Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise. Presented by Mary Stacey, Managing Director of Context Management Consulting Inc. More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08

1. Mary Stacey 2009

2. Welcome – Two Interactive Sessions
– October 8 – Developing Collaborative Leadership
– Today’s Agenda – Creating a Collaborative Culture
Whether you’re an entrepreneur in the start up phase or the
Whether you’re an entrepreneur in the start up phase or the
CEO of a mature business, it’s the right time to pay attention
CEO of a mature business, it’s the right time to pay attention
to the culture of your enterprise.
to the culture of your enterprise.
Mary Stacey 2009

3. Creating a Collaborative Culture
What we will cover
– the relationship between leadership, collaboration, and culture
– leadership practices for creating a collaborative culture
What we won’t cover
– collaborative technologies
– social media
Leadership is the biggest swing factor in the success of
Leadership is the biggest swing factor in the success of
companies once they are an idea worth doing
companies once they are an idea worth doing
--John Hamm, 2009 Endeavor Entrepreneur Summit
John Hamm, 2009 Endeavor Entrepreneur Summit
Culture isn’t just one aspect of the game. It is the game. An
Culture isn’t just one aspect of the game. It is the game. An
organization is the collective capacity of people to create value.
organization is the collective capacity of people to create value.
--Lou Gerstner in the year he left IBM
Lou Gerstner in the year he left IBM
Mary Stacey 2009

4. Evolving Toward Collaborative Leadership
The Mental How Successful Leaders Shaping Our Futures How Leaders of Government,
Demands of Transform Differences Through Conversations Business and Non-Profits Can
Modern Life into Opportunities That Matter Tackle Today’s Global
Challenges Together
“Leading in a collaborative culture is like being in a jazz ensemble rather
“Leading in a collaborative culture is like being in a jazz ensemble rather
than conducting an orchestra—a collection of talent all with roles to play,
than conducting an orchestra—a collection of talent all with roles to play,
all able to keep performing in a context that is constantly changing.
all able to keep performing in a context that is constantly changing.
--Charles Deneka, Chief Technology Officer, Corning R&D Lab
Charles Deneka, Chief Technology Officer, Corning R&D Lab
Mary Stacey 2009

5. Torbert’s Leadership Development Framework
The level of personal development of the CEO and
his/her senior advisors can have a critical impact on
the success of the organizational change efforts and,
in turn, on the company’s ability to thrive in an ever-
more complex business environment.
Bill Torbert
Action Inquiry
The Secret of Timely
& Transforming Leadership
(2004)
Mary Stacey 2009

6. Torbert’s Action Logics
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Horizontal Development of Capabilities
Mary Stacey 2009

7. Joiner & Joseph’s Leadership Agility
While specific future developments are increasingly difficult
to predict, there are two deep trends we can predict with
great certainty: the pace of change will continue to increase,
and the level of complexity and interdependence will
continue to grow.
Strikingly, research indicates that only about 10% of
Joiner & Josephs managers have mastered the level of agility needed for
Leadership Agility consistently effective leadership in today’s turbulent world
(2007)
economy.
Mary Stacey 2009

8. McGuire & Rhodes
Center for Creative Leadership
Most senior leaders tell us that what they need
today is interdependent-collaborator leadership
because the environment in which they lead is so
complex.
While we can’t predict the future we can chart a
course for developing ourselves and our culture to
McGuire & Rhodes effectively meet it.
Transforming Your
Leadership Culture
(2009)
Mary Stacey 2009

9. The Message?
Scale Yourself, Scale Your Culture……..Scale Your Enterprise
Scale Yourself, Scale Your Culture……..Scale Your Enterprise
Mary Stacey 2009

10. Evolving Leadership
Domination
Inspiration
Participation
The Chaordic Organization – Dee Hock
What will become compellingly important is absolute clarity of shared
What will become compellingly important is absolute clarity of shared
purpose and set of principles of conduct--sort of institutional genetic
purpose and set of principles of conduct--sort of institutional genetic
code that every member of the organization understands in a common
code that every member of the organization understands in a common
way, and with deep conviction. - -Dee Hock, Founder of Visa
way, and with deep conviction. Dee Hock, Founder of Visa
Mary Stacey 2009

11. Does your enterprise have DAC?
Direction
• each individual knows the goals and aims of the collective
Alignment
• coordination of knowledge and work in the collective
Commitment
• willingness of individuals to expend effort toward needs of collective
High DAC
• allows all to see trajectory and engage in more participative ways
• everyone potentially able to join in shaping new beliefs, behaviors,
practices
• effectively functioning culture of beliefs and practices (high CQ)
• High DAC supports the creation of a collaborative culture
Mary Stacey 2009

