1. The Academy for Advanced Leadership and Development www.chairacademy.com

2.  Identify the Adaptive Challenge(s)  Who is in Charge?  Clarify Authority  What to do?  Codify Type of Issue/Problem  Connect to Purpose  Classify Strengths  Claim Imperfection(s)  Declare Core Values  Commit to Adaptive Change  Conserve Energy

3. Leadership turns on getting people to do adaptive work. Ronald Heifetz - 1994

4. Why we fail to adapt  Misperceive the nature of the threat  Challenge may exceed the culture’s adaptive capability  Distress provoked by the problem and the changes it demands

5.  Take one of the major trends identified on page 2-10, that may represent an added challenge.  What issue stands in the way of progress?  What might you do to move things forward?  Report back on your key observations.

6. CHOICES  You  Me  Us  Other(s)

7. THREE Key Groups  Investors of funds  Investors of “sweat” equity  Essential contributors of skill/talent that drive the business model Max De Pree: Leadership Is an Art

8. Formal - title, job description, legislated Informal - implicit expectations stemming from trust, ability, civility, etc.

9. Noun Adherence to moral principles; honesty Quality of being unimpaired; sound Unity; wholeness

10. Adapted from Charles Sturt, University of Australia

11. SituationProblem Definition SolutionFocus of Responsibility Kind of Work Type IClear YOUTechnical Type IIClearRequires Learning YOU and Someone Else Technical and Adaptive Type IIIRequires Learning Someone Else more than YOU Adaptive Ronald Heifetz, Leadership Without Easy Answers

12. TypeHow it HelpsChallenge CreatingBreaks new ground, puts forth new ideas, poses unfamiliar questions, conjures up fresh ways of thinking, arrives at unexpected answers Getting others to see what we see, buy in to our vision DisciplinedHas mastered one way of thinking, is really invested in content, subject matter expert who knows stuff Looking beyond the past and what is known, projecting EthicalWeighs the nature of one’s work with the needs of others, moves beyond self-interest Creating a useful balance between self and others RespectfulWelcomes differences, seeks to understand, works collaboratively Sets the standard but needs others to accept SynthesizingTakes information from various sources, evaluates objectively, and makes sense of it Similar to creating mind, getting others to see what they see Howard Gardner, Five Minds for the Future

13. Personal Alignment Organizational Alignment

14.  Who is in charge?  Is there authority to act?  How might Irene help?  How would you measure success?  10 Minutes: review the case information  30 Minutes: discuss the options/opportunities that exist  10 Minutes: draft your conclusions and prep for review

15. Behavioral Integrity Trust Build Relationships Clear Direction Engaged Employees YOUOTHER(S) Tony Simons, The Integrity Dividend

16. Leading Yourself  Know Yourself  Guard Your Character  Stay Positive  Confront Doubts/Fears  Be Resilient Leading Others  Clarify/Build Culture  Over Communicate  Develop People  Balance Mission/People  Build a Cohesive Team  Exploit Creativity  Treasure Your Trials  Free the Captives Lee Ellis (Former POW), Leading with Honor

17.  Do you know what success looks like?  Do you know what success feels like?

18.  Assess the impact  Consider the consequences of both success and failure  Anticipate frustration  Expect roadblocks  Be persistent and resilient  Take TIME to gain perspective and relax  Celebrate small wins

19.  Adaptive challenges are prevalent and require our attention.  Leadership may come from everywhere.  Clarify parameters and conditions that require engagement.  Align self and others  Build trust and relationships  Act with integrity

21. Record two or three ideas or issues that came out of the discussion that were most meaningful to you.