Developing collaborative leadership context consulting

MaRS Best Practice Series

Developing Collaborative Leadership

Mary Stacey M.A.
Context Management Consulting Inc.
October 2009

Hosted by MaRS in partnership with Kingbridge
Additional support by CIBC
2009 Context Management Consulting Inc.

Welcome – Two Interactive Sessions

– Today’s Agenda – Developing Collaborative Leadership
– December 2 – Building 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.


Developing Collaborative Leadership

What we will cover
– the relational dimensions of collaboration
– leadership practices that build collaboration

What we won’t cover
– collaborative technologies
– social media

Organizations function best when committed people work in
Organizations function best when committed people work in
collaborative relationships based on respect.
collaborative relationships based on respect.
Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009
Henry Mintzberg, HBR Rebuilding Companies as Communities, 2009


Evolving Toward Collaborative Leadership

How Successful Leaders Shaping Our Futures How Leaders of Government,
Transform Differences Through Conversations Business and Non-Profits Can
into Opportunities That Matter Tackle Today’s Global
Challenges Together

Leadership is the biggest swing factor in the success of companies
Leadership is the biggest swing factor in the success of companies
once they are an idea worth doing
once they are an idea worth doing
John Hamm, 2009 Endeavor Entrepreneur Summit
John Hamm, 2009 Endeavor Entrepreneur Summit


Scale Yourself – Scale Your Enterprise?

“Leaders who scale do so because
they take deliberate steps to confront
their shortcomings and become the
leaders their organizations need them
to be.”

John Hamm, Why Entrepreneurs Don’t Scale (Harvard Business Review, 2002)


What deliberate steps?

Robert Kegan Bill Torbert Joiner & Josephs McGuire & Rhodes
In Over Our Heads Action Inquiry Leadership Agility Transforming Your
(1995) The Secret of Timely (2007) Leadership Culture
& Transforming Leadership (2009)
(2004)

We’ve found that the level of personal development of the CEO ad
We’ve found that the level of personal development of the CEO ad
his/her senior advisors can have a critical impact on the success of
his/her senior advisors can have a critical impact on the success of
organizational change efforts and, in turn, on the company’s ability to
organizational change efforts and, in turn, on the company’s ability to
thrive in an ever-more complex business environment.
thrive in an ever-more complex business environment.
Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005)
Torbert & Rooke, Seven Transformations of Leadership (Harvard Business Review, 2005)


Developmental View of Leadership

Concerned with meaning making that
influences perspective & behavior

Differentiated from trait theories,
preferences, life stage, cultural
identification

Center of gravity - Action-Logics that
develop in a predictable pattern through
the lifespan

Expansion of capacities through
experience, personal practices, formal
education that challenges assumptions,
life crises.

Kegan, 1982, Torbert, 1991; Torbert & Associates, 2004; Torbert and Rooke, 2005Joiner & Josephs, 2007,
McGuire & Rhodes, 2009

Developmental Transformations

Transcend
and
Include

Adapted from Harthill UK


LEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK
Alchemist
1% Managers
A Strategist
C
4% Managers
T
I
O Catalyst/Individualist
N 10% Managers
Achiever
L
O 30% Managers
G
I Expert
C
38% Managers
S Diplomat
12% Managers
Opportunist
5% Managers

Action Inquiry: Transforming Leadership in the Midst of Action (Torbert & Associates, 2004)


It’s not easy – One Alchemist in ‘Fallback’

“The waiter brought out another
unidentifiable course of something
that looked rubbery and raw to him.
Time crawled more slowly with each
course. He had been counting and
the number of courses now
exceeded ten. He tried to make up
for his culinary lapses with witty,
self-deprecating conversation about
business . . . but he knew he was
disgracing himself. Even in the
middle of the bonfire of
embarrassment he could not help
but think longingly of hamburgers.”


A Lifelong Process
Catalyst

x

Expert

Opportunist

x
x
x
Diplomat
Achiever Strategist



Two Main Drivers of Transformation

• Negative association with current Action-Logic
– frustration or boredom
– disillusionment
– recognition of limitations

• Positive attraction to later Action-Logic
– experiencing a taste of the next stage
– desire to close the capacity-behavior gap


Developmental Strands
Expert Achiever Individualist Strategist
Action-Logic Action-Logic Action-Logic

Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts.
Development is messy. We experience unintentional ‘fallbacks’. We create intentional downshifts.

The colored lines represent the many aspects of how we make meaning. Examples might include how II relate to rules, how
The colored lines represent the many aspects of how we make meaning. Examples might include how relate to rules, how
important being liked is to me, what II feel about feedback, what II do about feedback, how much II think about the future,
important being liked is to me, what feel about feedback, what do about feedback, how much think about the future,
whether II have a personal practice etc. Each darker continuous line shows a separate current meaning making strand of a
whether have a personal practice etc. Each darker continuous line shows a separate current meaning making strand of a
single person. We would describe this person as ‘making meaning at the achiever stage’, yet a closer look reveals there are
single person. We would describe this person as ‘making meaning at the achiever stage’, yet a closer look reveals there are
some strands that have not yet reached the achiever stage and some have developed beyond it. This person may most need
some strands that have not yet reached the achiever stage and some have developed beyond it. This person may most need
to work with the strands that currently reach no further than diplomat or expert, or they may want to explore those that are
to work with the strands that currently reach no further than diplomat or expert, or they may want to explore those that are
situated in the post-conventional stages (which are convention aware and convention creating).Adapted from Harthill UK
situated in the post-conventional stages (which are convention aware and convention creating).


