  The Right Talent  Trust First!  Let them tell you what they need to do to be successful  Stand back!

Action Plan  What do you want to do?  How can you measure it?  By when?  How?  What obstacles might arrive?  Can you do anything to deter these obstacles?

References  The Seven-Day Weekend, Ricardo Semler  Good to Great, Jim Collins  Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace, Gordon MacKenzie  Organizing Genius, The Secrets of Creative Collaboration, Warren Bennis

References  Wicked Problems, Naming the Pain in Organizations, E. Jeffrey Conklin and William Weil, Touchstone Tools and Resources  How I Learned to Let My Workers Lead, Ralph Stayer, HBR, Nov-Dec 1990  The 6 Myths of Creativity, Bill Breen, FastCompany, Dec 2004  Now More Than Ever, Innovation Is The Answer, Robert D. Hof, BusinessWeek, 1 Mar 2004

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