Leadership Isabs

ISABS ROLE IN LEADERSHIP BUILDING

Managers and Leaders (1) • William James in the beginning of the last century distinguished between “onceborns,” and “twice-borns” • Zaleznik in 1977 made a distinction between mangers as “once-borns” and leaders as “twice-borns” • In the Ancient Indian tradition, the concept of “dwij” (twice-born) is an important one • Bennis & Thomas suggested that the leaders are shaped by “crucibles”, implied in the Indian concept of “dwij”

Managers and Leaders (2) (Culled from James & Zaleznik) Managers (once-Born)

Leaders (twice-born)

Adjustments to life have been Life is marked by a continual straightforward struggle to attain some sense of order The sense of self derives from The sense of self derives from a feeling of being at home and a feeling of profound in harmony separateness Development through socialization, preparing the individual to guide institutions and to maintain the existing balance of social relations

Development through personal mastery, which impels an individual to struggle for psychological and social change

Managers and Leaders (3) (Culled from James & Zaleznik) Tend to adopt impersonal, if Adopt a personal and active not passive, attitudes toward attitude toward goals; are goals active instead of reactive, shaping ideas instead of responding to them Continually coordinate and Develop fresh approaches to balance opposing views to get long-standing problems and people to accept solutions to open issues to new options problems; act to limit choices Build competence, control, and balance of power

Create inspiration, vision, and human passion

Managers and Leaders (4) (Culled from James & Zaleznik) Embrace process, seek stability Tolerate chaos and lack of and control, and instinctively try structure, and delay closure in to resolve problems quickly order to understand the issues more fully Rationality and control; Persistence, tough-mindedness, hard work, intelligence, analytical ability, and perhaps most important, tolerance and goodwill; a problem solver

Leadership is a psychodrama in which a brilliant, lonely person must gain control of himself or herself as a precondition for controlling others

Prefer to work with people

Are aloof and detached

Managers and Leaders (5) (Culled from James & Zaleznik) Attention to how things get Attention to what the events done and decisions mean to participants The need to seek out others The need to maintain a low with whom to work and level of emotional collaborate involvement in relationships Relate to people according to Relate in more intuitive and the role they play in a empathetic ways decision-making process Strive to convert win-lose into Attract strong feelings of win-win for reconciling identity and difference or of differences, and maintaining love and hate balances of power

Managers and Leaders (6) (Culled from James & Zaleznik) Communicate to subordinates Communicate indirectly, using “signals” directly to people instead of “messages

’message’

See themselves as Feel separate from their conservators and regulators of environment. They may work an existing order in organizations, but they never belong to them Moderate and widely Intensive one-to-one distributed attachments relationships (teacher) Make moderate identifications Establish, and also break off with parents

Features of Great Companies (Collins) • First Who … Then What • The Stockdale Paradox. An unswerving faith in long-term success with the discipline to confront the most brutal facts about their current situation • A Culture of Discipline. Combine high personal discipline with high individual autonomy and entrepreneurial behaviour • Technology Accelerators. Technologically savvy but never technologically driven • The Flywheel. A process in which changes, both small and large, build upon one another • The Hedgehog Concept. Focus on one big purpose above all else, with three big components: becoming the best in the world at what they do; doing work about which people are passionate; and articulating a solid rationale for making money over the long haul

Characteristics of Leaders (Collins) Level 5 Leaders are self-aware and self-reflective; handling their “forks in the road” decision points; swift in their decisions and actions Personal Humility: • Shuns public adulation • Acts with quiet determination • Channels ambition into the company • Looks out the window for success Professional Will: • Demonstrates stoic resolve •Uncompromising standards • Purges out the unsuitable • Looks in the mirror for poor results

Characteristics of Leaders (B&T) Neoteny: The retention of childlike attributes into adulthood like: • sensitivity • curiosity • creativity • humor • wonder • joy • imagination • playfulness Adaptive Capacity: •Hardiness •First-class noticer • Learning learning •Proactively seizing opportunities • Creativity Engaging Others by Creating Shared Meaning: •Encouraging dissent •Empathy • Obsessive communication Voice: •Purpose • Self-awareness, Self-confidence • EQ Integrity: •Ambition • Competence • Moral Compass

ERAS & LEADERSHIP (Bennis & Thomas)

• Eras are important for leadership styles • The eras are characterized by defining events, and may occur every twenty years or less • The era in which we grow into maturity remains an important force throughout our lives

Era-based Differences (Bennis & Thomas)

Geezers

Geeks

Analog

Digital

Linear

Nonlinear

Maps

Compasses

Mechanics

Living systems

COP (command, order, predict)

ACE (align, create, empower)

LEADERSHIP CRUCIBLES (Bennis & Thomas)

“Crucible” is a transformational experience that sets a person on leadership road. The crucible serves a sort of ordeal or test. Surviving the test is an entry or initiation into the life of leadership.

LEADERSHIP CRUCIBLES (2) (Bennis & Thomas)

True leaders create meaning out of difficult events or relationships, while others may be defeated or even devastated by them. Through the crucible, leaders acquire new insights, new skills and new qualities of mind or character that make it possible to leap to a new, higher level.

Four Types of Crucibles(B & T) • Mentoring relationships

• Enforced reflection • Insertion into foreign territory • Disruption or loss

ISABS ROLE IN LEADERSHIP BUILDING • Creating Crucibles • Creating Group as a Resource • Facilitator Modeling • Building ISABS Community

CREATING CRUCIBLES • Foreign Territory • Disruption and Re-living out Pain • Self-confrontation and Exploration • Mentoring

CREATING GROUP AS A RESOURCE (Developing Social Intelligence)

• Group as Microcosm of Organisation • Insight into Group Dynamics • Understanding and Experimenting • Empathy Building and Facilitating

FACILITATOR MODELLING • Ownership without Possessing • Engagement without Involvement • Conceptualisation without Theorising

BUILDING ISABS COMMUNITY • Large Networking, Yahoo Group • Sharing Experiences and Insights • Neoteny: Openness and Experimenting • Fun and Friendship

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