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LEADERSHIP LEADERSHIP SELF-DEVELOPMENT SELF-DEVELOPMENT

WORKSHOPWORKSHOP

DIALOGUE MODE

DIALOGUE A PROPOSAL Dialogue helps in integration of collective

thoughts and imbibes the art of thinking together in people

In Dialogue, a group of people can explore the individual and collective assumptions, ideas, beliefs, and feelings that subtly control their interactions.

What is needed is a means by which we can slow down the process of thought in order to be able to observe it while it is actually occurring.

Slow the pace and allow time to reflect on what is being said.  Practice listening and speaking from your heart.  Treat each other as colleagues. Remember that your own assumptions are often invisible to you. Watch for lapses into discussion

WHAT LEADERS

REALLY DO

MANAGE FROM THE LEFT…...LEAD FROM THE RIGHT

Management:

Planning and Budgeting

Organizing and Staffing

Controlling and Problem-Solving

Producing Predictability and Order

Leadership:

Establishing Direction

Aligning People

Motivating and Inspiring

Producing Change

BALANCING MANAGEMENT VS LEADERSHIP

Management:

is about copying and maintaining the status quo

is about efficiency

is about how

is about controls, procedures, policies

is about hierarchy

is mechanistic

Leadership:

is about innovating, initiating and creating

is about effectiveness

is about what and why

is about trust

is about teams, collaboration

is holistic

COMMUNITIES OF LEADERS OR NO LEADERSHIP

AT ALL

COMMUNITIES OF LEADERS OR NO LEADERSHIP AT ALL

Are we falling back on old leadership habits looking out for the ‘HERO CEO’

• Deep cultural changes & strong leadership at all levels are required to be developed for making the organizations more flexible and adaptive to changes.

• Leader’s who initiate and sustain significant change are Local line Leader’s, Executive Leader’s and Internal Net workers. Understanding the interdependencies of these three leader’s is the key to develop effective Leadership communities

• Leadership & challenges to sustain change:

• Outer Level: Involve changes in systems, processes and practices that define how organizations function.

• Inner level: They involve changes in beliefs, assumptions and habits that are social and ultimately personal.

• Failing to understand the multidimensionality of profound change is why so many ‘change efforts fail’

WHAT MAKES A LEADER

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

The financial results of any organization are influenced by the organizational climate and this in turn is greatly influenced by the leadership style.

Six Basic leadership styles– The coercive style : “Do what I tell you”. – The authoritarian style : “Come with me”– The affiliative style : “People comes first”– The democratic style : “What do you next?” – The pacesetting style : “Do as I do ,now”– The coaching style : “Try me”

To create the best climate leaders must master the authoritative, democratic, affiliative and coaching styles.

Leader must be able to switch among the leadership style as needed.

WHY TEAMS

WHY TEAMS WHY TEAM PERFORM

– Bring complementary skills and experiences.– Establish communication to support real time problem solving.– Provides a unique social dimension.– Gets better results than a collection of individuals.– More flexible than larger organizational groups– Consistency in performance– Everybody is empowered– To initiate and sustain change

GROUPS TO TEAMSGroups become teams thru disciplined action– Shape a common purpose– Agree on performance goals– Define a common working approach– Develop high levels of complimentary skills– Hold themselves mutually accountable– Never stop doing any of these things

Team Basics

Team BasicsTeam: Small number of people with complimentary skills –

•Technical / Functional Expertise

•Problem Solving and decision making skills

•Interpersonal skills

Committed to common propose and performance goals

1. A common meaningful purpose.

2. Specific performance goals.

3. Combination is essential to performance.

4. Committed to common approach.

5. Mutual Accountability

TEAM LEADERS

Team Leaders Team leaders focus on team

performance results not on individual achievements.– Keep the purpose, goals, and approach relevant and

meaningful– Build commitment and confidence– Strengthen the mix and levels of skills– Manage relationships with outsiders, including

removing obstacles– Create opportunities for others– Do real work – Strike a balance between doing themselves or

letting others do them– Provide guidance and making tough decisions

TEAM TRAPS

When a team fails to fulfill its tasks, we focus on refining the tasks or the team’s make-up, not on surfacing the interpersonal dynamics that disabled the group’s performance are “Team Traps”, such as:– False Consensus: Lack of real buy-in– Inability to Reach Closure: Ineffective problem-solving

and decision-making– Rigid Hierarchy: Operation by power and control– Weak Leadership: Inadequate direction from the top– Uneven Participation: Underutilized human resources– Calcified Interactions: Rote patterns of behavior– Lack of Mutual Accountability: Absence of evaluation and

consequences– Unrealistic Expectations: Burn-out– Forgotten Customer: Too insular an approach to the

marketplace– Left-Out Stakeholders: Lack of support by key players– Unresolved Overt Conflict: Personality conflicts– Undiscussed Covert Conflict: Underground conflict

TAKING THE TEETH OUT OF TEAM TRAPS

PERSONAL MASTERY

PERSONAL MASTERYContinually expanding the capacity to create the results in life truly desired.