12. Cultural Intelligence (CQ)
You are in the culture and the culture is in you.
You are in the culture and the culture is in you.
Mary Stacey 2009

13. CQ – cultural centre of gravity + practices
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Horizontal Development of Capabilities
Mary Stacey 2009

14. Cultural Intelligence (CQ)
Conformer Culture
Dependent – Coordinate
Achiever Culture
Independent – Cooperate
Collaborator Culture
Interdependent – Collaborate
You are in the culture and the culture is in you.
You are in the culture and the culture is in you.
Mary Stacey 2009

15. Domain Conformer Achiever Collaborator
Culture Culture Culture
Command and control Being successful in a changing Authority and control shared
Mindset world and adapting faster and throughout organization in a way
better than the competition that maximizes strategic
competence of whole
Is power and is held at the top A tool for competitive edge in Widely distributed widely shared
Knowledge marketplace and organization on a right to know basis;
knowledge an organizational
asset
Authoritarian to paternalistic, Strategic and outcomes driven, Among people without titles;
Leadership expecting success via tension between individual and anyone willing to think and act in
compliance collective aims, beginning to lead expanding DAC to build the
systemically capability of the entire system
qualifies
Hierarchically coordinated; Distributed through the Engage dialogue to make sense
Authority & Emanates from the top; honoring organization; designed to support of things; achieve enterprise
Structure beliefs is preferable to adaptive
learning
strategic agenda goals by sharing power across
the value chain
Obey authority and follow the Mastery of systems that produce Mastery of integrating systems
Success code, loyalty results; achieving goals is route to results fit and aid the overall
political power strategy, producing results now
and into the future.
Either or, right wrong, honoring Focuses on solving problems, Foster dialectical thinking when
Thinking expertise and technical mastery mainly analyzing empirical data, dealing with complexity. Consider
management by number drives both-and solutions and actively
decisions seek ‘win-win’ answers.
Treated as weakness, feedback Opportunities to learn within a Embraced as opportunities for
Mistakes negative and not sought after team, feedback is value where it individual, team, and
contributes to learning and the organizational learning; positive
ability for individual advancement and negative feedback are valued
as essential tools for collective
success.
Mary Stacey 2009

16. Conformer Culture
Illustrations
– government, manufacturing, policing, regulatory
– stability, safety, precision
DAC
– direction and alignment are achieved by coordination and
controlled by executive authority passed down through the
ranks.
– restricts local decision making and regulates activities to the
execution of tasks prescribed by management.
– commitment as loyalty and compliance is assumed as a matter
of membership
Mary Stacey 2009

17. Achiever Culture
Illustrations
– faster, better, cheaper, focus on execution
– competitive, entrepreneurial, may be market focused.
– Microsoft, Google, banks, professional service firms
DAC
– alignment through cooperation can increase when senior team
demonstrates cooperation themselves; otherwise multiple and
competing directions emerge and poor alignment of resources.
– commitment holds self interest and the organization in balance
through cooperation.
Mary Stacey 2009

18. What would you hear?
Client Case:
Client Case:
“A collaborative effort is required to solve strategic and operational problems.”
“A collaborative effort is required to solve strategic and operational problems.”
“A genuine willingness to discuss topics openly without fear of being exposed
“A genuine willingness to discuss topics openly without fear of being exposed
by asking for assistance when, where needed”
by asking for assistance when, where needed”
“Shared leadership accountability; I Ibuild working partnerships outside my own
“Shared leadership accountability; build working partnerships outside my own
team”
team”
Mary Stacey 2009

19. Collaborator Culture
Illustrations for exploration
• The National Security Group of Afghanistan and Pakistan
– http://www.nytimes.com/2009/12/06/world/asia/06reconstruct.html?_r=2&sc
p=1&sq=Inside%20the%20Situation%20Room&st=cse
• Trillium Asset Management
– http://www.boston.com/bostonglobe/obituaries/articles/2008/11/26/joan_ba
varia_promoted_socially_responsible_investing/
DAC
– Align across the system through connected leaders and by
distributing powers that develop collective learning;
continuously developing structures and processes
– Enterprise is greater than the sum of its parts; commitment
to the common good
Mary Stacey 2009

