1. Time for a game-changer in Local Authority leadership: Adaptive leadership in complexity and change Liz Skelton Director Collaboration for Impact 17 May 2016

2. Effective leadership is characterised by actions that have positive impacts beyond ourselves. It is not management, entrepreneurism or dictatorship. It involves using our privilege and power to connect with others to create progress for the whole, not just our part. It enables people to understand and solve their own problems, not look to someone (in authority) to fix it for them. Leadership always embodies a higher dream and purpose that things are left better than we found them – more resilient communities, sustainable organisations and people. The Australian Leadership Paradox: What it takes to lead in the lucky country. Aigner. G & Skelton L. Allen & Unwin 2013 2

3. 1.Incomplete or contradictory knowledge; 2.Has number of people and opinions involved; 3.Is hard to understand or predict 4.Has long time horizons for cause and effect; and 5.The interconnected nature of these problems with other problems. An adaptive or complex problem is a challenge that is difficult to solve 3

4. Mainstream responses to complexity 4 FORMAL TECHNICAL DETACHED AUTHORITY DRIVEN

5. Adaptive responses to complexity 5 FORMAL DETACHED AUTHORITY DRIVEN TECHNICAL SOCIAL EXPERIMENTAL SYSTEMIC POWERFUL

6. Adaptation What do we Conserve? What do we Discard? Where do we innovate? 6

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8. Balcony and Dancefloor 8

9. Role of Authority Protection Direction Order

10. Liz Skelton. The Adaptive Practice

11. Role of Leadership  Diagnose & question  Surface difference  Challenge norms

12. Creating the foundations for collaboration and learning Liz Skelton, The Adaptive Practice 12

13. Creating foundations for adaptive work

14. Purpose 14

15. Diagnostic Skills Liz Skelton, The Adaptive Practice 15

16. Power & authority POSITIONAL POWER - Formal INFORMAL POWER - PERSONAL

17. Productive conflict for innovation Liz Skelton, The Adaptive Practice 17

18. Liz Skelton. The Adaptive Practice

19. Working with the ‘No’  What happens to the No in your organisation? Visibly Subtly Liz Skelton, The Adaptive Practice 19

21. Curiosity, experimentation & Risk Taking

22. Mindsets & skills for adaptive leadership  Creating foundation for change and learning  Purpose  Power  Diagnosing  Collaboration:  Working with diversity and conflict for innovation  Tolerance for risk and failure  Curiosity 22

23. Questions, Reflections, Insights ???? 23

24. Thank you! “ When an old culture is dying the new culture is created by those of us who are not afraid to be insecure” Rudolph Bayo Liz Skelton Director. Collaboration for Impact liz@collaborationforimpact.com www.collaborationforimpact.com 24