High level of personal mastery enable to consistently

realize the results that matters most deeply.Personal mastery brings a different relationship between employee and organization from a contractual to conventional relationship where there is shared commitment to ideas, goals, values & issues, it reflects unity and grace and poise. Personal mastery is a three stage process for adopting a “creative” orientation to life : articulating a personal vision, seeing current reality clearly, and choosing: making a commitment to creating the results you want.The essence of personal mastery is learning how to generate and sustain creative tension in our lives.

METONIC ORGANISATION

METONIC ORGANISATIONAn organization undergone a fundamental shift

of orientation from the individual and collective belief of helplessness and powerlessness to the conviction that they are individually and collectively empowered to create their future and shape their destiny. It calls for leaders who have

Strong commitment Deep conviction Stand for values and purpose Put his soul for his vision Ability to sustain a collective vision and Work in union with others.

MENTAL MODELS

MENTAL MODEL Assumptions or Generalizations by which we make sense of the

world around us. PARADIGMS: A pattern or set of rules that governs thinking and

beliefs. These are more rigid and harder to change than mental models.

Paradigm shift-A new game with a new set of rules to bring new reality which can be accelerated through collaborative creation of new mental models.

New mental models cover the internal and external realities; Aligned with purpose

Benefits of shared mental models– Transition will be much easier and effective– Builds rigour and depth into decision making– Shortens decision making time– Collaborative decision making and team work is enhanced– Builds a productive culture– Guides the measurement process– Enhances learning

Teaching Smart People How to

Learn

Teaching Smart People How to Learn Single loop learning: problem solving Double loop learning: reflecting on assumptions and

testing validity of hypothesis- this is an extra step in genuine learning

When one fail or under perform, become defensive. No critical examination of own behavior. Blame outward- anyone or anything

People profess: open to critique and new learning but actions suggest very different set of governing values or theories-in-use:– Desire to remain in unilateral control– Goal of maximizing ‘winning’ while minimizing ‘losing’– Belief that negative feelings should be suppressed– Desire to appear as rational as possible

Two suggestions for how to make this happen:1.Apply same kind of ‘tough reasoning’ you use to

conduct strategic analysis2.Senior managers must model the desired changes first

GOOD COMMUNICATION

THAT BLOCKS LEARNING

GOOD COMMUNICATION THAT BLOCKS LEARNING

There is a gap between action and intention and most of There is a gap between action and intention and most of the executives are unaware of their own inconsistency. the executives are unaware of their own inconsistency. They may be aware of others. The only way to get at They may be aware of others. The only way to get at these inconsistencies is to focus on them.these inconsistencies is to focus on them.Theories in use Theories in use

They are the deep defensive strategies for ineffective learning.It helps us avoid reflecting on the counterproductive consequences of our own behavior.Theories in use assume that we have unilateral control, focusing on controlling others and make sure that we are not ourselves controlled. Reflection is only for wining and controlling not learning.We rarely reflect on what we take for granted.

Employees who have learned to take active Employees who have learned to take active responsibility for their own behavior, develop and share responsibility for their own behavior, develop and share first rate information about their jobs, and make good first rate information about their jobs, and make good use of genuine empowerment to shape lasting solutions use of genuine empowerment to shape lasting solutions to fundamental problems.to fundamental problems.

SYSTEM THINKING

Systems Thinking

First view– Linear– Independent– Solutions easier to

implement– Reactive

Systems thinking View– Holistic– Interrelated – Solutions are cross functional– Strategic

•It encompasses a large and fairly amorphous body of methods, tools, and principles, all oriented to looking at the interrelatedness of forces, and seeing them as part of a common process.•Purposes of Systems Thinking”

Discover the system structure behind problems.Tell compelling stories that describe how system works.Describe mental models.Foster team learning.Identify higher leverage interventions

Learning Disabilities

Learning Disabilities There are 7 Learning Disabilities The Learning Disabilities are destructive ways of

thinking They must be “unlearned” to become a learning

organization– 1. “I am my position”– 2. “The enemy is out there”– 3. The illusion of taking charge– 4. The fixation on events– 5.The parable of the boiled frog– 6.Learning from experience delusion– 7. The management team myth

How many of the Learning Disabilities are prevalent in my team?

How do I help myself and my team members to overcome them?

beginning of our beginning of our journey…journey…

Thank You