Identifying your Action Logic
Leadership Development Profile (LDP)

The 7 Key Action Logics

Self Others’
Assessment Perception


Nam e: A n n a S a m p le L e a d e rs h ip D e v e lo p m e n t P ro file

S e n te n c e s s c o re d
S ta g e D is tr ib u tio n o f y o u r s e n te n c e s
a t e a c h s ta g e

Im p u lsive Im pulsiv e

O p p o rtu n ist O pportunist

D ip lo m a t 5 15 23 24 33 D iplom at

E xp e rt 7 18 19 20 21 22 32 E x pert

1 3 4 6 8 9 10 11 12 13
A ch ie ve r 14 17 25 27 28 29 30 31 A chiev er
34 35 36

In d ivid u a list 2 16 26 Indiv idualist

S tra te g ist S trategist

A lch e m ist A lchem ist

Iro n ist Ironist

0 4 8 12 16 20 24
D ate scored: 01 F ebruary 2005
N u m b e r o f s e n te n c e s s c o re d a t e a c h s ta g e
P rofiler: EB
P rofile N o: 2005

Harthill Leadership Development Profile (LDP) based on Washington University SCT,
one of the most thoroughly researched and validated instruments, based on 30 years
of testing. LDP profiled on 8000+ managers. Adapted from Harthill UK


Development Example: Expert
• Consolidating
– Get feedback from respected sources
– Seek opportunities to mentor others

• Transforming
– Consider the big picture, responsibility for broader corporate
goals
– Emphasize taking on ‘informal leadership’ roles


Development Examples: Achiever
• Consolidating
– Self development opportunities in relation to getting results
– Facilitative, strategic and results oriented leadership approach

• Transitioning
– Mentoring or coaching – opportunities to reflect
– Complex opportunities where positional power is reduced and
influence more important


Action Inquiry - a collaborative leadership practice

Action: doing something (e.g. physically,
verbally)
Inquiry: reflecting and questioning (e.g. in
your own mind, or in conversation
with others)

Collaborative Conversations:
• Using Speech Acts
• Exercising Power


Leadership Conversations – Balcony View
Conversation
Conversation

Choice Point:
Dialogue What kind of Discussion
Inquiry Conversation? Action
Assumption-testing Problem Solving
Shared Understanding Decision making

Conviviality Debate
“Coffee chat” “I win-You lose”


Leadership Conversations – Balcony View
Conversation
Conversation

Choice Point:
Dialogue What kind of Discussion
Inquiry Conversation? Action
Assumption-testing Problem Solving
Shared Understanding Decision making

What speech acts do I use?
How am I exercising power?
How do I respond to feedback?
Conviviality Debate
“coffee chat” “I win-You Lose”


Developing Effectiveness in Pivotal Conversations
Conversation Transcript (4x4) Your Unspoken Thoughts and Feelings

An exercise where you can:

• discover how your preferred & habitual
conversation ‘moves’ may be limiting
your effectiveness in strategic
conversations.

• develop your conversational leadership
capacity

• establish a common practice that can
accelerate your team’s development


Exercising Power: Building Trust & Collaboration

Assertive Power Accomodating Power
Unilateral intention Passive
Assert own views & needs Conform to others’ views & needs

Power Style Profile:
• When I disagree, I am forthright in saying what I believe
• I find diverse perspectives more energizing than uncomfortable
• I usually use subtle ways to let others know what I need

Adapted from Joiner


Exercising Power: Trust & Collaboration

Assertive Power Accomodating Power
Unilateral intention Passive
Assert own views & needs Conform to others’ views & needs

V
Collaborative Power

• Situationally balances assertive & accomodative power
• Intention is to develop a solution that takes multi-stakeholder priorities
into account – including self – for mutually transforming and more
sustainable outcome

Adapted from Joiner


A note about vulnerability

Staff members awareness that the CEO and senior managers are facing the
Staff members awareness that the CEO and senior managers are facing the
same vulnerabilities, uncertainties, and experiments as they are can become
same vulnerabilities, uncertainties, and experiments as they are can become
a potent force for widespread buy in and collaboration
a potent force for widespread buy in and collaboration
Torbert and Rooke, 2004
Torbert and Rooke, 2004


Summary

• Research: leaders who can facilitate collaboration create more
sustainable enterprises
• Learn about and develop your centre of gravity to ‘scale yourself
while scaling your enterprise’
• Leadership development in the context of human development
meets evolving complexity & interdependence
• Action Inquiry develops your capacity to be a more collaborative
leader
– Simple collaborative practices to exercise power, build trust,
create conversations, respond to feedback
– Facilitate deeper collaboration in every relationship


Resources

Seven Transformations of Leadership by David Rooke and Bill Torbert, Harvard Business
Review (April 2005)

Action Inquiry: The Secret of Timely and Transforming Leadership by Bill Torbert and
Associates (Berrett Koehler, 2004)

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)

Action Learning: Addressing Today’s Business Challenges While Developing Leaders for
Tomorrow, Mary Stacey (Context Whitepaper, 2008)

Power Inventory
http://www.leadershipagility.com/assess_style.phpS

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