Ernestine Saville-Brock MNPS Math Coordinator Ernestine . Saville-Brock@mnps . org
21st Century Leadership The Mayvin Game Martin Saville and James Traeger December 2011.
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Transcript of 21st Century Leadership The Mayvin Game Martin Saville and James Traeger December 2011.
21st Century Leadership The Mayvin Game
Martin Saville and James TraegerDecember 2011
Session Aims
• Defining some pivotal changes we can work with
• Investigate some OD tools• Support your organisation’s leadership
potential
Why we need a game-changing approach
• Ever-more complexity• Blurring of organisational boundaries• Increasing importance of Purpose• Social Media and networked identities• Gen Y• Lost organisations, lost times• ‘Strategy’, ‘Mission’ and ‘Values’ are no longer enough• The ‘rational’ organisation is increasingly a myth
Capacities of C21L
• Collective Intelligence: ‘the edge has many eyes’
• Wisdom of Multiple Intelligences• Enabling Truths• Networked Leadership• Human Purposes
Who is this relevant for?
• Top leaders• Aspiring leadership• Gen Y• People working on the ‘edge’ of the system• Anyone seeking more creativity• Those with ‘Drive’ (Dan Pink)• Those who seek ‘Flow’ (Mihaly Csikszentmilhalyi)• (and who might resist this worldview?)
Possibilities for HR / OD/L&D People
• Connectivity• ‘Mercurianism’ (story-telling)• Relationship• Values-based change (holding people to
account)• Encouraging potential (at the edge)• Modelling ‘multiple intelligences’
Foundation Principles of C21L
• Transformational and Systemic possibility
• Sceptical of (and supportive of) hierarchy
• Helping leaders ‘let go’• Knowledge is local, timely
and specific
• Change processes are ‘always beta’
• Openness and unpredictability of change
• Darwinism: ‘proliferation’
Think of organisations as…
“Patterns of ongoing interaction between people [which] produce further patterns of interaction”
(Ralph Stacey)
Where is the balance in your organisation?
A Fundamental Tension
Energy Containment
What saved the bank?
• The ability to observe the world from 30,000ft and analyse at 3”
• The ability to inspire and enable followers• Being there when it counts – willing to stand
up and be counted• Pathological collaboration with peers to solve
problems and get things done
Mayvins and Connectors
• Mayvin (also ‘Maven’) from the Yiddish: one who understands stuff, and seeks to pass on the knowledge to others
• Mayvins work best with ‘connectors’: those with a wide network of casual acquaintances
• Based on a number of ancient and modern sources, such as Malcolm Gladwell (The Tipping Point)
Principles of the Mayvin Game
• The organisation IS the systems of relationships that serve it (and don’t!)
• Choose which system(s) you serve
• Choose your (human) purposes
• You can be both Mayvin and Connector
• You are always in the right place
• Make ‘available and adjacent’ moves
• Meet your immediate needs in support of the system
• Help others do the same
Let’s Play!
• Round One – Locate our Connectors:– Find out everyone in the room who:
• You have spoken a few words with them – black & white dot
• You have had a conversation – pink dot• You know them well enough to lend them money and know
you’d get it back – red dot• Be honest about it – we need a good picture of our
connectivity
• What are the implications and possibilities of the stickers for us?
Stories – Show and Tell
• In pairs, A & B: A says why networking is important
• In pairs, B tells A about a time when they or someone they knew made something happen through networking
Let’s Play!
• Round Two• Form groups of up to 5• Make a good circle (The quality of stories
improves in a circle)• Introduce yourselves - establish relationship• Hear from everyone in the group – circle to
the left• Timekeeper follows storyteller
Stories
• Each tell a 2 min story about a time when you felt you were doing something (at work) you were really good at (in your ‘flow’)
• Don’t be modest!• Describe the detail - let others interpret• Not information or argument! (advocacy)• ‘Show’ vs ‘Tell’ (inquiry)• Best told as if you are there: what can you see,
hear, taste, touch, smell, feel?
Stories - themes
• After you’ve heard all stories:– Be curious – ask anyone in the circle anything you
want• After you’ve done the cross-questioning:
– What were the common themes/conditions of Mayvin-ness?
Where does our Mayvin authority come from?
John Heron
CONTEXT
SOCIAL ROLE
CONTENT
GRAMMAR / SYNTAX
FEELINGS
BODY PRESENCE
So what?
• How can you use the mindset & tools we have used here?
• How are you a Mayvin?• Which Mayvins in your organisation can you
support, and how?• What is the most ‘Purposeful’ narrative you
can support and how?
Get in touchMartin [email protected]+44 (0)7968 719940
www.mayvin.co.uk
James [email protected]+44 (0)7778 647712
www.mayvin.co.uk