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Serve first april 2016

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Serve first april 2016

  1. 1. Servant Leaders in Action • Group Exercise: Personal Maps • Bill Gates • Dr. Martin Luther King, Jr. • Bono 1
  2. 2. What we’ve learned - research • An abundance of materials that are available • Below are the ones that we chose as they relate to our transition regarding practicality and actionable definitions: • ACI – The Agile Leader • Larry C. Spears – Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders • Robert Greenleaf – The Servant Leader • Jurgen Appelo – Management 3.0 • Ben Lichtenwalner – Now is the Time for Servant Leadersip • LeadershipNow – How the Best Leaders Build Trust All materials used are available at the end of this presentation 2
  3. 3. What is a Servant Leader? The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The best test is: do those served grow as persons: do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? Robert Greenleaf – The Servant Leader 3
  4. 4. Predict-and-Plan vs Sense-and-Respond Predict-and-Plan • Future is predictable • Events and outcomes are by their nature STABLE • We are capable of seeing or anticipating all relevant situations ahead of time • Cause and effect are stable and linear Sense-and-Respond • We cannot predict the future • Things will change • We don’t have all the answers ahead of time • Cause and effect may not be easily observable Agile Coaching Institute – The Agile Leader 4
  5. 5. Managing for Results vs Designing Environments Managing for Results • Tell • Direct • Control • ‘Incent’ Designing Environments • Conditions • Structures • Practices • Roles • Environments • Vocabularies Agile Coaching Institute – The Agile Leader 5
  6. 6. The Agile Compass Agile Coaching Institute – The Agile Leader 6
  7. 7. Character Traits of Leaders • Trustworthiness • Respect • Responsibility Larry C. Spears – Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders 7 • Fairness • Caring • Citizenship
  8. 8. Principles of Servant Leadership • Listening • Empathy • Healing • Awareness • Persuasion Robert Greenleaf – Servant Leadership 8 • Conceptualization • Foresight • Stewardship • Commitment to the growth of people • Building Community
  9. 9. There is a prevailing theme • In order to be a servant leader… • In order to serve your people well… • In order for your mission and vision to be carried out… • What must exist? 9 TRUST
  10. 10. It is time to serve Based on this research and the emerging climate, companies are now starting to quantify how leadership affects company performance – Focusing on TRUST • A recent Watson Wyatt study showed that high trust companies outperform low trust companies by nearly 300%! • Only 51% of employees have trust and confidence in senior management. • When trust is low, in a company or in a relationship, it places a hidden "tax" on every transaction: every communication, every interaction, every strategy, every decision is taxed, bringing speed down and sending costs up. Ben Lichtenwalner – How the Best Leaders Build Trust Stephen M. R. Covey – Now is the Time for Servant Leadership 10
  11. 11. Exercise • On separate stickies: • Write 1 thing down that you are AWESOME at • Write 1 thing that you see as an OPPORTUNITY to improve 11
  12. 12. Now…Let’s Experiment! • You may not know it, but we do experiments all the time • We experiment with • Processes, technology, tools, personal life… sure… • But what about … • Our Leadership Behaviors? • Our interactions with colleagues? • My professional growth? 12
  13. 13. What is a Good Experiment? 13
  14. 14. Conduct an Experiment Question: What behavior are you willing to experiment with to grow as a servant leader in order to obtain a different outcome? (i.e., interactions with others, your team, other teams, clients, etc.) 14
  15. 15. Experiments – Celebration Grid 15
  16. 16. Recap • Explored some known leaders • Built Personal Map • Defined Servant Leadership • Discussed the Agile Compass • Identified a Key Underpinning – TRUST • The Servant Leader, as a Facilitative Leader, must foster an environment of trust • Challenged you with conducting an experiment 16
  17. 17. Resources Books • Robert Greenleaf - Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness 25th Anniversary Edition • James Hunter - The Servant: A Simple Story About the True Essence of Leadership • Jurgen Appleo – Management 3.0 Articles • Agile Coaching Institute - The Agile Leader • Larry Spears - Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders • Stephen M. R. Covey- How the Best Leaders Build Trust • Ben Lichtenwalner - Now is the Time for Servant Leadership Tools • Personal Maps • 6 Pillars of Character • Celebration Grids 17
  18. 18. Follow Up • How will you be accountable to one another? • How will you be accountable to yourself? • We’re prepared to follow up; we need a feedback loop • Set the timeframe • Be honest 18
  19. 19. Thank you 19

Notes de l'éditeur

  • Personal Maps
    Why you may use them:
    Used to make a connection with people

    Show Personal Map on Bono

    Everyone review Bios on the other two – We’ll build together

    Now take all three and see commonalitities and build a 4th map on Servant Leadership

