Accelerating Leadership Development Through the Power of and

  • Slides: 16
Download presentation
Accelerating Leadership Development Through the Power of “and” Margaret Seidler and Karl Johnson Minnesota

Accelerating Leadership Development Through the Power of “and” Margaret Seidler and Karl Johnson Minnesota OD Network October 5, 2010 Polarity Mapping is based on work by Barry Johnson, Ph. D, and Polarity Management Associates 0

Objectives • Learn about Critical Success Factors for Career Advancement • View those Factors

Objectives • Learn about Critical Success Factors for Career Advancement • View those Factors in a balanced way • Capitalize on Polarity Management® principles and methods to accelerate Career Advancement 1

The Magic Bullet… Values come in Pairs! And, if we fail to recognize this,

The Magic Bullet… Values come in Pairs! And, if we fail to recognize this, what makes us strong can also make us weak… 2

Polarities Paired values (often competing) that need each other over time in order to

Polarities Paired values (often competing) that need each other over time in order to achieve a greater purpose and Infinity and Is the ongoing nature of polarities… an energy system which is never ending. Based on the work of Barry Johnson, Ph. D and Polarity Management Associates 3

Career Stages and Typical Poles CEO Executive General Manager Director Vice President Manager Supervisor

Career Stages and Typical Poles CEO Executive General Manager Director Vice President Manager Supervisor Individual Contributor Foster Strategic Viewpoint Communicate Vision Foster Innovation Collaborate for Success Build Engagement Drive the Plan Achieve Goals Personal Awareness Direct Others Technical Proficiency 4

Your Strength becomes a Weakness without both Parts of the Pair Because I value

Your Strength becomes a Weakness without both Parts of the Pair Because I value these positive results So I have a blind spot about these positive results Preferred Leadership Value and Due to my blind spot, I end up down here getting these Other Value in Pair I also fear and want to avoid these negative results 5

Ongoing Balance to get the Positives of Both Viewpoints Greater Purpose Statement (GPS) -

Ongoing Balance to get the Positives of Both Viewpoints Greater Purpose Statement (GPS) - why balance this polarity? * To Be an Effective Leader Values = positive results of focus on the left pole Values = positive results of focus on the right pole • Seen as approachable – connected to employees • Viewed as open, respectful and willing to learn from others • Interested in considering others’ thoughts/ideas • Have a self-assured presence – employees want to connect • Viewed as competent – employees seek to connect • Comfortable with sharing own thoughts/ideas – “open seas” Humility Confidence • Have no presence – invisible to employees, peers, colleagues • Viewed as lacking the competence to provide clear direction • Reluctant about sharing thoughts/ideas • Seen as arrogant – disconnected from employees • Viewed as closed, disrespectful and unwilling to learn from others • Indifferent about considering others’ thoughts/ideas Fears = negative results of over-focus on the left pole to the neglect of the right pole on the right pole to the neglect of the left pole Deeper Fear from lack of. Leader To Be an Ineffective balance Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants 6

Polarity Management® Map Action Steps How will we gain or maintain the positive results

Polarity Management® Map Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? A. Ask questions, especially about what others think B. In staff discussions, speak less or not always first C. Summarize others comments D. Hold employee forums to ask how things are going and to get ideas E. Share credit for successes Greater Purpose Statement (GPS) - why balance this polarity? * To be an Effective Leader ** Values = positive results from focusing on the left pole • Seen as approachable – connected to employees • Viewed as open, respectful and willing to learn from others • Interested in hearing others’ thoughts/ideas Values = positive results from focusing on the right pole • Have a self-assured presence – employees want to connect • Viewed as competent in providing clear direction • Comfortable sharing thoughts/ideas and Humility Confidence Early Warnings*** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. A. More assignments not taken seriously ignored B. Employees begin to “work around” C. Excluded from meetings D. Staff makes key decisions for you and without you E. Thinks without ever sharing thoughts Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? A. Establish operating Ground Rules for senior team B. Set goals, expectations C. Speak up when direction is needed D. Manage by “Walking Around” E. Hold employee forums to review performance for accountability Early Warnings • Have no presence – invisible to employees, peers, colleagues • Viewed as lacking the competence to provide clear direction • Shy about speaking up to offer thoughts/ideas • Seen as arrogant – disconnected from employees • Viewed as a closed, disrespectful, unwilling to learn from others • Indifferent about hearing others’ thoughts/ideas Fears = negative results from overfocusing on the left pole to the neglect of the right pole Fears = negative results from overfocusing on the right pole to the neglect of the left pole Deeper Fear lack of Failure as from a Leader balance Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. A. People stop talking when she enters the room B. Gain a reputation as a “know-it-all” C. More decisions made without staff input D. Fewer suggestions offered E. Complaints about feeling excluded 7

