The New Frontier: Being Agile in a Global Market.

The New Frontier:Being Agile in a Global

Market

Why this? Why now?We are finding…

Pace of change is faster--new technologies change the ways work gets done

Changing demographics and social policy require shifting products and services

Natural resources are dwindling—increasing prices and competition

Challenges are more diverse We are now in a global economy – jobs are going

“overseas” The world is less “predictable”—less certainty and

less agreement in your organization Increased worries about safety and security

PICK A POINT OF REFERENCE

Identify three critical issues you are experiencing in your organization right now.

Identify three critical issues you are experiencing with leadership in your organization right now.

Copyright 2010 Kristine Quade

JOB OF THE DYNAMICAL LEADER

Guide change during times that are uncertain and unpredictable

Great the sense of urgency at the same time as balancing with the certain

Make sure people are focused on the right things and helping them take the un-necessary off the plate

Manage the landscape….



GUIDING THE LANDSCAPE OF CHANGE

WHY IS IT SO IMPORTANT TO UNDERSTAND LEADERSHIP

DIFFERENTLY?

Old framework— Tells us what to notice according to tried and

true instructions

At the same time, there is A LOT that goes un-noticed

LEADERSHIP LANDSCAPE©


Leadership Landscape ZonesA

gree

men

t

Certainty

clos

e to

far from

far

from

close to

OrganizedLike a machine…

• PREDICTABLE• Familiar• Reducible• Replicable• Stable• Procedural• Controlled



gree

men

t

Certainty

clos

e to

far from

far

from

close to

RandomLike a hot gas…

•BLIPS AND TRENDS•Uncertain•Constantly Surprising•Unpredictable•Unstable



gree

men

t

Certainty

clos

e to

far from

far

from

close to

Self-OrganizingLike a dance…

•PATTERNS•Adapting•Constantly changing•Irreducible•Not replicable•Emergent•Interactive•Familiar whole•Surprising parts


LEADERSHIP LANDSCAPE©


A GUIDE FOR DYNAMICAL LEADERS

Type of work--Creating the container

Setting the constraints• Over• Under• Ideal

Ensuring indicators of adaptive capacity


Ag

reem

ent

Certainty

Clo

se t

o

Close to Far from

Fa

r fr

om

Write down your leadership issues as we go along~


DYNAMICAL LEADERSORGANIZED ZONE

PAY ATTENTION TO COHERENCE

They prefer what is familiar, predictable, reliable, stable, controlled.

Times when this is important is when product quality needs to be consistent, waste minimal and value consistently high.

Ag

reem

ent

Certainty

Clo

se t

o

Close to Far from

Fa

r fr

om

Write down your leadership issues for the Organized Zone~


DYNAMICAL LEADERSSELF-ORGANIZING ZONE

PAY ATTENTION TO RESILIENCE They prefer the opportunity to explore, are

creative and thrive in new situations. They are interactive with others, look for new insights and use patterns to understand surprises.

Times when this is important is when there is a changing environment and the collective brain power of the organization is needed to identify the right solution.

Ag

reem

ent

Certainty

Clo

se t

o

Close to Far from

Fa

r fr

om

Write down your leadership issues for the Self-Organizing Zone


DYNAMICAL LEADERSRANDOM ZONE

PAY ATTENTION TO FITNESS

They thrive in unpredictable and uncertain environments. They love the challenge notice blips and trends and making sense in ways others can’t see at the time.

This is an important Zone to keep full of information to explore during strategy setting times.

Ag

reem

ent

Certainty

Clo

se t

o

Close to Far from

Fa

r fr

om

Write down your leadership issues for the Random Zone~


Ag

reem

ent

Certainty

Clo

se t

o

Close to Far from

Fa

r fr

om

ALL THREE ZONES AND ALL THE TIME


YOUR APPLICATIONS

At your table, share the leadership issues you have according to your assigned Zone.

Identify one or two things you could do to help leaders shift from your Zone to the other two Zones as needed.

Be prepared to share after 15 min

ACTIONS ACTIONS ACTIONS

COHERENCE• IDENTITY• RESPONSIVENESS• OBSERVE:

Emergent ideas System noise

RESILIENCE• CREATIVITY• INNOVATION• DEVELOP:

Mindset/differencesPace of learning

FITNESS• INQUIRY• MAKING MEANING•NURTURE:

Candid cultureNetworks


ONE MORE VIEW OF LEADERSHIP

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The New Frontier: Being Agile in a Global Market.

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