    As we go through our references, we can reflect back on our maps and add to them
  • Predict and Plan – Actions
    *plan most big things ahead of time
    *most decisions ahead of time
    *break down large initiatives into smaller pieces that fall into separate org responsibility areas (silos)
    *create organizational and management systems, processes, and structures to enable these assumptions and activities

    Sense and Respond
    *plan and strategize as they go
    *set things up to increase learning and then adjust based on learnings
    *make decisions quickly with limited info
    *make things visible and transparent
    *know how to give and receive useful feedback
    *have a high degree of flexibility on how they structure, organize, coordinate and execute work

    Respond with purpose and mission… not an order taker… do this without direction
  • Managing for Results is basically “implementing Predict-and-Plan”

    Designing Environments is Helping people see where they are going (i.e., vision) and empowering them to obtain that end goal

    Note: doesn’t mean a leader ignore managing for results but it is not our go to position

    Jurgen Appelo – Don’t Create Motivational Debt: “

    “You, go sit over there! You there, go finish this project!” vs. “What can I do to help you do your best work?”

    Designing environments to create results
  • The Focus is on teams and environments

    Leadership & Engagement:
    * grow your team’s capacity to grow, handle greater complexity
    * actively grow yourself as a leader

    Competencies & Products
    * Establishing expectations
    * Establishing metrics to understand how successful you are
    * Introducing new competencies, practices and vocabularies to help teams improve and succeed (give them the tools/training they need)

    Organizational Culture & Shared Vision
    * Orienting others around a shared vision
    * Socialization agile (CoP, coaching, readings, etc)
    * Identifying and engaging catalysts for cultural change (the Edge)

    Organizational Architecture and Environment
    * Lean out our “system”… by listening to the people that are in it day to day
    * Setup an environment that allows teams to try new things to increase workflow, value flow, etc
    * Align other org functions so that they become more of a pull model than a push – empowering to question status quo, is this necessary, who needs it, what for?

    As we know, a leader can play many roles. The Agile Compass distills the roles A leader NEEDS TO BE ABLE TO navigate seamlessly from window to window (May be easier said than done? Takes recognition and practice?)

    Greatest obstacle – favor one window and see all scenarios from a single window

  • Trustworthiness: Think ``true blue`` • Be honest • Don’t deceive, cheat, or steal • Be reliable — do what you say you’ll do • Have the courage to do the right thing • Build a good reputation • Be loyal — stand by your family, friends, and country

    Respect: Treat others with respect; follow the Golden Rule • Be tolerant and accepting of differences • Use good manners, not bad language • Be considerate of the feelings of others • Don’t threaten, hit or hurt anyone • Deal peacefully with anger, insults, and disagreements

    Responsibility: Do what you are supposed to do • Plan ahead • Be diligent • Persevere • Do your best • Use self-control • Be self-disciplined • Think before you act • Be accountable for your words, actions, and attitudes • Set a good example for others

    Fairness: Play by the rules • Take turns and share • Be open-minded; listen to others • Don’t take advantage of others • Don’t blame others carelessly • Treat all people fairly

    Caring: Be kind • Be compassionate and show you care • Express gratitude • Forgive others • Help people in need • Be charitable and altruistic

