1. Leading Change Collaboration and Collaborative Leadership L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n

2. Pollyanna Pixton President, Evolutionary Systems Founding Partner, Accelinnova L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n

3. Leadership Challenges

4. “ It ’ s no longer enough to respond to change; today organizations must lead change or be left behind. ” - Pollyanna Pixton

5. Leadership Challenges  Get More Done by Doing Less  Lead Change  Deliver the Right Product  Meet Customer’s Changing Needs  Meet Market Windows

6. Leadership Challenges “The way you will thrive in this environment is by innovating – innovating in technologies, innovating strategies, innovating business models.” - IBM CEO Samuel J. Palmisano [ BusinessWeek, April 24, 2006 ]

7. Project Statistics Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’

8. Features and Functions Never Used 45% Rarely Used 19% Sometimes 16% Often 13% Always 7% Always or Often Used: 20% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002

9.  Deliver Business Value  Increase Productivity  Lead Change  Find Solutions  Innovate Leaders Must…

10. Project Management  Change Management How Do We Lead Change?

11. Leadership Models Leading Change:  Embraces Change  Collaborates  Gives Ownership  Influential  Fosters New Ideas Controlling:  Responds to Change  Bureaucratic  Leader Decides  Authoritarian  Knows the Answers

12. Leadership Models Strategy Collaboration Project Governance Business Value Embrace Change Real Options Cultivate Innovation

13. To Lead Change: Collaborate

14. Leadership Models Strategy Collaboration Project Governance Business Value Embrace Change Real Options Cultivate Innovation

15. Project Management Maintaining Project Focus None of us are as smart as all of us. – Japanese Proverb

16. Implement and Review Unleashing Innovation The answers are in your organization.

17. How to be an Agile Leader  Collaboration Model  Collaboration Process  Collaborative Leadership

18. Unleashing Innovation Collaboration Model Collaboration Model

19. Create an Open Environment

20. Open Environment Exercise  What kind of environment do we need to:  Foster creativity and innovation?  Encourage ideas?  Create team ownership and commitment?  Implement mission critical and differentiation ideas? What is an Open Environment?

21. Collaboration Model Convene the Right People From the Entire Enterprise! Customers Marketing Sales Finance Technology Manufacturing Stakeholders

22. Collaboration Model Foster Creativity & Innovation via Collaboration Process

23. Collaboration Model Stand back, Let Them Work.

24. Unleashing Innovation Collaboration Process Collaboration Process

25. 1. Agree to:  Goals  Objectives  Purpose

26. Collaboration Process 2. Brainstorm 3. Group 4. Prioritize Based on Business Value

27. Collaboration Process 5. Individuals Volunteer For What And By When

28. Collaborative Leadership

29. The Right People

30. The Right People Hire and promote:  First on the basis of integrity  Second, motivation  Third, capacity  Fourth, understanding  Fifth, knowledge  Last and least, experience - Dee Hock, CEO Emeritus VISA International

31. The Right People  Authenticity  Attitude  Intelligence  Talent

32. The Right People Passionate About Best At Organizational Fit All team members operate within the intersection

33. Collaborative Leadership Trust First!

34. Collaborative Leadership They tell you what needs to happen for success and results.

35. Collaborative Leadership Step Aside, Let Them Work!

36. Project Management  Risk Management Exercise: How to Build Trust? Or…

37. Project Management  Risk Management Exercise: How to Stand Back

38. Collaborative Leadership Leadership ‘Tipping Point’:  When to lead  When to step back  Where is your ‘Tipping Point’?  How can you step up and still be collaborative?

39. Project Management  Risk Management Exercise: When should a leader step up?

40. Project Management  Remove Obstacles Remove Obstacles Leadership Tips

41. Leading Collaboration Ricardo Semler, CEO of Semco, believes that all people desire to achieve excellence and that autocracy dampens people’s creativity and motivation. - The Seven-Day Weekend

42. Leading Collaboration Influence Not Authority

43. Leading Collaboration Keep the Purpose Alive

44. Leading Collaboration Everyone Sees the Big Picture: Total Transparency

45. Leading Collaboration Fix Processes Not People

46. Leading Collaboration No Such Thing As ‘Constructive Criticism’

47. Collaboration For Quality Feedback That Honors the Relationship

48. Project Management  Focus, Communication, and Expectation Management Communication

49. Leading Innovation Collaborative Communication Teams Collaborate On All Decisions And Solutions

50. Leading Innovation “ Organizations change in the direction in which they inquire. ” Inquire. Question. Listen.

51. Leading Innovation Fail Early – Fail Fast!

52. Leading Collaboration Free Team to Question, Analyze and Investigate

53. Leading Collaboration The Opposite of Control is Discovery

54. Appreciative Inquiry Appreciative Inquiry:  Value What Is  Envision What Can Be  Discuss Next Steps  Basic Assumption: An organization and the people know the possibility. Fall Forward ! Problem Solving:  Identify the Problem  Analyze the Causes  Plan the Actions  Basic Assumption: An organization is a problem to be solved.