Balance and Career Advancement CEO Executive General Manager Director Vice President Manager Supervisor Individual

Balance and Career Advancement CEO Executive General Manager Director Vice President Manager Supervisor Individual Contributor Foster Strategic Viewpoint Communicate Vision Foster Innovation Collaborate for Success Build Engagement Drive the Plan Achieve Goals Personal Awareness Direct Others Technical Proficiency 8

Polarity Management® Map Action Steps How will we gain or maintain the positive results

Polarity Management® Map Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? A. First Action Step B. Second Action Step C. Third Action Step Greater Purpose Statement (GPS) - why balance this polarity? * Lead through Others ** Values = positive results from focusing on the left pole • Clear way forward • Fast decision making • Unambiguous roles and process; right people making the right decisions Directive Values = positive results from focusing on the right pole • Well-informed decisions made through widespread input • High ownership leading to solid sustainability • Wealth of fresh perspectives and new ideas and A. First Early Warning B. Second Early Warning C. Third Early Warning How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? A. First Action Step B. Second Action Step C. Third Action Step Participative Early Warnings*** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. Action Steps Early Warnings • Ill-informed decisions made through limited or no input • Low ownership leading to poor sustainability • Lack of fresh perspectives and new ideas • Confusion about “where to go from here” • Slower decision making • Roles and processes are unclear; wrong people make the wrong decisions Fears = negative results from overfocusing on the left pole to the neglect of the right pole Fears = negative results from overfocusing on the right pole to the neglect of the left pole Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. A. First Early Warning B. Second Early Warning C. Third Early Warning Deeper. Leadership Fear from lack of Poor balance Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants 9

Balance and Career Advancement CEO Executive General Manager Director Vice President Manager Supervisor Individual

Balance and Career Advancement CEO Executive General Manager Director Vice President Manager Supervisor Individual Contributor Foster Strategic Viewpoint Communicate Vision Foster Innovation Collaborate for Success Build Engagement Drive the Plan Achieve Goals Personal Awareness Direct Others Technical Proficiency 10

Polarity Management® Map Action Steps How will we gain or maintain the positive results

Polarity Management® Map Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? A. First Action Step B. Second Action Step C. Third Action Step Greater Purpose Statement (GPS) - why balance this polarity? * Sustainable Growth Values = positive results from focusing on the left pole ** • Focus on core work • Alignment of processes, systems, and structures • Clear leadership roles Execution Values = positive results from focusing on the right pole • Focus on customers • Awareness of competition and industry trends • Wealth of fresh perspectives and new ideas and A. First Early Warning B. Second Early Warning C. Third Early Warning How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? A. First Action Step B. Second Action Step C. Third Action Step Innovation Early Warnings*** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. Action Steps Early Warnings • Lack of focus on customers • Lack of awareness of competition and industry trends • Insular thinking that excludes external stakeholders • Lack of focus on organization’s core competencies • Blind to employee needs and culture • Lack of alignment with organization’s infrastructure Fears = negative results from overfocusing on the left pole to the neglect of the right pole Fears = negative results from overfocusing on the right pole to the neglect of the left pole Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. A. First Early Warning B. Second Early Warning C. Third Early Warning Deeper Fear from lack of Lose Competitive Advantage balance Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants 11

Polarities in our Lives Where polarities exist • Personal and leadership preferences o Strengths

Polarities in our Lives Where polarities exist • Personal and leadership preferences o Strengths can become our weaknesses • Organizational values, even vision can be described in polarity terms • Group dynamics • Organization issues • Community issues • State, national and global policies 12

Additional Uses of Polarity Management • • • Handling chronic, complex issues Change management

Additional Uses of Polarity Management • • • Handling chronic, complex issues Change management Conflict resolution Negotiation Diversity Emotional Intelligence: intra and interpersonal • Leadership or organizational assessment • Coaching • Team development 13

Polarity Management • Converts intuitive wisdom into explicit understanding and action • Brings clarity

Polarity Management • Converts intuitive wisdom into explicit understanding and action • Brings clarity to leadership complexity and dilemmas • Minimizes the need for constant attention • Provides a system of on-going maintenance • Results in top performance • Can see the WHOLE picture more easily 14

Thank You! Margaret Seidler Polarity Management Master www. mypowersurge. com margaret@margaretseidler. com (843) 573

Thank You! Margaret Seidler Polarity Management Master www. mypowersurge. com margaret@margaretseidler. com (843) 573 -3485 Karl Johnson University of Minnesota www. csom. umn. edu karlj@umn. edu (612) 626 -5366 15