crea 2011 creative leadership slides

Creative Leadership Skills for the 21st Century

CREA Conference 2011�Gerard Puccio, Laura Barbero Switalski, René Bernèche


Day One – Thursday

IBM Global CEO Study 2010 “CEOs told us they operate in a

world that is substantially more volatile, uncertain and complex. Many shared the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.” (p. 8)

IBM Global CEO Study Primary Findings

1. Today’s complexity is only expected to rise and more than half of the CEOs doubt their ability to manage it.


2. The most successful organisations co-create products and services with customers, and integrate customers into core processes.


3. Better performers manage complexity on behalf of their organisations, customers and partners.


4. Creativity is the most important leadership quality.

IBM Global CEO Study Creative Leaders…

Practice and encourage experimentation and innovation throughout their organisations.

Make deep business model changes to realise strategies.

Take calculated risks, finding new ideas and keep innovating in how they lead and innovate.

CEOs Experience with High Levels of Complexity

32 % increase

Embodying Creative Leadership Recommendations Going Forward

•  Embrace Ambiguity – Reach beyond silos – Exemplify breakthrough

thinking – Act despite uncertainty


•  Take Risks that Disrupt Legacy Models – Pilot radical innovations – Continually tweak models – Borrow from other

industries’ successes


•  Leapfrog Beyond ‘tried-and-true’ Management Styles – Strengthen your ability to

persuade and influence – Coach other leaders – Use a wide variety of

communication approaches

Life in the 21st Century Trends in society, business and education

Trends 1. Exponential increase in speed of life altering change In the 2,000 years before 1800 – 8 technical/social inventions

In the last 200 years, more than 25 life altering technical/social inventions Source: Henry (2001)

Trends 1. Exponential increase in speed of life altering change Between about 200 BC 1800 AD

Source: Henry (2001)

Trends 1. Exponential increase in speed of life altering change Between about 1800 & today

Source: Henry (2001)

Trends 2. Shorter Product Life Cycles

Trends 2. Shorter Product Life Cycles

Manufactured products are subject to fundamental redesign every 5 to 10 years

High-tech products every 6 to 12 months Source: Hunter & Schmidt (1996), Williams & Yang (1999)

Trends That was then…“Wrigley produced the same three flavors of gum for 59 years.”

This is now…“Motorola-heroic and innovative pioneer of cell phone at first, then scorned failure when it didn’t jump on digital phones, then reborn champion when it created the sleek RAZR, then goat once again when it couldn’t produce a successor, and finally a casualty of competition with its decision to unload its cell phone business completely.”

Colvin (2008, p. 146)

Trends 3. Changing Nature of Work

Trends 3. Changing Nature of Work

In 1991 expenditures Related to knowledge age surpassed industrial age

In 1900 less than 10% of US population worked in creative jobs In 2000 more than 30% of US population worked in creative jobs Source: Trilling & Fadel (2009); Florida (2002)

The Work Pyramid

Routine Work

(Done by People)

Routine Work

(Done by Machines)

Creative Work

In More Developed Countries

In Less Developed Countries

Source: Trilling & Fadel (2009)

Change in Skills Required at Work

1969 1998

+14%

+ 6%

- 4%

- 8%

Source: Trilling & Fadel (2009)

Complex Communication

Expert�Thinking Routine Manual Routine Cognitive

Welcome to the Innovation Age

“After the age of efficiency in the 1950s and 1960s, quality in the 1970s and 1980s, and flexibility in the 1980s and 1990s, we now live in an age of innovation” (Janszen, 2000, p. 3).

More than 70% of senior executives report that innovation is in their top three divers for growth. Source: McKinsey Quarterly (2008)

Bayer The corporate mission

statement, featuring the slogan “Bayer: Science for a Better Life,” summarizes the Group’s goals, strategies and values. In the future, Bayer will focus on innovation and growth in the areas of health care, nutrition and high-tech materials.

Southwest Airlines The mission of Southwest

Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.

Southwest Airlines To Our Employees We are committed to provide our

Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.

Siemens Mission A world of proven talent, delivering

breakthrough innovations, giving our customers a unique competitive edge, enabling societies to master their most vital challenges and creating sustainable value.