55. Appreciative Inquiry Problem-Solving Orientation Appreciative Orientation PAST CURRENT STATE FUTURE ANALYZE & FILL THE GAP DISCOVER & REALIZE POSSIBILITIES QUESTIONS What’s Wrong? What Happened? Who’s to Blame? How Do We Fix It? What’s Working? Where’s the Passion? What’s Possible? How Do We Achieve It? QUESTIONS

56. Leadership Key Factors  Decide where you want to place your emphasis, on control or on results  Put purpose over personal agendas  Expect the practice of professional behavior  Take the ‘fun’ out of being dysfunctional  You do not need consensus; get team commitment to team goals  Teams need leaders  Members who do not deliver their commitments are off the bus

57. Leadership Tips  Move boulders, carry water  Listen, between the lines  Allow mistakes; Expect success  People will do what they are measured by  Know the difference between mistakes and not delivering  Celebrate! Have fun!

58.  Create a place where people want to be not have to be  Make sure everyone has what they need to succeed. Great Leadership

59. Project Management  Dependency Management Expectation Management Leading Up

60. Speak So You Can Be Heard

61. Leading Up Bring solutions, not just problems

62. Leading Up How Does Your Manager Define Success?

63. Leading Up Deliver Results As Committed And Often

64. Leading Up Assess System:  Politics  Competition  Style Differences

65. Leading Up  Trust your Intuition:  Listen, remember and trust your first thoughts  Rely on your ‘gut’ reaction for warning signals  Listen openly for the secondary messages  Collect data: note when you first thoughts have been accurate

66. Leading Up Timing

67. Leading Up Your risks? List professional options

68. Leading Up Don’t take it personally. “I’ll get back to you on that.”

69. Leading Up  Communicate, Often  Pass on results  Check in once per week, or daily  Find the best communication format

70. Leadership Transition You want me to do what?

71. What About You?  What is your personal mission and vision?  What are you passionate about?  What do you do best?  How do you define success?  What do you want to do differently?  What do you fear?

72. Watch Out For…  Crossing the void: Why am I doing this?  The ‘Wall’: What was I thinking?  Living with uncertainty  The tendency to go back to (old) school…  Under stress  Because it’s easier  You know it works

73. When Times Get Tough  Avoid responding to old-school behaviors with old-school behaviors  Build support, networks and resources  Find a mentor – someone who’s done this before  Surviving the transition  Step back: Reflect not React  Wait somewhere else (don’t watch)  Recall successful risks taken Your best survival skills?

74. Project Management  Quality Management Leading Change Summary

75. Summary To Unleash Innovation And Lead Change Collaborate

76. Collaboration Model  Open Environment  Right People  Foster Innovation: Collaboration Process  Step Aside

77. Collaboration Process  Agree to Goal  Brainstorm  Group  Prioritize  Individuals volunteer and by when

78. Leadership Model  The Right Talent  Trust First!  Let them tell you what they need to do to be successful  Stand back!

79. Action Plan  What do you want to do?  How can you measure it?  By when?  How?  What obstacles might arrive?  Can you do anything to deter these obstacles?

80. References  The Seven-Day Weekend, Ricardo Semler  Good to Great, Jim Collins  Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace, Gordon MacKenzie  Organizing Genius, The Secrets of Creative Collaboration, Warren Bennis

81. References  Wicked Problems, Naming the Pain in Organizations, E. Jeffrey Conklin and William Weil, Touchstone Tools and Resources  How I Learned to Let My Workers Lead, Ralph Stayer, HBR, Nov-Dec 1990  The 6 Myths of Creativity, Bill Breen, FastCompany, Dec 2004  Now More Than Ever, Innovation Is The Answer, Robert D. Hof, BusinessWeek, 1 Mar 2004

82. Contact Pollyanna Pixton:  www.accelinnova.com  www.evolutionarysystems.net  www.collaborativeleadership.com  801. 209. 0195  p2@ppixton.com