20. What would you hear?
Client case:
Client case:
“We now have an intelligent, thoughtful, more holistic approach to decision
“We now have an intelligent, thoughtful, more holistic approach to decision
making and deal with conflict directly.”
making and deal with conflict directly.”
“This recognizes that leadership doesn’t just happen in a week long offsite. It
“This recognizes that leadership doesn’t just happen in a week long offsite. It
happens over time, with experiences, with successes and failures.”
happens over time, with experiences, with successes and failures.”
“An important human focus in the company, for key people to discuss things
“An important human focus in the company, for key people to discuss things
that might enable or derail their contribution in the long term.”
that might enable or derail their contribution in the long term.”
Mary Stacey 2009

21. Developing CQ
de
dI nclu
n
nd a
Tra ns c e
Interdependent-Collaborator
C Collaborate
in g DA
Increas
Independent-Achiever
Cooperate
Dependent-Conformer Change
Coordinate Agile
Innovation Innovation
Sustainable
Enterprise
Stability/
Precision
Mary Stacey 2009

22. The higher the CQ, the….
• Less control you retain at the top
• More freedom and responsibility is present
• More you distribute authority and decision making
• The more innovation, problem solving, and quality you get at the local
level
• The more uncertainty you can tolerate; paradox is accepted
• The more conflict can emerge as a creative, viable force
• The higher the level of individual and collective learning
• The higher the level of feedback you want and get
• The greater the levels of synergy and teaming
• The more shared knowledge is engendered
• The more intersystems thinking is the norm
• The greater the level of leadership capacity and capability
• The greater adaptability and agility of the organization
• The greater the level of complexity and challenge the organization can
face and take on with greater chances for success
McGuire & Rhodes, 2009
Mary Stacey 2009

23. Practices for Creating Collaborative Culture
• Feedback
• CUED for Action
• Art of Hosting
• Personal Practice
Entrepreneurship isn’t a science or an art. It’s a practice.
Entrepreneurship isn’t a science or an art. It’s a practice.
--Peter Drucker, Management Thinker and Social Ecologist
Peter Drucker, Management Thinker and Social Ecologist
Mary Stacey 2009

24. Continuous Learning - Feedback
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Mary Stacey 2009

25. Action Learning - CUED for Action
Mary Stacey 2009

26. Multi-Stakeholder Engagement - Art of Hosting
Mary Stacey 2009

27. Art of Hosting
• Listen deeply.
• Make everyone important.
Eliminate hierarchy.
• Work the field’s energy like a
dj works the dance floor.
• Focus on relationships rather
than tools or outcomes.
• Flow the process
• Give minimum instructions
• Support emergence.
• Laugh. Make it fun.
Mary Stacey 2009

28. Summary
• More of the same not enough; not because its wrong but because its inadequate to
meet emerging and more complex, interdependent environment
– From either/or to both/and—transcend and include
• Pay attention to the culture of your enterprise at every phase
– Start up to maturity
• Develop your individual leadership capacity
– The biggest risk that an entrepreneurial leader has to face is internal
• Fred Smith, Founder of Fed Ex
• Cultivate CQ through leadership DAC and collaborative inquiry practices
– Conformer!Achiever!Collaborator
– Direction, Alignment, Commitment
– Examples: Feedback, CUED for Action, Art of Hosting, Personal Practice
• Harvest innovation, change agility, and sustainable enterprise
The time to prepare isn’t after you’ve been given the opportunity. Its
The time to prepare isn’t after you’ve been given the opportunity. Its
long before the opportunity arises. Once the opportunity arrives, its too
long before the opportunity arises. Once the opportunity arrives, its too
late.
late.
- -John Wooden, coach of ten championship teams at UCLA
John Wooden, coach of ten championship teams at UCLA
Mary Stacey 2009

29. Resources
Programs
Leading l Collaborating l Transforming Beyond the Conventional April 18 - 20, 2010 at the
Kingbridge Collaboration Insitute For information: moreinfo@contextconsulting.com
Web
Kingbridge Collaboration Blog http://www.kingbridgecentre.com/wordpress/
Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business Review
(April 2005)
Action Learning: Addressing Today’s Business Challenges While Developing Leaders for Tomorrow
by Mary Stacey (2007)
Power Inventory http://www.leadershipagility.com/assess_style.phpS
Books
Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and Associates
(Berrett Koehler, 2004)
Action Learning in The Change Handbook: Today’s Best Methods for Engaging Whole Systems
By Marcia Hyatt, Ginny Belden Charles, and Mary Stacey (Berrett Koehler, 2007)
Leadership Agility by Bill Joiner and Stephen Josephs (Jossey Bass 2007)
Transforming Your Leadership Culture by John B. McGuire and Gary Rhodes (Jossey Bass 2009)
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Mary Stacey 2009