Change Leadership: Leveraging the Power of Leadership Culture featuring John McGuire and Paige...

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Change LeadershipIt Starts With a Shift in Beliefs

Paige Graham & John McGuire

CONNECTED Community Webinar SeriesFeaturing the Big Idea of Relational Leadership

16 November 2017


CONNECTED Community Of PracticeA Change Leadership Journey

Welcome! As you get settled, ask yourself the following questions …

Type your responses in the chat box.

cop.ccl.org/connected/ Opt in at http://eepurl.com/ctHWeP

Q: What is relational leadership?

A: The idea of relational leadership is a powerful way to understand

leadership as the capacities and actions of social systems.

Leadership is an emergent property of relations (Denis, Langley & Sergi, 2012).

Leadership is a relational process of shared sense-making and meaning-

making (Bill Drath, The Deep Blue Sea, 2001).

The best description is our article on direction, alignment, and commitment

(DAC) as a relational ontology of leadership.

Drath, W. H., McCauley, C.D., Palus, C. J., Van Velsor, E., O’Connor, P. M. G., & McGuire, J. B. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. Leadership Quarterly, 19, 635–653.

Our purpose is to share and create knowledge, and to help shape the Center for

Creative Leadership research agenda in this area.

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cop.ccl.org/connected/

CCL has a body of research and practice

which builds on a relational view of

leadership.

• Network Leadership

• Boundary Spanning

• Vertical Development / Transformation

• Leadership Culture

• Leadership Strategies

• The DAC Framework

• Dialogue

• Leadership for Societal Impact

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THE CONNECTED WEBINAR SERIES 2017-2018

1. DriveTime: Transforming Your Leadership Culture.

2. The DAC Framework and Relational Leadership.

3. Barry Oshry: The Structures We Fall Into Shape Our Consciousness

4. Leadership Beyond Boundaries and SOGI.

5. Boundary Spanning Leadership: Top Ten Lessons of Experience.

6. CCL Points of View on Leadership Development Through the Lens of Relational Leadership

7. Vertical Leadership Development in a Complex World

8. Relational practices for DAC: Project Review and Input




Seeing and Assessing Leadership Culture

with Sarah Stawiski, Chuck Palus, & John McGuire

Wednesday December 6, 1 pm (Eastern); 11 am (COS); 10 am (Pacific).

Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored

how leadership culture is key to change leadership. This week we take a closer look at leadership culture:

What it is, how to see it, and how to engage and begin to transform it.

Vertical Leadership Development for Societal Impact

with Kara Laverde, Senior Learning Leader, The Bill & Melinda Gates Foundation

Tuesday January 9, 1 pm (Eastern); 10am (Pacific)

Join us for a conversation with Kara Laverde at the Gates Foundation on how they have used the framework of

vertical leadership development as both “spotlight” and “scaffold” in developing their people and promoting

positive culture change.

View the Gates Foundation white paper, Lead Your Culture or Your Culture Will Lead You.

CCL white papers on vertical leadership development are here.

CONNECTED Community Webinar Series

http://eepurl.com/ctHWeP


https://ccl.us14.list-manage.com/track/click?u=f81289774ac07b5e5356fc7e2&id=4b42a0a74e&e=a530249a0b

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Change LeadershipIt Starts With a Shift in Beliefs

November 16, 2017

Paige Graham & John McGuire


John B. McGuire

Paige GrahamOrganizational Leadership Practitioner

CCL Senior Fellow

Dr. Graham is based out of Colorado and primarily works with executive and senior teams to define and activate the leadership needed to achieve organizational success. She helps clients develop capabilities across their organizations in the areas of senior team performance, organizational change, innovation, talent and culture.

Specializing in Change Leadership, John is an international authority on leadership culture and organizational transformation. John’s innovation essentially reforms traditional change methods to be consciously driven through the senior leadership’s culture, beliefs and practices. He is a keynote speaker with publications including the book Transforming Your Leadership Culture. He holds master’s degrees from Harvard and Brandeis Universities.


A Journey toward Change Leadership

Why What

Change leadership framework Leadership beliefs, practices and culture

How Techniques, approaches, practices High level methodology


LeadershipPractices

Direction

Alignment

Commitment

Organizational Outcomes

Change = New Direction


LeadershipBeliefs

LeadershipPractices

Direction

Alignment

Commitment




Direction

Alignment

Commitment

LeadershipBeliefs

LeadershipPractices

Direction

Alignment

Commitment




LeadershipBeliefs

LeadershipPractices

Leadership Culture

Direction

Alignment

Commitment


Leadership Culture

IndividualLeadership Beliefs

CollectiveLeadership Beliefs

LeadershipPractices

Leadership Culture is

The Meaning we make

And the Tools we use

That create direction, alignment& commitment

Action Development

Arts of Development


The Original DAC FrameworkLeadership Quarterly, 2008


Vertical Leadership Cultures and Change

Leadership is a

collective activity

Leadership emerges out of

individual expertise and heroic action

People in authorityare responsible for leadership

Palus, C.J. McGuire, J.B., & Ernst, C. (2012). Developing Interdependent Leadership. In The Handbook for Teaching Leadership: Knowing, Doing, and Being. Snook, S., Nohria, N. & Khurana, R. (Eds.). Sage Publications with the Harvard Business School. Chapter 28, 467-492.


