changing campus: adaptive leadership dr tanveer ahmed psychiatrist and author
TRANSCRIPT
Changing World
more interdependent
challenge to innovate
difficult to know what to keep from the past
defining purpose paramount
Connect to Purpose
articulate your deepest values
exercise leadership for something you care about
the change may need to occur elsewhere
Adaptive Problems
more and more problems are adaptive
most of us more used to technical problems
adaptive leadership is more about marshalling stakeholders
Some Adaptive Characteristics
change that enables capacity to thrive
build on past rather than jettison the past
experimentation
diversity- nature is like a fund manager!!
new adaptations displace, rearrange
time
Leadership, Authority, Management
leadership as a verb
“Some leaders cannot manage...some managers cannot lead.”
there is an overlap eg project, delegation, organisational change
“You cannot manage men into battle. You manage things; you lead people.” General Shwarzkopf (US Army)
“Underperforming organisation are usually overmanaged and under led.” Jack Welch, CEO General Electric
“Management is doing things right; leadership is doing the right things.” Peter Drucker
Diagnose Adaptive Challenge
dependence on authority
competing committments
speak the unspeakable
work avoidance
Political Landscape
Identify Stakeholders
Loyalties
Values
Losses at Risk(Identity, Security, Reputation etc)
Hidden Alliances
Qualities of Adaptive Worlplaces
elephants in the room are named
responsibility is shared
independent judgement is expected
leadership capacity is developed
reflection and continuous learning are institutionalised
Know Your Tuning
know your triggers
hungers and carrying water:
eg power and authority, affirmation and importance, intimacy and delight
Broaden BandWidth
your repertoire of technique
must teach old dog new tricks
understand your roles- parent, manager, friend, teacher
?role conflict
identify your scope of authority
Articulate Purpose
prioritise purpose
story you tell yourself
keep purpose alive- physical reminders, rituals,
integrate ambitions and aspirations
Avoid Common Traps
going blind and deaf
becoming a martyr
appearing self righteous
being self appointed chief purpose officer “Sometimes a cigar is a cigar” Freud
Engage Courageously
get past the past
watch for gaps between words and action
stay in the present
identify loyalties you need to refashion
conduct needed expectations
create rituals for refashioning ancestor loyalties
fo
What Makes A Tough Decision?
close call
known vs unknown
doing the right thing would incur significant losses
several of your values are in conflict
Thrive
grow your personal support network
find confidants
satisfy hungers outside work
anchor yourself in multiple communities
create sanctuaries
renew yourself