Values Responsible Excellent Innovative (Being innovative to create sustainable value)

Leadership in the 21st Century

Trends in Leadership

“Leadership is about managing change—whether you’re

leading a company or leading a country. Things change, and

you get creative.” Lee Iacocca

Where have all the Leaders Gone? (2007)

Leadership: It’s About Solving Complex Problems

•  Ill-defined: No single solution path – no right or wrong answer – thus allowing the problem to be defined in a number of ways.

•  Novel: Past experience and knowledge is not sufficient to resolve the present situation, adaptive responses are needed for new or changing situations.

•  Ambiguous: Gaps in information and/or a plethora of information of which only some is relevant.

CPS a Core Leadership Competency

“The available evidence indicates that creative problem solving may indeed represent an important influence on

leader performance”

Mumford et al. (2000)

46

A Model for the Development of Creative Change Leaders

Student of Creativity: Consciously Unskilled

Skilled Facilitator Consciously Skilled

Creative Change Leader: Unconsciously Skilled

Spectator: Unconsciously

Unskilled

Internalize what you have learned; become a life-long learner

Breadth of Impact

What You Do to Grow

Practice what you are Learning and apply in real-life settings

Begin to learn about CPS, psychological diversity, climate, and other aspects of creativity

What You Need to Grow

Awareness

Proficiency

Integration

©Puccio, Mance & Murdock (2011)

Some Qualities of Creative Leaders •  Believes in the creative capacity of all people and

communicates this expectation to others at work •  Open to ideas and different viewpoints •  Prone to question rather than tell •  Desire and ability to take in diverse data before making

decisions •  Enthusiasm, self-evident sincerity and intrinsic

motivation •  Sense of humor and playful •  Live happily with ambiguity

Parnes, 1985

Some Qualities of Creative Leaders •  Looks for the positive in people and ideas (also offers

political and resource support) •  Can remain on the sidelines •  Emotionally intelligent, expresses concern for others •  Models creativity to others, takes calculated risks •  Spontaneous, flexible, and accepting •  Ability to build groups, leverages style differences,

facilitates communication and exchange of ideas •  Recognizes and rewards creative efforts

Parnes, 1985

Checking Your Creative Imagination

Goal: Challenge yourself to write the three most creative sentences you can think of using the following three words:

• Round • Yellow • Sour (Note: all three words must appear in

every sentence you write)

Don’t Short Change Your Thinking: Quantity Leads to Quality

•  Scientists who have won the Nobel Prize publish, on average, 3.24 papers per year versus 1.48 by non-winners

•  Edison held 1,093 patents •  Einstein had 248 publications •  Mozart had well over 600 compositions •  J.S. Bach had more than 1,000 compositions to

his credit •  Picasso completed more than 20,000 works

51

Maximize Power by Increasing Options

•  One option does not provide a real choice. •  Two choice strategies force issues into

black and white.. •  More choices maximizes power as it allows

for greater flexibility and increases the probability of getting to the end objective.

Based on Karp, H. B. (1996). Change leadership: Using a Gestalt approach with work groups. San Diego: Pfeiffer & Company

Dynamic Balance: The Core to the CPS Process

Area of Discovery

Area of Discovery

Are

a of

Fam

iliar

ity

Divergent Thinking Guidelines: -  Suspend Judgment -  Go for Quantity -  Make Connections -  Seek Novelty

53

Dynamic Balance: The Core to the CPS Process

Area of Discovery

Area of Discovery

Are

a of

Fam

iliar

ity

Convergent Thinking Guidelines: -  Use Affirmative Judgment -  Consider Novelty -  Check Your Objectives -  Be Deliberate


Welcome Back – Day Two – Friday

Stages and Steps in the CPS Thinking Skills Model

Assess the

Situation

Implementation Stage

Exploring the Vision

Formulating Challenges

Exploring Ideas

Formulating Solutions

Exploring Acceptance

Formulating a Plan

The CPS Thinking Skills Model

Assess the

Situation

Implementation Stage

Exploring the Vision

Formulating Challenges

Exploring Ideas

Formulating Solutions

Exploring Acceptance

Formulating a Plan

Visionary & Strategic Thinking

Ideational & Evaluative Thinking

Contextual & Tactical Thinking

Diagnostic Thinking

CRS 614- Summer 2009

Thenewskill‐basedCPSframework

Step Purpose Thinking Skill

Assessing the situation

To describe and identify relevant data and to determine next process step

Diagnostic Thinking

Exploring the Vision To develop a vision of a desired outcome

Visionary Thinking

Formulating the Challenges

To identify the gaps that must be closed to achieve the desired outcome

Strategic Thinking

Exploring Ideas To generate novel ideas that address significant gaps/challenges

Ideational Thinking

Formulating Solutions To move from ideas to solutions Evaluative Thinking

Exploring Acceptance To increase the likelihood of success by testing solutions

Contextual Thinking

Formulating a Plan To develop an implementation plan

Tactical Thinking

CRS 614- Summer 2009

ThinkingSkillDefini9ons

Diagnostic Thinking Examining a situation closely & using this analysis to decide what process step to take next