Levels of Leadership Culture during Change


Framing Levels ofCulture

Global

Ethnic

Organizational

LeadershipCulture


Slow down to power up!

How many decisions do you make in a day?

How many of those decisions do you consciously consider, versus how many are you already sure about?


Leadership Culture Beliefs

Beliefs drive Decisions

Repeated Decisions create Practices (behaviors)

If you want Best Practices you need Best Beliefs

What behaviors do the current collective beliefs drive in your organization?

… and what about Values?


Example Beliefs & Practices Categories

Systems Learning Interpersonal

• Information

• Knowledge

• Talent

• Performance

• Competitive

• Strategy

• Perspective

• Approach

• Mistakes

• Focus

• Feedback

• Conflict

• Risk

• Decision-making

• Influence


BeliefsPractices

Change Challenge ~ Challenging Change

Change & Complexity


Leadership Culture In A BoxMaking services accessible

I. Understanding Leadership Culture Overview, research papers, case studies, Leadership Essentials

II. Discovering Leadership Culture

a) Quick Tools for Inquiry - Culture Walkabout tool- Storytelling tool- DAC Assessment tool- Six Box tool

b) Quick tools for Assessment - Leadership Culture Assessment (individual interaction)- Leadership Culture Indicator (organizational overview)- Leadership Culture GAP (one page snowman)- Strategy Line-Up- Team Workstyle continuum- Transformations (Explorer)

c) Quick Tools for Dialogue - Dialogue tool- Fishbowl tool- Putting Something in the Middle tool- Explorer tools (Visual, Metaphor, et al.)

III. Developing Leadership Culture Overview: the arts and principles of development; service connections to CCL; Evaluation Guide: measuring effectiveness

Change Management

Change Leadership


&

Innovation

Talent

Strategy

Executive Team

LEADERSHIP

Technology

Supply Chain

Business Model Shift

CCL PrinciplesOf Change Leadership

Change Leadership is a guided, public

learning process.

Senior leaders do the change

work first.

SustainableChange Leadershipis a learn-as-you-go process embedded in an organization’s

work.

ChangeLeadership occurs

by advancing beliefs, practices

and behaviors simultaneously.

Develop towards

collaborative capability.



Senior Leadership

Change Leadership Team Choose members whose behavior, mindset, and enthusiasm move the

change in the desired direction

The CLT is an extension of the senior team, not a replacement for it

Targeted Leadership

Direction

Alignment

Commitment

Direction

Alignment

Commitment

Direction

Alignment

Commitment

Change Leadership: 3-Phase Methodology

PHASE I: Align Strategy & Change

Slow Down to Power Up

PHASE II: Design the Change

Prototype in Organization’s Work

PHASE III: Implement the Change

Applying New Beliefs and Practices

WHO

EVENTS

WHAT

RESULTS

Senior Leadership: Role in leading the change Strategic Leadership: Targeted, pilot changes All Leadership: Required, systemic changes

Senior team change workshop Change Leadership Team: Identify members

Top X00 Leadership: Setting direction with key leadership

Change Leadership Team: Quarterly change integration reviews

Large group change workshops Change Leadership Team: Change integration

reviews

o Enroll leaders to engage in change o Define and assess change required for strategic

successo Determine willingness and feasibility of change o Coach and guide senior leadershipo Align collective beliefs, understandings, and

mindsets regarding the changeo Enhance readiness, improve the probability of

success

o Establish new leadership practiceso Map business and leadership strategies to work

processes and systemso Prototype strategic change targetso Leaders Developing Leaders training and

development o Boundary spanning initiativeso Create change plan (e.g., timing, focus, resources,

support required, communication strategy, training plans…etc.)

o Implement and coach action development teamso Senior leaders host local change leadership

learning dialogueso Identify required leadership initiativeso Leaders Developing Leaders teams in actiono Strategic change initiative reviewso Change management methods reviewso Implement, monitor, and adjust as required

Current state, future state, and required change clearly defined and understood

Understanding of what change “here” really takes

Framing Change: Designing the process across the enterprise

Information and Metrics: Enable progress and evaluate as you go

Grow Leadership Capability: Increase enterprise capacity to change

Understanding of enterprise change interdependencies and growing local ownership


Summary and Main Points

Most focus on “doing things”, we encourage you to invest the time in understanding assumptions and beliefs in order to do the “right” things.

Consider the collective capability required in both leadership and change initiatives, it will move the needle faster.

Slow down to power up.


Using the “Chat box” or just

Engaging :

• Ask a question

• Offer a comment

• Share an insight

Paige GrahamOrganizational Leadership Practitioner

John McGuireCCL Senior Fellow

Questions, Observations, Reflections …

Change Leadership: Leveraging the Power of Leadership Culture featuring John McGuire and Paige...

Leadership & Management

Transcript of Change Leadership: Leveraging the Power of Leadership Culture featuring John McGuire and Paige...