1. Transformational Leadership and Change Presented by: Kelcy Benedict Tuesday, March 5, 2013 Ottawa, Ontario March 5, 2013

2. What I’m Not Here to Talk About How to make them change Or Change Management Methodologies March 5, 2013

3. What I Am Here to Talk About Transformational Leadership and Change: 1.Creating an Outcome Orientation 2.Enrolling others in the Outcome March 5, 2013

4. Type of Change March 5, 2013 Degree of Risk of not changing Low High Degree of buy–in and commitment Incremental Change Transformational Change

5. The Challenge of Change March 5, 2013 Leader Technical Side Inanimate Resources Human Side Free-Willed Resources Influence Control People drive the change process from stage to stage through their discretionary efforts

6. Change is an Energy Exchange March 5, 2013 EnergyEffort Exchange LeaderLed Change requires the on-going exchange of energy for effort between the leader and the led

7. CREATING AN OUTCOME ORIENTATION March 6, 2012

8. Time ProblemOutcome Problem Anxiety React Vision Outcome Passion Baby Step Results Time Results + + - - - + + + + ATTENTION INTENTION RESULTS DISTINCTIONS Primary Orientations  2011 - David Emerald - All Rights Reserved – www.powerofTED.com Adapted from Bob Anderson – The Leadership Circle – www.theleadershipcircle.com Used with permission www.theleadershipcircle.com

9. Problem Orientation Outcome Orientation Primary Orientations: Thoughts, Feelings & Actions  2011 - David Emerald - All Rights Reserved – www.powerofTED.com Perpetual fire drills Things don’t get completed “Continuous Partial Attention” Conversations focus on “what we don’t want or like” Vision is unclear & shifts Exhaustion/Burnout “Drama” Action focused on prioritized outcomes Forward progress seen & measured Attention on short-term “baby steps” Conversations focus on “what we do want” Vision clearly communicated & periodically reviewed Inspired and energized Empowerment

10. ProblemOutcome Problem Anxiety React Vision Outcome Passion Baby Step + + - - - + + + + ATTENTION INTENTION RESULTS DISTINCTIONS Primary Orientations VictimCreator Time Results Time  2011 - David Emerald - All Rights Reserved – www.powerofTED.com Adapted from Bob Anderson – The Leadership Circle – www.theleadershipcircle.com Used with permission www.theleadershipcircle.com

11. DDT: Dreaded Drama Triangle (Karpman Drama Triangle) Victim RescuerPersecutor Powerless Dream Denied/Thwarted “Poor Me” = Situation = Identity Victimization Victimhood Dominates, Blames, Tears Down Fears Own Victimhood “You Poor #%@!!” “The Problem” Keeps Victim 1-Down Fears Not Being Needed “Poor You” “Pain Reliever”  2011 - David Emerald - All Rights Reserved – www.powerofTED.com

12. March 6, 2012 Creator Challenger Coach The Empowerment Dynamic (TED) Owns Power to Choose & Respond Focuses on Outcomes “I Can Do It” Calls Forth Learning & Growth Provokes/Evokes Action Conscious/Constructive Unconscious/Deconstructive “Do It!” Supports & Assists Facilitates Clarity by Asking Questions “You Can Do It”

13. Choice Points Creator Victim Persecutor Challenger Rescuer Coach  2010 - David Emerald - All Rights Reserved – www.powerofTED.com

14. A Challenger in Action  2010 - David Emerald - All Rights Reserved – www.powerofTED.com Come to the edge. We might fall. Come to the edge. It’s too high! COME TO THE EDGE! So they came And he pushed And they flew Christopher Logue

15. How “Shift Happens” Central Question: Essential Shift: Creator Victim What do I want?Reacting  Choosing Persecutor Challenger What is my intention? Putting down  Building up/Learning Rescuer Coach How am I seeing the other? Telling  Asking  2011 - David Emerald - All Rights Reserved – www.powerofTED.com

16. ENROLLING OTHERS IN THE OUTCOME: WORKING WITH GROUPS March 5, 2013

17. Begin with your Mental Models March 5, 2013 I take actions based on my beliefs Observable Data & experiences I select data from what I observe I add meanings cultural and personal I make assumptions I draw conclusions Our beliefs are the truth The truth is obvious Our beliefs are based on real data The data we select is real data Ladder of Inference: Peter Senge

18. How Do You Show Up? March 5, 2013 Source: Roger Schwarz & Associates Mindset – Mutual Learning Values Assumptions Transparency Curiosity Accountability Informed Choice Compassion I have some information; so do other Each of us may see things the others don’t I may be contributing to the problem Differences are opportunities for learning People may disagree with me and have pure motives Mindset – Unilateral Control ValuesAssumptions Win, Don’t Lose Be Right Minimize expression of negative feeling Act rational I understand the situation; those who disagree don’t I am right; those who disagree are wrong I have pure motives; those who disagree have questionable motives My feelings and behavior are justified I am not contributing to the problem

19. How do I as a Leader Shift? Look to your behaviors – Ask for feedback Challenge your assumptions – What do my behaviors tell me about how I think about others? Create new assumptions March 5, 2013

20. YOU MUST BE WILLING TO ALLOW YOURSELF TO BE CHANGED THROUGH THE PROCESS OF CHANGE March 5, 2013

21. Change and Facilitation Change is a process and facilitation is about process Facilitation is about movement Developmental facilitation calls forth peoples’ best intentions; including your own March 5, 2013

22. Transformational Leadership and Change 1.Transformational change requires a high degree of engagement and buy-in Create a healthy energy exchange Tap into discretionary effort 2.Create an Outcome Orientation Cultivate the roles of creator, coach, and challenger; in yourself and in others 3.Enroll others in the Outcome Check your mental models; how do you show up with others? Facilitate a mutual learning model to engage others March 5, 2013

23. Final Thought… March 5, 2013 If you want to go fast, go alone If you want to go far, go together African Proverb