1. Jules Dennett and Annie McGuire
Thinking about
Effective Leadership
Jules Dennett and Annie McGuire

2. Know Thyself
Personal Values – what matters to you and what you want to be know for in this world
An Organization’s Values
Artifacts –what we see and experience when we enter
Espoused Values – What the Principal speaks about, what is in the ‘Help Wanted’ advertisements and in the mission statements
Basic/Unspoken Assumptions – habits of the organization, the way people traditionally behave – deeper rhythms

3. This Not That Review your list of values
To further explore and develop them go to the ‘Artifact’ level how your values manifest
How do you embody what you stand for?
Is it visible to others?
Unspoken Assumptions – to what degree your behaviours are in sync with your values
How much is Habit? (Duke University Study cites 45% of your behaviour is habitual)
NOW – THIS not THAT exercise – what you are like but not like
Take each of your values and pair it up with what it is not (in your opinion)
Balanced but not boring
A benefit of this exercise is to build up your espoused values and to notice the gap between your espoused values and what sub optimal looks like

4. Leadership Competencies and Adaptive Leadership
Harvard Business Review Article – 2016
195 Global Leaders asked to rate 74 qualities
Top Qualities
Strong Ethics and Safety
Self Organising
Communicating Clear Expectations
Efficient Learning
Nurtures Growth

5. What it is Adaptive Leadership?
Adaptive leadership is a practice not a position. It focuses on leadership as a practice to be used in situations without known solutions.
Ronald Heifetz: “Adaptive leadership is the practice of mobilising people to tackle tough challenges and thrive.” It is a distributed leadership model.

6. Looking from the balcony: Management and Leadership

8. Adaptive Challenge
Personal Development Program as it was run in SS; data suggested was not meeting needs. Our patterns don’t meet the existing needs; can a model with an authentic and empowered voice work? What are other possibilities?

9. Core to Adaptive work are 3 activities: 1
Core to Adaptive work are 3 activities: 1. Observing events and patterns, taking in information as data without forming judgements or making assumptions about the data’s meaning. (Standing on the balcony)
2. Tentatively interpreting observations and developing multiple hypotheses but knowing they are just that – hypotheses.
3. Designing interventions based on observations and interpretations in the service of making progress on the adaptive challenge.

10. 6 Principles of Adaptive Leadership that address organisational problems

11. Principle 1 Get on the balcony
Principle 2 Identify the adaptive challenge
Principle 3 Regulate distress
Principle 4 Maintain disciplined attention 
Principle 5 Give Back the Work 
Principle 6 Protect the voices of leadership from below