KLC Leadership Competencies

KLC – “LITE”KLC – “LITE”

Johnson County START TaskforceJohnson County START Taskforce10/7/201010/7/2010

Presented by Andy Huckaba – Huckaba & Presented by Andy Huckaba – Huckaba & AssociatesAssociates

Materials derived from the Materials derived from the Kansas Leadership Center Field GuideKansas Leadership Center Field Guide

KLC CompetenciesKLC Competencies

Diagnose SituationDiagnose Situation Manage SelfManage Self Energize OthersEnergize Others Intervene SkillfullyIntervene Skillfully

Adaptive Vs. Technical Adaptive Vs. Technical ChallengesChallenges

AdaptiveAdaptive Problems that Problems that

resist easy resist easy solutions where solutions where new learning is new learning is needed.needed.

TechnicalTechnical Known remedies Known remedies

and expertise can and expertise can be applied.be applied.

Zone of DisequilibriumZone of Disequilibrium

KLC CompetenciesKLC Competencies Diagnose Situation:Diagnose Situation: Deliberately working Deliberately working

to more deeply and thoroughly understand to more deeply and thoroughly understand a situation before actiona situation before action What are the technical and adaptive elementsWhat are the technical and adaptive elements Focus on processFocus on process Test multiple interpretations Test multiple interpretations FactionsFactions Test the heatTest the heat Identify the locus of the workIdentify the locus of the work Sometimes you need to “go to the balcony” to Sometimes you need to “go to the balcony” to

view the process where the broader context can view the process where the broader context can be understoodbe understood


Diagnose SituationDiagnose Situation: Techniques: Techniques Technical vs AdaptiveTechnical vs Adaptive Faction MappingFaction Mapping Process versus ContentProcess versus Content DisequilibriumDisequilibrium InterpretationsInterpretations


Managing Self:Managing Self: Exercising civic Exercising civic leadership effectively requires leadership effectively requires knowing yourself enough to knowing yourself enough to understand how well you are situated understand how well you are situated to intervene. This will involve to intervene. This will involve challenging your assumptions about challenging your assumptions about your strengths and weaknesses as your strengths and weaknesses as well as expanding your repertoire of well as expanding your repertoire of possible responses.possible responses.


Managing Self:Managing Self: Identify your capabilities, vulnerabilities Identify your capabilities, vulnerabilities

and triggersand triggers Figure out how others perceive your role in Figure out how others perceive your role in

the systemthe system Distinguish self from roleDistinguish self from role Choose among competing valuesChoose among competing values Increase tolerance for uncertainty, Increase tolerance for uncertainty,

ambiguity and conflictambiguity and conflict Experiment beyond your comfort zoneExperiment beyond your comfort zone


Identify TriggersIdentify Triggers Managing Self: 5-Column ExerciseManaging Self: 5-Column Exercise


Intervene Skillfully:Intervene Skillfully: Exercising civic Exercising civic leadership starts with a personal leadership starts with a personal intervention. Making conscious intervention. Making conscious choices about whether, when and choices about whether, when and how you intervene and how to do so how you intervene and how to do so most skillfully will help you most skillfully will help you maximize your chances for making maximize your chances for making progress.progress.


Intervene Skillfully:Intervene Skillfully: Make conscious choicesMake conscious choices Raise the heatRaise the heat Give the work backGive the work back Hold relentlessly to purposeHold relentlessly to purpose Speak from the heartSpeak from the heart Act experimentallyAct experimentally


Energize Others – Energize Others –

Exercising civic leadership on Exercising civic leadership on adaptive challenges requires adaptive challenges requires engaging others. Engaging others engaging others. Engaging others means connecting interests, means connecting interests, attending to how people work attending to how people work together (the process) and inspiring together (the process) and inspiring them to make progress.them to make progress.


Energize OthersEnergize Others – – Engage unusual voicesEngage unusual voices Work across factionsWork across factions Start where they areStart where they are Speak to lossSpeak to loss Infuse the work with purposeInfuse the work with purpose Build a trustworthy processBuild a trustworthy process Discover connecting interestDiscover connecting interest


Energize OthersEnergize Others – –

Why, Why, Why?Why, Why, Why?

Connecting InterestsConnecting Interests

KLC CIVIC LEADERSHIP KLC CIVIC LEADERSHIP PRINCIPLESPRINCIPLES

Leadership is an activity not position or Leadership is an activity not position or authority.authority.

Each of us has the opportunity to exercise Each of us has the opportunity to exercise leadership at any time in any situation.leadership at any time in any situation.

The activity of leadership starts with a The activity of leadership starts with a personal intervention.personal intervention.

Exercising leadership is an experimental and Exercising leadership is an experimental and improvisatory art. We cannot know if an improvisatory art. We cannot know if an intervention will work until we try it.intervention will work until we try it.

Exercising leadership is inherently risky: Exercising leadership is inherently risky: Once we intervene we lose significant control Once we intervene we lose significant control over the outcome.over the outcome.

KLC CIVIC LEADERSHIP KLC CIVIC LEADERSHIP PRINCIPLESPRINCIPLES

The risks of exercising leadership are both personal The risks of exercising leadership are both personal and professional.and professional.

To make progress, we need to be more conscious, To make progress, we need to be more conscious, purposeful and intentional about our leadership purposeful and intentional about our leadership interventions.interventions.

Making progress requires us to do what is needed in Making progress requires us to do what is needed in the situation rather than what is wanted or is the situation rather than what is wanted or is comfortable for others or ourselves.comfortable for others or ourselves.

To make progress, we have to be willing to raise the To make progress, we have to be willing to raise the heat to get others and ourselves into the zone of heat to get others and ourselves into the zone of productive work.productive work.

Exercising leadership involves managing losses and Exercising leadership involves managing losses and risking casualties. Our own defaults, how we would risking casualties. Our own defaults, how we would usually or unconsciously react or intervene in a usually or unconsciously react or intervene in a situation can be significant barriers to making situation can be significant barriers to making progress on the issues we care about.progress on the issues we care about.

Kansas Leadership Kansas Leadership CenterCenter

MISSIONTo foster civic leadership for healthier Kansas

communities

VISIONTo be the center of excellence for civic leadership

development

ContactContact Andy Huckaba - President, Huckaba & Andy Huckaba - President, Huckaba &

AssociatesAssociates Email: [email protected]: [email protected] Phone: (913) 485-3210Phone: (913) 485-3210 Twitter – Twitter – http://http://www.twitter.com/andyhuckabawww.twitter.com/andyhuckaba Facebook – Facebook – http://http://www.facebook.com/andyhuckabawww.facebook.com/andyhuckaba LinkedIn – LinkedIn – http://http://www.linkedin.com/in/andyhuckabawww.linkedin.com/in/andyhuckaba Blog – Blog – http://http://blog.huckaba.comblog.huckaba.com Website – Website – http://http://www.huckaba.comwww.huckaba.com

Kansas Leadership CenterKansas Leadership Center Website – Website – http://http://www.kansasleadershipcenter.orgwww.kansasleadershipcenter.org

KLC Leadership Competencies

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