Visionary Thinking Describing a vivid and concrete picture of the desired future

Strategic Thinking Identifying the critical gaps and the pathways that need to be followed to attain the desired outcomes

Ideational Thinking Producing original mental images & thoughts that respond to challenges or opportunities

Evaluative Thinking Assessing the reasonableness & quality of ideas in order to develop workable solutions

Contextual Thinking Understanding the interrelated conditions & circumstances that will support or hinder success

Tactical Thinking Devising a plan in specific & measurable steps for attaining a desired end & monitoring its effectiveness

LinkingCogni9ontoAffectDiagnostic Thinking Mindfulness

Visionary Thinking Dreaming

Strategic Thinking Sensing Gaps

Ideational Thinking Playfulness

Evaluative Thinking Avoid Premature Closure

Contextual Thinking Sensitivity to Environment

Tactical Thinking Tolerance for Risk Taking

Tolerance for Complexity, Openness to Novelty, and Tolerance for Ambiguity

Change: It Starts with a Compelling Vision

“The most important element in initiating change is the ability to formulate a clear ‘want’…your personal

power and self-interest are the primary driving forces

behind any change you initiate.”

Karp, H. B. (1996). Change leadership: Using a Gestalt approach with work groups. San Diego: Pfeiffer & Company

“Your effectiveness as a change leader is based on your willingness to be clear and unapologetic about what you want and to have the determination to go after it.”


Cartoon Storyboard A visual tool designed to develop a vision of a desired

outcome and to identify the potential blocks that need to be overcome in order to achieve the goal.

Diagnostic, Visionary & Strategic Thinking Mindfulness, Dreaming & Sensing Gaps

Cartoon Storyboard - Purpose Using the imaginative power of drawing, Cartoon Storyboard is a visual

tool that can help: •  Develop a vivid image of a goal / desired outcome (personal or for the

organization) •  Clarify the route to achieve it; and •  Identify key-challenges (potential blocks) that need to be overcome to

attain the goal.

It can be applied individually as well as within a group (by building on the images/stories provided by each individual).

Cartoon Storyboard- Directions 1.  Preparation: Draw six square boxes on a sheet of paper/ flipchart (landscape

position) and label them 1 to 6.

2.  Where are your going? Relax and get an image in your mind of a goal that you are trying to achieve: transport yourself forward in time to the point where you have achieved your goal successfully (What does it feel like? What is happening?). Draw in Box 6 a picture that conveys to you this situation.

3.  Where are you now? Bring your imagination back to present. Form a mental image that summarizes the

major elements of the current situation and draw it in Box 1.

4.  Intermediate turning points. Depict a sequence of four key-intermediate steps that lead you to successfully move from the current reality to the desired situation: draw the four key-scenes of the drama in Boxes 2-5.

5.  Potential Blocks. Spend some time to look at the sequence of pictures and think of what must be overcome in order to make this progression and achieve the desired goal. Write a word or brief phrase under each picture to show what might block the progression at that point: these are the key challenges you must overcome.

Cartoon Storyboard- Diane’s Example

Graduation

Time Focus 1st ++ Submissions

Patience Approval Follow through

Debrief I

•  Share your story with a partner •  Provide a reaction, advice, suggestions •  Discuss as large group the impact of

developing a storyboard

Debrief II •  Explore how the cognitive skills of

Diagnostic, Visionary and Strategic Thinking played a role in your storyboard (what worked, what could you have done better)

•  Explore how the affective skills of Mindfulness, Dreaming and Sensing Gaps played a role in your storyboard (what worked, what could you have done better)


Welcome Back – Day Three – Saturday

Creative Change Model: A Systems Approach

Person(s) Process

Environment

Product (theories,

solutions to problems, ideas,

services, inventions)

Creative Change

(social change, personal change,

innovation)

Adoption leads to

Interaction leads to

Source: © 2011 Puccio, Mance & Murdock.

