Answer Is Irrelevant: Leadership In A Changed World

1. 2015 Kevin Callahan www.agiledojo.net [email protected] The Answer is Irrelevant Kevin Callahan Interaction Agility [email protected]

2. 2015 Kevin Callahan www.agiledojo.net [email protected] Session Goals Spark your curiosity about leadership. Begin examining what it means for you to be a leader. Give a brief look at effective leadership for todays world.

3. 2015 Kevin Callahan www.agiledojo.net [email protected] But First Why are you here? What is the best of what brought you here?

4. 2015 Kevin Callahan www.agiledojo.net [email protected] An Essential Premise Think back on your life to a leader you worked with in any capacity who you would gladly follow again. What did she do? How did he make you feel? What behaviors did he exhibit? Examples?

5. 2015 Kevin Callahan www.agiledojo.net [email protected] An Essential Premise Now think back to a leader youve worked with that you couldnt wait to get away from, someone you would go to great lengths to avoid working with again. What did she do? How did he make you feel? What behaviors did he exhibit? Examples?

6. 2015 Kevin Callahan www.agiledojo.net [email protected] We Know Leadership Reflect for a moment on the exercise What was your experience of remembering working with these two people? We already know effective leadership! Start thinking about specific ways you would like to become more like the first type of leader.

7. 2015 Kevin Callahan www.agiledojo.net [email protected]

8. 2015 Kevin Callahan www.agiledojo.net [email protected] The World Has Changed Have You?

9. 2015 Kevin Callahan www.agiledojo.net [email protected] The only sustainable source of competitive advantage is your organizations ability to learn faster than its competition - Peter Senge The task of leadership is to create an alignment of strengths making a systems weaknesses irrelevant. - Peter Drucker

10. 2015 Kevin Callahan www.agiledojo.net [email protected] Your firms are built on the Taylor model. Even worse so are your heads. With your bosses doing the thinking while workers wield the screwdrivers, youre convinced deep down that is the right way to run a business. For the essence of management is getting the ideas out of the heads of the bosses and into the heads of labour. We are beyond your mindset. Business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive and fraught with danger, that their continued existence depends on the day-to-day mobilisation of every ounce of intelligence. - Konosuke Matsushita

11. 2015 Kevin Callahan www.agiledojo.net [email protected] The Industrial Org Pyramid-shaped, control based Emerged from industrial-age factories Produces and reinforces heroic modes of leadership

12. 2015 Kevin Callahan www.agiledojo.net [email protected] Heroic Leadership A note about leadership levels The way the world is Developmental Authority stems from domain expertise and experience Reliance on commanding and pacesetting

13. 2015 Kevin Callahan www.agiledojo.net [email protected] So What? What percentage of US workers self-identify as being fully engaged in their work? 31% Slightly higher among managers and traditionalists Source: http://www.gallup.com/poll/181289/majority-employees-not-engaged-despite-gains-2014.aspx

14. 2015 Kevin Callahan www.agiledojo.net [email protected] Still So What? What percentage of US managers operate in Heroic modes? 70% Coincidence? Source: Joiner, W. and Josephs, S. Leadership Agility: Five Levels of Leadership Mastery for Anticipating and Leading Change. 2006. Jossey-Boss, San Francisco

15. 2015 Kevin Callahan www.agiledojo.net [email protected] Your firms are built on the Taylor model. Even worse so are your heads. With your bosses doing the thinking while workers wield the screwdrivers, youre convinced deep down that is the right way to run a business. For the essence of management is getting the ideas out of the heads of the bosses and into the heads of labour.

16. 2015 Kevin Callahan www.agiledojo.net [email protected] Employee engagement drives the bottom line - Teresa Amabile

17. 2015 Kevin Callahan www.agiledojo.net [email protected] The Network Org In 2015 Uber, the worlds largest taxi company owns no vehicles, Facebook, the worlds most popular media owner creates no content, Alibaba, the most valuable retailer has no inventory, and Airbnb the worlds largest accommodation provider own no real estate. The Network is the new organizational structure Heroic leadership utterly fails within it

18. 2015 Kevin Callahan www.agiledojo.net [email protected] A leader is best when people barely know that he exists, not so good when people obey and acclaim him, worst when they despise him. Fail to honor people, they fail to honor you. But of a good leader, who talks little, when his work is done, his aims fulfilled, they will all say: We did this ourselves. - Lao Tzu

19. 2015 Kevin Callahan www.agiledojo.net [email protected] Post-Heroic Leadership Not new, though also no longer optional Leaders focus changes from self to those being led People, not the work, are the life blood of the organization The organization itself is alive; the mighty oak in the acorn rather than a machine prone to breaking down

20. 2015 Kevin Callahan www.agiledojo.net [email protected] The *ology Findings fMRI studies of emotional intelligence Task Positive & Default Mode Networks System 1 & System 2 Sympathetic & Parasympathetic Nervous Systems Positive & Negative Emotional Attractors Books: Primal Leadership, Daniel Goleman; Resonant Leadership, Richard Boyatzis & Annie McKee; Switch, Chip & Dan Heath; Drive, Dan Pink; Positivity, Barbara Frederickson; Daring Greatly, Bren Brown; Mindset, Carol Dweck; The Progress Principle, Teresa Amabile

21. 2015 Kevin Callahan www.agiledojo.net [email protected] Resonance Leaders ability to establish shared positive emotional space internally, with others, and entire organizations Stances Visionary Coaching Affiliative Democratic Also Commanding and Pacesetting!

22. 2015 Kevin Callahan www.agiledojo.net [email protected] Its About the Question Resonant Leadership is built on curiosity and deep inquiry about ourselves and the world The simple act of forming a powerful question begins the change process Connective Inquiry

23. 2015 Kevin Callahan www.agiledojo.net [email protected] What Can You Do? Become a visionary; start with your own: What is your purpose? What is amazing and incredible that you, and only you, are uniquely able to bring into the world? Why do you exist, really?

24. 2015 Kevin Callahan www.agiledojo.net [email protected] Discovering Vision Stephen Coveys 7 Habits and 8th Habit Richard Boyatzis & Annie McKees Becoming a Resonant Leader Warren Bergers A More Beautiful Question Simon Sineks Start With Why David Whytes The Three Marriages

25. 2015 Kevin Callahan www.agiledojo.net [email protected] Final Thoughts We simply cannot do this work solo (though Heroic Leaders will try) Ask a friend to be a buddy, find a mentor, hire a coach Effective leadership can be learned; the world is calling us to do this; it needs us to do this!

26. 2015 Kevin Callahan www.agiledojo.net [email protected] Thank You

Answer Is Irrelevant: Leadership In A Changed World

Leadership & Management

Transcript of Answer Is Irrelevant: Leadership In A Changed World