1. 0 Accelerating Leadership Development Through the Power of “and” Margaret Seidler and Karl Johnson Minnesota OD Network October 5, 2010 Polarity Mapping is based on work by Barry Johnson, PhD, and Polarity Management Associates

2. 1 Objectives Learn about Critical Success Factors for Career Advancement View those Factors in a balanced way Capitalize on Polarity Management® principles and methods to accelerate Career Advancement

3. 2 The Magic Bullet … Values come in Pairs! And, if we fail to recognize this, what makes us strong can also make us weak …

4. 3 Paired values (often competing) that need each other over time in order to achieve a greater purpose Polarities Based on the work of Barry Johnson, PhD and Polarity Management Associates and Infinity Is the ongoing nature of polarities… an energy system which is never ending. and

5. 4 Career Stages and Typical Poles CEO Executive General Manager Director Vice President Manager Supervisor Individual Contributor Foster Strategic Viewpoint Communicate Vision Foster Innovation Collaborate for Success Build Engagement Drive the Plan Achieve Goals Personal Awareness Direct Others Technical Proficiency

6. 5 and Your Strength becomes a Weakness without both Parts of the Pair Preferred Leadership Value Other Value in Pair So I have a blind spot about these positive results Because I value these positive results Due to my blind spot, I end up down here getting these negative results I also fear and want to avoid these negative results

7. 6 Values = positive results of focus on the left pole Values = positive results of focus on the right pole Fears = negative results of over-focus on the left pole to the neglect of the right pole Fears = negative results of over-focus on the right pole to the neglect of the left pole Greater Purpose Statement (GPS) - why balance this polarity? * Deeper Fear from lack of balance Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants HumilityConfidence To Be an Effective Leader To Be an Ineffective Leader Seen as approachable – connected to employees Viewed as open, respectful and willing to learn from others Interested in considering others’ thoughts/ideas Have a self-assured presence – employees want to connect Viewed as competent – employees seek to connect Comfortable with sharing own thoughts/ideas – “open seas” Have no presence – invisible to employees, peers, colleagues Viewed as lacking the competence to provide clear direction Reluctant about sharing thoughts/ideas Seen as arrogant – disconnected from employees Viewed as closed, disrespectful and unwilling to learn from others Indifferent about considering others’ thoughts/ideas Ongoing Balance to get the Positives of Both Viewpoints

8. 7 Values = positive results from focusing on the left pole Values = positive results from focusing on the right pole Fears = negative results from over-focusing on the left pole to the neglect of the right pole Fears = negative results from over-focusing on the right pole to the neglect of the left pole Deeper Fear from lack of balance Greater Purpose Statement (GPS) - why balance this polarity? * Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants Polarity Management ® Map ** and Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. HumilityConfidence To be an Effective Leader Failure as a Leader Seen as approachable – connected to employees Viewed as open, respectful and willing to learn from others Interested in hearing others’ thoughts/ideas Have a self-assured presence – employees want to connect Viewed as competent in providing clear direction Comfortable sharing thoughts/ideas Have no presence – invisible to employees, peers, colleagues Viewed as lacking the competence to provide clear direction Shy about speaking up to offer thoughts/ideas Seen as arrogant – disconnected from employees Viewed as a closed, disrespectful, unwilling to learn from others Indifferent about hearing others’ thoughts/ideas A.Ask questions, especially about what others think B.In staff discussions, speak less or not always first C.Summarize others comments D.Hold employee forums to ask how things are going and to get ideas E.Share credit for successes A.Establish operating Ground Rules for senior team B.Set goals, expectations C.Speak up when direction is needed D.Manage by “Walking Around” E.Hold employee forums to review performance for accountability A.More assignments not taken seriously - ignored B.Employees begin to “work around” C.Excluded from meetings D.Staff makes key decisions for you and without you E.Thinks without ever sharing thoughts A.People stop talking when she enters the room B.Gain a reputation as a “know-it-all” C.More decisions made without staff input D.Fewer suggestions offered E.Complaints about feeling excluded

9. 8 Balance and Career Advancement CEO Executive General Manager Director Vice President Manager Supervisor Individual Contributor Foster Strategic Viewpoint Communicate Vision Foster Innovation Collaborate for Success Build Engagement Drive the Plan Achieve Goals Personal Awareness Direct Others Technical Proficiency

10. 9 Values = positive results from focusing on the left pole Values = positive results from focusing on the right pole Fears = negative results from over-focusing on the left pole to the neglect of the right pole Fears = negative results from over-focusing on the right pole to the neglect of the left pole Deeper Fear from lack of balance Greater Purpose Statement (GPS) - why balance this polarity? * Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants Polarity Management ® Map ** and Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. DirectiveParticipative Lead through Others Poor Leadership Clear way forward Fast decision making Unambiguous roles and process; right people making the right decisions Well-informed decisions made through widespread input High ownership leading to solid sustainability Wealth of fresh perspectives and new ideas Ill-informed decisions made through limited or no input Low ownership leading to poor sustainability Lack of fresh perspectives and new ideas Confusion about “where to go from here” Slower decision making Roles and processes are unclear; wrong people make the wrong decisions A.First Action Step B.Second Action Step C.Third Action Step A.First Action Step B.Second Action Step C.Third Action Step A.First Early Warning B.Second Early Warning C.Third Early Warning A.First Early Warning B.Second Early Warning C.Third Early Warning

11. 10 Balance and Career Advancement CEO Executive General Manager Director Vice President Manager Supervisor Individual Contributor Foster Strategic Viewpoint Communicate Vision Foster Innovation Collaborate for Success Build Engagement Drive the Plan Achieve Goals Personal Awareness Direct Others Technical Proficiency

12. 11 Values = positive results from focusing on the left pole Values = positive results from focusing on the right pole Fears = negative results from over-focusing on the left pole to the neglect of the right pole Fears = negative results from over-focusing on the right pole to the neglect of the left pole Deeper Fear from lack of balance Greater Purpose Statement (GPS) - why balance this polarity? * Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants Polarity Management ® Map ** and Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. ExecutionInnovation Sustainable Growth Lose Competitive Advantage Focus on core work Alignment of processes, systems, and structures Clear leadership roles Focus on customers Awareness of competition and industry trends Wealth of fresh perspectives and new ideas Lack of focus on customers Lack of awareness of competition and industry trends Insular thinking that excludes external stakeholders Lack of focus on organization’s core competencies Blind to employee needs and culture Lack of alignment with organization’s infrastructure A.First Action Step B.Second Action Step C.Third Action Step A.First Action Step B.Second Action Step C.Third Action Step A.First Early Warning B.Second Early Warning C.Third Early Warning A.First Early Warning B.Second Early Warning C.Third Early Warning

13. 12 Polarities in our Lives Where polarities exist Personal and leadership preferences oStrengths can become our weaknesses Organizational values, even vision can be described in polarity terms Group dynamics Organization issues Community issues State, national and global policies

14. 13 Additional Uses of Polarity Management Handling chronic, complex issues Change management Conflict resolution Negotiation Diversity Emotional Intelligence: intra and inter-personal Leadership or organizational assessment Coaching Team development

15. 14 Polarity Management Converts intuitive wisdom into explicit understanding and action Brings clarity to leadership complexity and dilemmas Minimizes the need for constant attention Provides a system of on-going maintenance Results in top performance Can see the WHOLE picture more easily

16. 15 Thank You! Margaret Seidler Polarity Management Master www.mypowersurge.com margaret@margaretseidler.com (843) 573-3485 Karl Johnson University of Minnesota www.csom.umn.edu karlj@umn.edu (612) 626-5366