The Challenges of L E A D E R S H I P Ronald A. Heifetz

THE CLASSIC ERROR Treating Adaptive Challenges as if they were Technical Problems

Technical & Adaptive Work KIND OF WORK TECHNICAL TECHNICAL & ADAPTIVE ADAPTIVE PROBLEM DEFINITION CLEAR REQUIRES LEARNING SOLUTIONS & IMPLEMENTATION CLEAR REQUIRES LEARNING PRIMARY FOCUS OF RESPONSIBILITY FOR THE WORK AUTHORITY AUTHORITY & STAKEHOLDER STAKEHOLDER>AUTHORITY

Nine Properties of an Adaptive Challenge  The Challenge consists of a gap between aspirations and reality demanding responses outside the repertoire  Adaptive Work to narrow that gap requires difficult learning  The Learning involves distinguishing what’s precious and essential from what’s expendable, which involves loss

Nine Properties of an Adaptive Challenge  The Losses often involve learning to re-fashion loyalties and develop new competencies  Adaptive Work is value-laden; conservative as well as progressive  The People with the problem are the problem, and they are the solution  Problem-Solving Responsibility shifts to the stakeholders

Nine Properties of an Adaptive Challenge  Adaptive Work requires a longer time frame than technical work  Adaptive Work is experimental  Adaptive Challenges generate disequilibrium and avoidance

Adaptive or Technical?  Identify 1-3 challenges faced by your organization  Determine whether these are technical, adaptive or both  Discuss the relative degree of difficulty associated with “managing” each

Work Avoidance Mechanisms  Organizations tend to avoid adaptive work  Common Pathway: Diversion of responsibility or attention  Common Function: Restore equilibrium and hold onto the past

Work Avoidance Mechanisms  Displace Responsibility Externalize the enemy Attack authority Kill the messenger Scapegoat

Work Avoidance Mechanisms  Distract Attention Fake Remedies – Define the problem to fit your competence – Misuse of structural adjustments – Misuse of consultants, committees and task forces Denial Sterile conflict: Proxy fights; No curiosity or creative engagement

Examples of Work Avoidance Please give and discuss examples of work avoidance patterns that operate in your organization.

PRODUCTIVE RANGE OF DISTRESS DISEQUILIBRIUM TIME LIMIT OF TOLERANCE THRESHOLD OF LEARNING ADAPTIVE CHALLENGE WORK AVOIDANCE TECHNICAL PROBLEM Technical Problem or Adaptive Challenge?

Authority  Resource and constraint on leadership  A contract for services Formal or informal  Power entrusted for service Power Trust Service

Trust Trust  Predictability Values Competence

The Services of Authority  Direction  Protection  Order Orientation to roles Control of conflict Norm Maintenance

Leadership with Authority AREA OF FOCUS DIRECTION PROTECTION ORDER: ORIENTATION CONFLICT NORMS TECHNICAL PROVIDE PROBLEM DEFINITION & SOLUTION PROTECT FROM EXTERNAL THREATS ORIENT PEOPLE TO CURRENT ROLES RESTORE ORDER MAINTAIN NORMS ADAPTIVE IDENTIFY THE ADAPTIVE CHALLENGE; FRAME KEY QUESTIONS & ISSUES DISCLOSE EXTERNAL THREATS DISORIENT CURRENT ROLES; RESIST ORIENTING PEOPLE TO NEW ROLES TOO QUICKLY EXPOSE CONFLICT OR LET IT EMERGE CHALLENGE NORMS OR LET THEM BE CHALLENGED AREA OF FOCUS DIRECTION PROTECTION ORDER: ORIENTATION CONFLICT NORMS TECHNICAL PROVIDE PROBLEM DEFINITION & SOLUTION PROTECT FROM EXTERNAL THREATS ORIENT PEOPLE TO CURRENT ROLES RESTORE ORDER MAINTAIN NORMS ADAPTIVE IDENTIFY THE ADAPTIVE CHALLENGE; FRAME KEY QUESTIONS & ISSUES DISCLOSE EXTERNAL THREATS DISORIENT CURRENT ROLES; RESIST ORIENTING PEOPLE TO NEW ROLES TOO QUICKLY EXPOSE CONFLICT OR LET IT EMERGE CHALLENGE NORMS OR LET THEM BE CHALLENGED

The Paradox of Trust  People will often trust you when you fulfill their expectations for service So what happens when you: Raise questions or deliver information that conflicts with those expectations? When you tell them what they may need to hear, but not what they want to hear?