    Citizenship: Do your share to make your school and community better • Cooperate • Get involved in community affairs • Stay informed; vote • Be a good neighbor • Obey laws and rules • Respect authority • Protect the environment • Volunteer
  • Using the characteristics of leaders, we can now use those to build the principles of servant leadership and understand why those characteristics are important and work together with the above traits.
    Leaders have traditionally been valued for their communication and decision making skills. Although these are also important skills for the servant leader, they need to be reinforced by a deep commitment to listening intently to others. The servant leader seeks to identify the will of a group and helps to clarify that will. He or she listens receptively to what is being said and unsaid. Listening also encompasses hearing one’s own inner voice. Listening, coupled with periods of reflection, is essential to the growth and well-being of the servant leader.
    The servant leader strives to understand and empathize with others. People need to be accepted and recognized for their special and unique spirits. One assumes the good intentions of co-workers and colleagues and does not reject them as people, even when one may be forced to refuse to accept certain behaviors or performance. The most successful servant leaders are those who have become skilled empathetic listeners
    The healing of relationships is a powerful force for transformation and integration. One of the great strengths of servant leadership is the potential for healing one’s self and one’s relationship to others. Many people have broken spirits and have suffered from a variety of emotional hurts. Although this is a part of being human, servant leaders recognize that they have an opportunity to help make whole those with whom they come in contact. In his essay, The Servant as Leader, Greenleaf (1977/2002) writes, “There is something subtle communicated to one who is being served and led if, implicit in the compact between servant-leader and led, is the understanding that the search for wholeness is something they share”
    General awareness, and especially self-awareness, strengthens the servant-leader. Awareness helps one in understanding issues involving ethics, power, and values. It lends itself to being able to view most situations from a more integrated, holistic position. As Greenleaf (1977/2002) observed: “Awareness is not a giver of solace—it is just the opposite. It is a disturber and an awakener. Able leaders are usually sharply awake and reasonably disturbed. They are not seekers after solace. They have their own inner serenity”
    Another characteristic of servant leaders is reliance on persuasion, rather than on one’s positional authority, in making decisions within an organization. The servant leader seeks to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant leadership. The servant leader is effective at building consensus within groups. This emphasis on persuasion over coercion finds its roots in the beliefs of the Religious Society of Friends (Quakers)—the denominational body to which Robert Greenleaf belonged.
    Servant leaders seek to nurture their abilities to dream great dreams. The ability to look at a problem or an organization from a conceptualizing perspective means that one must think beyond day-to-day realities. For many leaders, this is a characteristic that requires discipline and practice. The traditional leader is consumed by the need to achieve short-term operational goals. The leader who wishes to also be a servant leader must stretch his or her thinking to encompass broader-based conceptual thinking. Within organizations, conceptualization is, by its very nature, a key role of boards of trustees or directors. Unfortunately, boards can sometimes become involved in the day-to-day operations—something that should be discouraged—and, thus, fail to provide the visionary concept for an institution. Trustees need to be mostly conceptual in their orientation, staffs need to be mostly operational in their perspective, and the most effective executive leaders probably need to develop both perspectives within themselves. Servant leaders are called to seek a delicate balance between conceptual thinking and a day-to-day operational approach.
    Closely related to conceptualization, the ability to foresee the likely outcome of a situation is hard to define, but easier to identify. One knows foresight when one experiences it. Foresight is a characteristic that enables the servant leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future. It is also deeply rooted within the intuitive mind. Foresight remains a largely unexplored area in leadership studies, but one most deserving of careful attention.
    Peter Block (1993)—author of Stewardship and The Empowered Manager—has defined stewardship as “holding something in trust for another” (p. xx). Robert Greenleaf’s view of all institutions was one in which CEO’s, staffs, and trustees all played significant roles in holding their institutions in trust for the greater good of society. Servant leadership, like stewardship, assumes first and foremost a commitment to serving the needs of others. It also emphasizes the use of openness and persuasion, rather than control.
    Commitment to the growth of people:
    Servant leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, the servant leader is deeply committed to the growth of each and every individual within his or her organization. The servant leader recognizes the tremendous responsibility to do everything in his or her power to nurture the personal and professional growth of employees and colleagues. In practice, this can include (but is not limited to) concrete actions such as making funds available for personal and professional development, taking a personal interest in the ideas and suggestions from everyone, encouraging worker involvement in decision-making, and actively assisting laid-off employees to find other positions.
    Building Community:
    The servant leader senses that much has been lost in recent human history as a result of the shift from local communities to large institutions as the primary shaper of human lives. This awareness causes the servant leader to seek to identify some means for building community among those who work within a given institution. Servant leadership suggests that true community can be created among those who work in businesses and other institutions. Greenleaf (1977/2002) said: All that is needed to rebuild community as a viable life form for large numbers of people is for enough servant-leaders to show the way, not by mass movements, but by each servant-leader demonstrating his or her unlimited liability for a quite specific community-related group.
  • In order for me to provide them an environment to work best and effectively…I must trust them
    How can you lead someone that doesn’t trust you?
    How can they follow if they don’t trust?

    Why is that Important?
  • https://www.greenleaf.org/now-is-the-time-for-servant-leadership/ - Ben Lichtenwalner, ModernServantLeader.com

    LeadershipNow – 5% occurance of the word trust in article

  • Possible Outcome – See commonalities between awesome and opportunities, where we can help one another, where we can focus as coaches

    If comfortable, talk to your neighbor on your two post-its

  • Can work on personally and professionally.
  • ID Problem or formulate the question
    Control your “variables” – if you run 10 experiments, how certain are you which one “worked”?

    Things are ‘this’ way. I want it to be ‘another’ way. How do I change this behavior?
  • Experiment is with one of your AWESOME or OPPORTUNTY post-its

    Experiment is with one of your agile compass

    Experiment with improving your trust with teams

    Tools we can use to help with experiments…
  • Should ALL FAILURES be celebrated? No!

    Learn from failures.

    Once you have the outcome of your experiment, you can determine where it fits in the celebration grid - experiments may result in success or failure. Either way, learning occurs, and that’s the point….that’s a victory to celebrate! Successful experiments repeated become practices to be celebrated? Failed experiments, repeated, are mistakes, not to be celebrated (why do you keep doing that?!). The point is where the learning occurs and what you do with that knowledge.
  • We, the coaching staff are also available to you in your leadership journeys!
  • We want to know that this is valuable (or not)

    Willing to help out as long as you’re willing to participate – when to reach out
    How do we get information back to this group
    What would you like to see regarding the results of these experiments
    Data, successes, failures, new hypotheses based on results, etc.