Creative Change Model: A Systems Approach

Person(s) Process

Environment

Product (theories,

solutions to problems, ideas,

services, inventions)

Creative Change

(social change, personal change,

innovation)

Adoption leads to

Interaction leads to

LEADERSHIP

Source: © 2011 Puccio, Mance & Murdock.

The Climate for Creative Thinking

•  Challenge •  Freedom •  Idea-Support •  Trust •  Dynamism

•  Playfulness •  Debate •  Conflict •  Risk Taking •  Idea Time

(Ekvall, 1996)

What Is Climate?

The values, beliefs, history, traditions, etc., reflecting the deeper foundations of the organization

What the organization values

Recurring patterns of behavior, attitudes, and feelings that characterize life in the organization

What organization members experience

CULTURE CLIMATE

Leadership Productivity

Leadership & Climate

Source: Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organizational work climate literature. Journal of Management, 35, 634-717.

Leaders create the climate (40-80% of variance)

Most studies show that leadership behavior is one of the most important sources Influencing the climate for change, innovation, and creativity.

Climate

Some Important Relationships

Creativity Process that Leads to

Change

Innovation Successful

adoption of change

Leadership Catalyst for

Change

New & useful ideas

Creating a climate for change

Creative Problem Solver

Change

Puccio, 2010

Visionary Style: Inspiring Others Visionary. This style moves

people towards shared goals, building commitment. The leader gains employees’ support by clearly expressing their challenges and responsibilities in the context of the organization’s overall direction and strategy.

It is most effective in time of big change, when an organization is adrift.

Source: Daniel Goleman, Primal Leadership, 2005

Affiliative Style: Building Relationships Affiliative. Leaders with this style emphasize the employee and his or her emotional needs over the job. They strive to create harmony and build loyalty and team spirit

The approach is effective when dealing with employees who are in crisis or in high-stress situations and difficult times in organizations.


Democratic Style: Let’s Talk it Over Democratic. This style of leadership is collaborative and participative, aimed at building consensus. Leaders using this style engage others in the decision-making process.

It’s great for building trust and buy-in, especially when the team consists of highly competent individuals.


Coaching Style: The Art of the One-on -One Coaching. This style

involves the leader in long-term professional development of employees. It can deliver great results in the long run

It’s a powerful but often underused approach. It works best with people who show initiative and strong motivation to professional growth.


Pacesetting Style: Driving for Excellence Pacesetting. This style

involves leading by example and personal heroics. Leaders using this style have high standards and make sure those standards are met, even if they have to do the work themselves--which they frequently do.

It works well with highly competent people who need little direction. Source: Daniel Goleman, Primal Leadership, 2005

Commanding Style: Do it Because I Say So Commanding. This style

entails command-and-control behavior that at times becomes coercive. When leaders use this approach, they tell people what to do, when to do it and what will happen if they fail.

It is best used in a crisis and when poor performers must be managed.


Impact of Leadership Style

Leadership Wheel Commanding

Affilliative

Pacesetting

Visionaryary

Democratictic

Coaching

Individual Leadership Profile Commanding

Affilliative

Pacesetting

Visionaryy

Democratic

Coaching

Resonant Leadership •  Resonance = Synchronous Vibration= people are on the

same wavelength emotionally (they feel ‘in sync’).

•  Resonance amplifies and prolongs the emotional impact of leadership: interactions are lively and noise in the system is minimized.

•  The glue that holds people together in a team, and that commit people to an organization, is the emotions they feel, particularly in time of change and uncertainty.

•  Without a healthy dose of heart a “leader” might manage- but s/he does not lead.

How Power is Lost

•  Saying “I can’t” when you mean “I won’t

•  Letting other’s approval be more important than your own

•  Always putting other people first

•  Asking permission inappropriately

•  Credentializing

•  Not being clear about what you want

•  Dealing in generalities •  Demanding guarantees •  Asking a question when

you want to make a statement

•  Being unwilling to say “No”


Losing Your Power: Understanding Personal Implications

1)  From the list provided identify one way in which you lose your power

2)  Find a real situation that demonstrates how you lost your power

3)  Describe the consequences associated with this situation

4)  Share with partner and explore ways you could have preserved your power


CREA Conference 2011�

CONGRATULATIONS!!!!!!!!!!

crea 2011 creative leadership slides

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