ETA Innovation Academy Collaborative Leadership: An Exploratory Dialogue National Apprenticeship...

ETA Innovation Academy

Collaborative Leadership: An Exploratory Dialogue

National Apprenticeship Meeting

September 26, 2007


Today’s Objectives:

• Participants will describe need for a collaborative leadership approach in advancing the WIRED Framework.

• Participants will assess their leadership tendencies.

• Participants will identify characteristics and skills important for a collaborative leadership approach.

• Participants will select self-study resources they can access to support their development as a collaborative leader.


Our Agenda:

To self-examine individual skillsTo dialogue the characteristics of an effective

collaborative leaderTo link with and leverage the “collective” power of

our groupTo consider areas for personal development –

areas to:– Adapt and stretch to meet the needs of role


Let’s explore!

Think of yourself in your role as manager For each of the groups of work behaviors that

follow, indicate which of the behaviors BEST represents your management style.

Be prepared to discuss your answer and share your perspectives with the group!


Self-evaluation

Tasks/things People

Which word BEST describes the behavior? Why?

My strength is in managing:


Visionary Detail-oriented


I, generally, tend to be more:

Self-evaluation


Empowering Directing



Self-evaluation


Driven by getting results

Driven by developing others



Self-evaluation


Q: Why are YOU here?

A: You’re NOT a “lead.”You’re a WIRED Lead(er)!

(And a champion for creating tomorrow’s Talent Management System!)


True or False?

Managing and leading are essentially the same.


On Leadership …Management is more formal and scientific than leadership. It

relies on universal skills, such as planning, budgeting, and controlling. Management involves a set of tools and techniques, based on reasoning and testing that can be used in a variety of situations.

Leadership, by contrast, involves having a vision of what the organization can become. Leadership requires cooperation and teamwork from a large network of people and keeping the key people in that network motivated to achieve the appropriate transformational results.

Good managers are sometimes leaders; good leaders are sometimes managers. The distinction is primarily between action and enabling.


The WIRED Lead(er):A WIRED Lead(er) must be a:

–Charismatic visionary

–Inspirational motivator

–Intellectual (stimulates innovation)

–Executive (performance) coach


Charisma is . . .Attributed to leaders who …

– Advocate a vision that departs from the status quo

– Advocate unconventional methods and innovative successful strategies• Demonstrate superior expertise

– Make sacrifices, task risks to achieve the vision they expose• Not always motivated by self-interest

Source: House (1977); “Self-Concept Theory of Charismatic Leadership”


– Demonstrate confidence and enthusiasm– Inspire with emotional appeals

• Articulate an ideological vision to justify strategies

– Can see opportunities that other fail to recognize

– Demonstrate a sensitivity to needs and values of others

Charismatic leaders (Cont’d.)


WIRED Lead(er)s1. Articulate an appealing vision2. Use strong, expressive forms of communication while

delivering the vision3. Demonstrate personal risk and self-sacrifice to attain the

vision4. Communicate high expectations5. Express confidence in the regional team6. Model successes consistent with the vision7. Proactively manage the group’s impression of them as a

leader/coach8. Build relationships within the group9. Empower the group


Elements of an Effective Leader: Your Role as Coach

Focus on the region - what is most urgent for themYou are not the expert but you are in the role of

“holding up a mirror” for the region to see more clearly the way forward

Your intent is transparent and you are helping the region to break through faster

Use powerful questions to …

– Ignite new thinking and creativity

– Reveal blind spots

– Catalyze innovation for transformation


Cycle of Diagnosis & Intervention

1. Focus the conversation– Ask questions to breakdown larger issues– ID the gap between current reality and goal– Clarify outcomes and measures of success– Listen for reactions -- reinforce

2. Explore Possibilities– Clearly/forcefully articulate the vision– Ask questions to explore the region’s big picture– Use past successes (other WIRED regions?) to validate vision

3. Plan the Action– Use questions to identify steps– Explore potential consequences (positive and negative of action)


Planning for Individual Success

Think of your own self-evaluation of your individual work role strengths.

Compare that to our discussion of behaviors required of a WIRED Lead(er)

In your NEW role as WIRED Lead(er) …

– Where will you need to s-t-r-e-t-c-h and adapt?

– What resources and tools can you use?

– What questions do you have?

– Where will you seek the answers?


Lead(er) Behaviors: Charismatic visionary

I need to develop I’m at “mastery”

Where are you on this continuum?


Lead(er) Behaviors: Inspirational motivator

I need to develop I’m at mastery



Lead(er) Behaviors:Intellectual stimulation




Lead(er) Behaviors:Executive performance coach




Acting on Individual Development!

In your NEW role as WIRED Lead(er) …

– Where will you need to s-t-r-e-t-c-h and adapt?

– What resources and tools can you use?

– What questions do you have?

– Where will you seek the answers?


“In a global economy, the government cannot give anybody a guaranteed success story, but you can give people the tools to make the most of their own

lives.” —WJC, from Philip Bobbitt, The Shield of Achilles: War,

Peace, and the Course of History


“I am a … Dispenser of

Enthusiasm!” —Ben Zander


“A key – perhaps the key – to leadership is the

effective communication of a story.”

—Howard Gardner, Leading Minds: An Anatomy of

Leadership


“A leader is a dealer in hope.”

— Napoleon


“IF you’re a leader … now would be a good time to lead.”

ETA Innovation Academy Collaborative Leadership: An Exploratory Dialogue National Apprenticeship...

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