1. Clear Leadership an introduction

2. Clear Leadership Business Situation
With the speed of business intensifying, organizations want to have more decision-making located at source.
Given the most expensive capital in an organization is human capital, the importance of engaging and capturing the best from people is crucial.
Collaboration and flat organizational structures have become the means for companies to get the most out of their human capital and have decisions made closest to source.

3. Clear Leadership Overview
Sustained performance and collaboration requires us to learn from our collective experience.
But how do we do that if everyone is having a different experience and are making up stories about each others’ experience?
Convinced that our stories about others are true, we don’t see any point in discussing things that are getting in the way of our working together – the belief is it will just make things worse.
Without the skills for creating interpersonal clarity where people check out their experience and stories with each other, the array of experiences occurring at any one moment creates conditions for misunderstandings, poor alignment and an increasing distrust.

4. Clear Leadership Issues for the organization
Organizations become full of Interpersonal Mush, where people act, based on stories they make up about others, but not willing to check out. Consequences of Interpersonal Mush:
Distrust and failed expectations
Poor implementation and follow through
Unable to learn from our collective experience
Same problems seem to never get resolved
People feel like victims, not masters, of change
Leaders can’t see the consequences of their actions

5. Clear Leadership
Two ways to cope with the anxiety of leading people that sustain the interpersonal mush
too connected
too separate
FUSION
DISCONNECTION
Holding myself responsible for other people’s experience
Holding other people responsible for my experience
Not considering what other people’s experience might be
Controlling contact to avoid “unpleasant” interactions

6. Clear Leadership
Clear Leadership creates environments of Interpersonal Clarity
It requires leaders to be “self-differentiated”
The balancing act of being separate from and connected to others at the same time.
It is the ability to know and be true to your own experience, separate from others, yet be connected enough to others to be curious about their experience.
The ability to stay engaged without being emotionally hijacked.

7. Clear Leadership The Skills of Clear Leadership
Are the skills required to sustain collaborative work systems and partnerships
Are skills that both require and create self-differentiation in people
Are the skills required for organizational learning to improve patterns of organizing for greater effectiveness and achievement

8. Clear Leadership The Clear Leadership Program
4 day program, development builds on each day
Program culminates in the skills to lead learning conversations for increasing the effectiveness of partnerships and collaboration at the workplace.
Clear Leadership is 60% experiential learning. Research indicates experiential learning is the most successful means for developing leadership skills.
Participants are encouraged to work with issues pertinent to their leadership challenges back at the workplace.

9. Clear Leadership The Clear Leadership Program
Day One: The Aware Self Skills for becoming aware of my full experience and building greater self-differentiation
Day Two: Descriptive Self Skills for making me understandable to you and reduce my leadership-creating ‘mush’
Day Three: Curious and Appreciative Self Skills for uncovering another’s experience without creating mutual defensiveness Skills for bringing about positive change and amplifying the best in others
Day Four: Bringing the skills to the workplace Skills for conducting and coaching learning conversations to impact problem patterns in the workplace and create organizational learning

10. Clear Leadership Results of Clear Leadership
Research with over 1000 managers shows about 80% of conflicts simply disappear after conducting a learning conversation and obtaining interpersonal clarity
Over 90% of managers are observed to change their behavior back on the job after the Clear Leadership program (Gilpin-Jackson & Bushe, 2007)
40% of managers report using the newly acquired skills daily

11. Clear Leadership Results of Clear Leadership
76% of participants have rated the program as outstanding months or years after they have taken the program (Grossling 2006)
Consistently considered the most impactful program participants have experienced.
54% of participants have witnessed organizational benefits as a result from the program. Three most common benefits cited: staff retention, healthy workplace, and achieving organizational goals.

12. Clear Leadership Proofs
“Clear Leadership had a very profound impact on how we operated as a company and kept us going where we could keep the flywheel of performance turning faster and faster to the point where – I won’t say the ‘organization ran by itself’ – but there was a lot of power under the hood.”
Eric Patel, former CFO, Crystal Decisions/Business Objects (now an SAP company)

13. Clear Leadership Proofs
“Clear Leadership is the central piece in our leadership development program at Fraser Health Authority. The skills taught in this program are truly instrumental in changing the conversations that occur within the organization and, we believe, in changing the overall culture through these conversations”
Helen Lingham, Manager of Organization & Leadership Development, Fraser Health Authority.

14. Clear Leadership Background on Clear Leadership
Created by Dr. Gervase Bushe, award winning professor in the field of organizational change & development.
Program based on over 30 years of experience as an organizational consultant, where Bushe has helped companies change their cultures & improve leadership effectiveness.
Past participants include managers from Nokia, Ericsson, Emerson, Corning, 3-Mobile, Sophos, SAP- Business-Objects, Palomar Pomerado Health, Fraser Health Authority, Citizenship and Immigration Canada, Maximizer, Softlanding, Aflac, Creo, IKEA and Swedbank.

15. Clear Leadership “Sustaining real collaboration and
partnership at work”
The book:
The course: