Purposeful Leadership Module 3 Balancing Structure and Freedom
Purposeful Leadership – Module 3 Balancing Structure and Freedom (: 75) On headset with working mic No headset, using chat box
Purposeful Leadership and Personal Accountability Emotional Intelligence Balancing Structure and Freedom Leading Change Coaching Opportunities Hard Conversations They build on each other, AND they stand alone 2
The Leader’s Dilemma To provide structure and focus To allow maximum freedom 3
Learning Objectives • Identify the different ways to engage teams and the tradeoffs to each approach • Identify how one organization attempted to balance providing structure and freedom 4
Agenda Who’s here and where are we going? (: 10) 6 Ways to lead • • Breakout (: 10) Main room discussion (: 10) Min specs • • Model (: 10) Example (: 05) Andy’s dilemma • • Breakout (: 10) Main room discussion (: 10) Summary (: 10) 5
6
Writing on whiteboard in breakout rooms Breakout Discussion 1. In your breakout group, …. . 2. Read the quote and …. . 3. Summarize your thoughts using …. . Once you are in your breakout room and the instructions slide is pushed out, you will see a menu like above where you can navigate to a blank page and enter group discussion Notes. Use this same menu to go back and forth between the instructions slide and your “notes” page. 7
Writing on whiteboard in breakout rooms 1. In your breakout group, …. . 2. Read the quote and …. . 3. Summarize your thoughts using …. . Click on the drop down menu then pick the blank page you want to go to jot down thoughts/notes. 8
Ways to Lead/Influence Approach Pro’s Authority Speed Expertise Charisma/ Personality Barter Relationship w/w Vision/Idea w/w/w Speed Confidence Speed Fun/Energy They show up (minimum effort) Follow thru; No stress/wasted energy Follow thru, commitment over time; sustainability Con’s Compliance at best Over time resistance May be wrong; No alternatives examined; Over time arrogance “Empty suit”; in and out groups; may be wrong Overused, can be insulting Takes time to build; Requires give and take Takes more time; values will be tested; baggage 9
Ways to Lead/Influence Approach Pro’s Authority Speed Expertise Charisma/ Personality Barter Relationship w/w Vision/Idea w/w/w Con’s Compliance at best Over time resistance May be wrong; No Go fast to go slow “Empty suit”; in and out Speed alternatives examined; slow Confidence Go fast, to go Over time arrogance Speed Fun/Energy They show up (minimum effort) groups; may be wrong Overused, can be insulting Go slow to go fast Takes time to build; Follow thru; give and take No stress/wasted Go energy fast, to go. Requires slow Follow thru, commitment Takes more time; values over time; sustainability will be tested; baggage 10
Breakout Discussion In reviewing the 6 Ways to Lead video, what did you notice about the approaches you use when engaging the teams you lead? What questions / observations / insights did this video create for you? Take : 10 to discuss and capture your thoughts on the whiteboard page in your breakout room Have someone ready to summarize when we come back to the main room 11
“Min Specs” “The few critical boundaries, guidelines, rules, requirements people must stay within as they work together to live out their purpose. ” 12
Engaging Others ? n he W 1 W he ? re ? w o H ? W ? 2 ? ? Leader driven Leader and team discuss real boundaries/ requirements/ constraints t? ha W W Leaders Clarify/Offer ? hy ? o h ? 3 ? Team selforganizes Team driven 13
Engaging Others 1 What? Why? When? 2 Where? Who? 3 How? ? ? ? ? Leaders Clarify/Offer Leader driven Leader and team discuss real boundaries/ requirements/ constraints Team selforganizes Team driven 14
Engaging Others 1 What? Why? When? 2 Where? Who? 3 How? ? ? ? ? Leaders Clarify/Offer Leader driven Leader and team discuss real boundaries/ requirements/ constraints Team selforganizes Team driven 15
3 Key Team Behaviors/ Agreements Being candid and loyal to the absent I avoid gossiping (e. g. , I don’t bad mouth someone “not in the room” and I encourage others to refrain likewise. ) I don’t deliver messages For others and if I have a beef with someone, I talk to them directly. 4 Team before personal: I put the team/organization’s goals before my own. If someone has an idea that’s working better than my own, I offer my time, budget, resources to help them succeed. Transparency: I am completely open in sharing my thinking and information I have at any given moment. If I disagree, I bring it up in the meeting vs. in the hall, and I do it agreeably. I model the behavior of “If I have more information than you, I am obligated to share it. If it seems you have more than me, I am obligated to ask. ” 1 2 3 4 16
“Want to know our secret? In 1998 we put into place one simple spiritual principle. We call it the 24 hour rule. If I have a problem with you, I promise to go to you to ‘face it, solve it and forget it. ’ We do not talk about people behind their backs. That’s our solemn agreement. ” Former female VP at Redken, reflecting on what helped them turn around their business 17
Girl Scout Min Specs? • Girl-Led • Learn By Doing • Cooperative Learning 18
Use “Min Specs” to organize efforts Hunterdon Hospital – Community Service Work • Up to ½ day/week – something you care deeply about • Cannot do anything illegal • Take funds on your own, just post for others to see 19
Can you think of processes, procedures/programs at your location that a “min specs” approach might be a better way to go? 20
Breakout Discussion In the Andy’s Dilemma story, we see how a leader chose to engage his people and how they designed their organization to tackle the issue of “balancing structure with freedom”. What did you find interesting in this story? Take : 10 to discuss, and if you wish, take notes on your whiteboard. Assign someone to summarize in the main room. 21
Suggestions… 1) Remember to be firm and clear about the “What” and “Why” and where you can be flexible is around the “How” 2) When offering a bold vision to a group, know that it will scare some, and be empathetic to that, but don’t compromise to try and make it “comfortable” for everyone. 3) Use the Engaging Others model on slide 15 to help you remember to provide a “why” and stay out of the “how”. 22
Closing thought… “In my 30 years of consulting, I have yet to see an organization client-system that was not overmanaged” ~ Jack Gibb 23
Questions? Comments? 24
- Slides: 24