The New Frontier: Being Agile in a Global Market

Why this? Why now? We are finding… Pace of change is faster--new technologies change the ways work gets done Changing demographics and social policy require shifting products and services Natural resources are dwindling—increasing prices and competition Challenges are more diverse We are now in a global economy – jobs are going “overseas” The world is less “predictable”—less certainty and less agreement in your organization Increased worries about safety and security

PICK A POINT OF REFERENCE Identify three critical issues you are experiencing in your organization right now. Identify three critical issues you are experiencing with leadership in your organization right now. Copyright 2010 Kristine Quade

JOB OF THE DYNAMICAL LEADER Guide change during times that are uncertain and unpredictable Great the sense of urgency at the same time as balancing with the certain Make sure people are focused on the right things and helping them take the un- necessary off the plate Manage the landscape…. Copyright 2010 Kristine Quade

GUIDING THE LANDSCAPE OF CHANGE

WHY IS IT SO IMPORTANT TO UNDERSTAND LEADERSHIP DIFFERENTLY? Old framework— Tells us what to notice according to tried and true instructions At the same time, there is A LOT that goes un-noticed

LEADERSHIP LANDSCAPE © Copyright 2010 Kristine Quade

Leadership Landscape Zones Agreement Certainty close to far from close to Organized Like a machine… PREDICTABLE Familiar Reducible Replicable Stable Procedural Controlled Copyright 2010 Kristine Quade

Leadership Landscape Zones Agreement Certainty close to far from close to Random Like a hot gas… BLIPS AND TRENDS Uncertain Constantly Surprising Unpredictable Unstable Copyright 2010 Kristine Quade

Leadership Landscape Zones Agreement Certainty close to far from close to Self-Organizing Like a dance… PATTERNS Adapting Constantly changing Irreducible Not replicable Emergent Interactive Familiar whole Surprising parts Copyright 2010 Kristine Quade

LEADERSHIP LANDSCAPE © Copyright 2010 Kristine Quade

A GUIDE FOR DYNAMICAL LEADERS Type of work-- Creating the container Setting the constraints Over Under Ideal Ensuring indicators of adaptive capacity Copyright 2010 Kristine Quade

Agreement Certainty Close to Far from Write down your leadership issues as we go along~ Copyright 2010 Kristine Quade

DYNAMICAL LEADERS ORGANIZED ZONE PAY ATTENTION TO COHERENCE  They prefer what is familiar, predictable, reliable, stable, controlled.  Times when this is important is when product quality needs to be consistent, waste minimal and value consistently high.

Copyright 2010 Kristine Quade

Agreement Certainty Close to Far from Write down your leadership issues for the Organized Zone~ Copyright 2010 Kristine Quade

DYNAMICAL LEADERS SELF-ORGANIZING ZONE PAY ATTENTION TO RESILIENCE  They prefer the opportunity to explore, are creative and thrive in new situations. They are interactive with others, look for new insights and use patterns to understand surprises.  Times when this is important is when there is a changing environment and the collective brain power of the organization is needed to identify the right solution.

Agreement Certainty Close to Far from Write down your leadership issues for the Self-Organizing Zone Copyright 2010 Kristine Quade

DYNAMICAL LEADERS RANDOM ZONE PAY ATTENTION TO FITNESS  They thrive in unpredictable and uncertain environments. They love the challenge notice blips and trends and making sense in ways others can’t see at the time.  This is an important Zone to keep full of information to explore during strategy setting times.

Copyright 2010 Kristine Quade

Agreement Certainty Close to Far from Write down your leadership issues for the Random Zone~ Copyright 2010 Kristine Quade

Agreement Certainty Close to Far from ALL THREE ZONES AND ALL THE TIME Copyright 2010 Kristine Quade

YOUR APPLICATIONS At your table, share the leadership issues you have according to your assigned Zone. Identify one or two things you could do to help leaders shift from your Zone to the other two Zones as needed. Be prepared to share after 15 min

ACTIONS COHERENCE IDENTITY RESPONSIVENESS OBSERVE: Emergent ideas System noise RESILIENCE CREATIVITY INNOVATION DEVELOP: Mindset/differences Pace of learning FITNESS INQUIRY MAKING MEANING NURTURE:NURTURE: Candid culture Networks Copyright 2010 Kristine Quade

ONE MORE VIEW OF LEADERSHIP 26