1. ASHLAND CITIZEN LEADERSHIP ACADEMY JANUARY 2015 Organizational Development

3. Networked Talent Model

4. L M T T M T T M T T 1900: Division of Labor

5. Networked Talent Model Management Team Leadership Team Task Team

6. Networked Talent Model Leadership Skills, Abilities, and Behaviors - Strategic Stakeholder Value Analysis - Vision / Values to Strategy - Suprasystems Integration / Stewardship - Learning / Thinking / Changing / Renewing - Enabling / Empowering / Engaging / Energizing Task / Technical Skills, Abilities, and Behaviors - Continually broaden and deepen task / technical skills and abilities Management Skills, Abilities, and Behaviors - Business Models / Value Propositions - Business Plan Creation, Implementation, Measurement, Monitoring and Corrective Action - Financial Management - Project / Change Management - Process Improvement - People Systems - IT Management - Open Communication Systems Team Skills Abilities and Behaviors - Personal Level (Values, Time Mgmt) - Interpersonal Level (Comm., Conflict) - Team Level (Culture, Roles)

7. Networked Talent Model Dependent Conformer Independent Achiever Interdependent Collaborator

8. Networked Talent in Action

9. The Work of Leadership Strategic Stakeholder Value Analysis Vision and Values Implemented Through Strategy, Structure and Systems Suprasystems Integration and Stewardship Learning, Thinking, Changing, Renewing Enabling, Empowering, Engaging and Energizing

10. The Work of Leadership Zander’s “Art of Possibility” Leadership is about enrolling people in the sense of possibility Leadership is about helping others grow into the possibility…not creating a standard to live up to. A new paradigm of leadership: Letting others see the possibility vs. dominating others to follow a “leader”

11. The Work of Leadership We hold these truths to be self-evident, that all Men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty, and the Pursuit of Happiness- That to secure these Rights, Governments are instituted among Men, deriving their just Powers from the Consent of the Governed. How did Mr. Jefferson and his colleagues do?

12. Why Leadership Doesn’t Get Done Q1Q2 Q3Q4 Near-term ConsequencesLonger-term Consequences Less Significant Impact More Significant Impact Source: Covey, Steven. “7 Habits of Highly Effective People”

13. Leadership Styles

16. People are engaged when they…  Have a purpose that is clear and meaningful  Have the autonomy to get things done, together with their teams  Have the opportunity to grow their competencies at work (mastery) Source: Pink, Daniel. Drive. 2008.

17. Leadership Styles

18. People want to be involved at all levels  Productivity at its best with interdependence  Interdependence requires competence and clarity The work of leadership is about purpose, autonomy and mastery Leadership is about a new way of being  Who am I being:  That the eyes of my family are/aren’t lit up?  That the eyes of my community are/aren’t lit up? How will you lead?

19. Leadership Styles