Risking Trust Please give an example of a time when you should have told people what they needed to hear rather than what they wanted to hear. Please give an example of a time when you generated distrust by telling people what they needed to hear.

L E A D E R S H I P  Mobilizing adaptive work Leadership is an activity With or without authority Not defined by personality traits, power, influence or position

4 Confusions of Leadership 4 Confusions of Leadership  Leadership = authority  Leadership = personality  Leadership = knowledge  Leadership = value-free

Leadership Tasks Leadership Tasks  Assess the Adaptive Challenges  Think Politically  Orchestrate the Conflict  Discipline Attention  Develop Responsibility  Regulate Disequilibrium  Infuse the Work with Meaning

The Politics of Leadership ADAPTIVE CHALLENGE

Activity: Leadership Tasks 1.Assess the Adaptive Challenges –Proposition: People often confuse technical problems with adaptive challenges. –Identify 3 or more diagnostic indicators to identify an adaptive challenge. Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)

Activity: Leadership Tasks 2. The Politics of Change –Proposition: Adaptive learning is inherently political. –Identify the relevant parties to a recent strategic initiative. How are you asking each of them to experience a measure of loss, disloyalty, or incompetence? Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)

Activity: Leadership Tasks 3. Using Conflict –Proposition: Competing perspectives can become a source of creativity rather than a source of destructive conflict. –What structures, processes, and norms can enable competing perspectives to become a source of creativity? Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)

Activity: Leadership Tasks 4. Maintain Disciplined Attention –Proposition: People often avoid adaptive work by diverting attention away from the issues that generate frustration and conflict. –Identify 3 or more actions you can take to maintain disciplined attention. Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)

Activity: Leadership Tasks 5. Develop Responsibility –Proposition: People often avoid adaptive work by displacing responsibility for tough issues away from themselves. –Identify 3 or more actions you can take to give the work back to relevant stakeholders. Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)

Activity: Leadership Tasks 6. Regulate Disequilibrium –Proposition: Too much disequilibrium overwhelms people, not enough stagnates. –Identify 3 or more actions you can take to raise and to lower the amount of disequilibrium to keep it within a productive range. Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)

Activity: Leadership Tasks 7. Infuse the Work with Meaning –Proposition: People need to feel committed to the work they’re doing, in spite of the sacrifices. –Identify 3 or more actions you can take to infuse work with meaning. Instructions: At your table, respond to the assigned question. Please select a person to summarize your insights. (20 minutes)

Get on the Balcony  Distinguish Technical from Adaptive Work  Find Out Where People Are At  Listen to the Song Beneath the Words  Read the Authority Figure for Clues

Think Politically  Find Partners  Keep the Opposition Close  Accept Responsibility for Your Piece of the Mess  Acknowledge their Loss  Model the Behavior  Accept Casualties

Orchestrate the Conflict 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 One’s Shoulders  Place the Work Where it Belongs  Create Structures & Processes to Distribute Responsibility  Make Interventions Short & Simple

Hold Steady  Take the Heat  Let the Issues Ripen  Focus Attention on the Issues

L E A D E R S H I P generates

Leadership is Dangerous Leadership is Dangerous  At the Heart of Danger is Loss  Going Beyond One’s Authority

The Faces of Danger The Faces of Danger  Marginalization  Diversion  Attack  Seduction

The Personal Challenge – Staying Alive 1.Get on the balcony 2.Use partners 3.Distinguish role from self 4.Listen 5.Manage one’s hungers 6.Anchor oneself 7.Preserve one’s sense of purpose

Manage One’s Hungers  Power and Control  Affirmation and Importance  Intimacy and Delight

Anchor Yourself  Distinguish Role From Self  Don’t Confuse Allies With Confidantes  Keep a Sanctuary

Losing Heart QUALITY OF HEART INNOCENCE & IMAGINATION CURIOSITY & DOUBT COMPASSION BECOMES CYNICISM ARROGANT CERTAINTY CALLOUSNESS DRESSED UP AS REALISM AUTHORITATIVE KNOWLEDGE THICK-SKIN OF EXPERIENCE

Why Lead? Why Lead?  Service  The Form Doesn’t Matter  The Myth of Measurement