Leading with Authenticity in Challenging Times HRDQ July 25, 2018

Transcription

1 Leading with Authenticity in Challenging Times HRDQ July 25, 2018 Kerry A. Bunker, PhD Mangrove Leadership Solutions Topics for today: The demand for authentic change leadership Missing ingredients for leadership in tumultuous times Lessons learned from large-scale interventions Balancing paradoxical skills of authentic change leadership Getting started in your organization 1

2 What you may be hearing around you: We have been living through constant change and uncertainty There is a tremendous amount of ambiguity about key aspects of (fill in the blank) Everyone is running as fast as they can while attempting to do more with less Yet many seem more compliant than committed to where we are going Leadership hasn t always handled the human and emotional issues effectively Talent is taken for granted because our people don t have options right now But key people are frustrated and may opt out when the timing is right We have endless means of communicating but we aren t really connected We are more skilled at planning change than engaging our people to implement it We need to improve at learning and change if we want to survive and thrive Poll Do the above statements resonate for your context? Not really Several are fairly descriptive About half are true Most of them sound pretty familiar Organizational Change and Transition THE STRUCTURAL SIDE THE PEOPLE SIDE Reorganizing Visioning Letting Go Sense of Loss CHANGE Rethinking AUTHENTIC LEADERSHIP TRANSITION Bouncing Back Restructuring Learning Anew 2

3 Surface Changes Emotional Impact on People Demands for New Learning What They Must Unlearn and Let go of Deep Stuckness C At the end of the day It all comes down to learning! Emotions Commonly Associated with Powerful Learning Experiences Frustration Pain Stress Anxiety Discomfort Overwhelmed Uncertainty Fear Tension Excitement Challenge Growth Accomplishment Over-coming Pride Reward Appreciation Success 3

4 If you want to lead people somewhere new You need to meet them where they are Communicate, Communicate, Communicate Connect, Connect, Connect C The bottom line: The process of crafting a resilient and learningful workforce requires authentic emotional leadership from a critical mass of executives who understand the links between emotions, vulnerability and learning 4

5 Brene Brown *Feeling Vulnerable and Uncomfortable is Not Just Okay - It s Part of the Process It it were easy we would all be doing it! Superhuman yet just like me Tough and Empathetic Courageous and Vulnerable Passionate and Compassionate Pillars of Strength and Regular Folks Self-Reliant and Trusting of Others Change Agent and Conserver of the Past Poll What grade would people assign to leaders in your context relative to demonstrating authenticity and leading with emotional intelligence on the human side? A (Among the very best) B (Definitely above average) C (Some of our leaders do well but ) D (Way below average) F (They don t have a clue) 5

6 The Leadership Gap: I fear we are in danger of losing our way when it comes to authentic leadership and trust. We must not allow expressions of openness, vulnerability and connection to become a risky proposition. Lessons from large-scale interventions: Leveraging a model for balancing the paradox of change leadership Creating a safe environment to explore real impact on real people Wading in the water - Practice being emotionally open and honest with peers and colleagues A recognition that others are in the same state Recreating trust around openness, learning and personal resilience Trust in The Balance A Model for Authentic Leadership in Times of Transition Leading Through Transitions. Copyright 2010 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. 6

7 STRENGTH EMOTIONAL COMPETENCE COMMITMENT RESILIENCY Leadership demands we were emphasizing in our work Coping with Transition Realistic Patience Being Empathetic Realism/ Openness Trusting Others Going Against the Grain Capitalizing on Strengths Self Reliance The paradoxical demands of traditional leadership Optimism Being Tough Sense of Urgency Catalyzing Change 7

8 Realistic Patience Sense of Urgency Sense of Urgency An action person. Always looking to start the action and keep things rolling. Moves on issues quickly and pushes others to work at a rapid pace. Wants to get things done. Realistic Patience Appreciates that people learn and cope with change differently and does not judge them based on his/her own style, preferences, or capabilities. Allows others the time and space to keep up. Too Much Sense of Urgency Insistent, pressuring Runs ahead of plan Everything a priority Impersonal Blocks resistance Pushes too hard Realistic Patience Doesn t listen well Won t acknowledge loss Hides own feelings Gives up on people Generates fear Fosters resistance Too Little ERODED 8

9 Sense of Urgency Not committed to change Yields to resistance Reluctant to push others Indecisive and uninspiring Has conflicts with culture Not enough progress Too Little Too Much Realistic Patience Soft on people issues Can be manipulated Fails to implement changes Doesn t inspire people Frustrates those who are ready Loses support from above ERODED Coping with Transition Realistic Patience Being Empathetic Being Tough Sense of Urgency Catalyzing Change Capitalizing on Strengths Self Reliance Optimism Realism/ Openness Trusting Others Going Against the Grain 9

10 Authentic Leadership Paradox Wheel CAPITALIZING ON STRENGTHS COPING WITH TRANSITION SELF-RELIANCE Overdone OPTIMISM BEING TOUGH Underdone REALISTIC PATIENCE About the right emphasis BEING EMPATHETIC REALISM/ OPENNESS SENSE OF URGENCY ING OTHERS CATALYZING CHANGE GOING AGAINST THE GRAIN Ideal Wheel Underdone Overdone Authentic Leadership Paradox Wheel CAPITALIZING ON STRENGTHS COPING WITH TRANSITION SELF-RELIANCE REALISTIC PATIENCE OPTIMISM BEING TOUGH BEING EMPATHETIC REALISM/ OPENNESS SENSE OF URGENCY ING OTHERS CATALYZING CHANGE GOING AGAINST THE GRAIN Ideal Wheel Underdone Overdone Poll Which of these five pairs of leadership attributes are most out of balance in your organizational context? Catalyzing Change Vs. Coping with Transition Being Tough Vs. Being Empathetic Optimism Vs. Realism/Openness Self Reliance Vs. Trusting Others Capitalizing on Strengths Vs. Going Against the Grain 10

11 Getting Started in Your Organization Packaged Materials for 1 and 2-Day Facilitated Learning Leading Through Transitions. Copyright 2010 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. Day One Two-Day Agenda Introduction to Leading in Times of Change and Transition Effective/Ineffective Leadership Activity Timeline Exercise Life Journey Essential Principles of Authentic Leadership My Perspective Story Sharing Day Two Two-Day Agenda Resiliency: Bouncing Back from Adversity Introduction to the Authentic Leadership Paradox Wheel Organizational Assessment Self Assessment Applying the Process: Development Planning Small Group Consulting on Individual Goals 11

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