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Pervasive Leadership

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Jean Richardson

on 9 July 2017

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Transcript of Pervasive Leadership

Presented by
Jean Richardson
Azure Gate Consulting, LLC

We Need No Less Than Pervasive Leadership
Who, What, Why, and How
What Is It?
Essence of
Pervasive Leadership

My Agile Journey
Why We Need Pervasive Leadership
What Pervasive Leadership Is
How We Do It
My Agile Journey
Tech BOOM and free-for-all: Lots of death marches.
Presentation by Ward Cunningham.
Learning about iterative, incremental releases.
Learning about Scrum; XP clicks in.
Servant Leadership
In Your Own Hands: Personal Integrity and the Individual's Experience of Work Life
Pervasive Leadership

Not Team Empowerment
Not Servant Leadership--but stemming from that.
Includes concepts from:
Servant Leadership
, but has a greater emphasis on power-with
Personal Leadership
, drawing in the emphasis on individual accountability and integrity
Chaordic Leadership
, aligning with the notion that a true leader cannot be bound to lead. A true follower cannot be bound to follow.
Facilitative Leadership
, emphasizing a facilitative stance and a broad range of facilitation tools to operationalize the philosophical orientation toward others and objectives
Power-with alignment through leader as (transforming) facilitator.
Change your mental model of I and Thou.
Act locally; think holistically.
Enact empathetic stewardship.

A New Whole
(c) Jean Richardson 2010  AzureGate.net
Practices to Implement Pervasive Leadership
(c) Jean Richardson 2010  AzureGate.net
Practices to Implement Pervasive Leadership
(c) Jean Richardson 2010  AzureGate.net
Practices to Implement Pervasive Leadership
(c) Jean Richardson 2010  AzureGate.net
And from . . .
(c) Jean Richardson 2010  AzureGate.net
Benefits from . . .
(c) Jean Richardson 2010  AzureGate.net
Pervasive Leadership is . . .
(c) Jean Richardson 2010  AzureGate.net
Collaborative processes can:
Improve the working relationships between all team members participating on a project.
Increase understanding among varying specialties represented on a cross-functional team.
Lead to better informed, more creative, balanced, and enduring decisions.
Provide more resources and creativity.
Create a better product.
(c) Jean Richardson 2010  AzureGate.net
In this workshop you will learn:
Your role in setting collaborative context.
Learn how to spot collaborative processes.
Understand a sociotechnical approach to whole systems organizational change.
Learn about presencing.
Learn about four approaches to leadership that support setting a collaborative context.
Learn about field theory as it relates to teams and organizations.
Learn a new role for the leader in a collaborative context.
(c) Jean Richardson 2010  AzureGate.net
Practices to Implement Pervasive Leadership
(c) Jean Richardson 2010  AzureGate.net
Time for an Exercise!
A Systems Thinking Approach to Problem Solving Through Story Telling
(c) Jean Richardson 2010  AzureGate.net
Personal Leadership
The enduring power of character.
Character is an adventure of sorts, a quest for unity of self, and consciousness—more like a prize or goal that is sought.
Related to integrity:
discerning what is right and wrong
acting on what you have discerned, even at personal cost; and
saying openly that you are acting on your understanding of right and wrong
(c) Jean Richardson 2010  AzureGate.net
The End of Leadership
Failures of leadership are found everywhere. . . . 77 percent of Americans “agree” or “strongly agree” that the United States has a leadership crisis. . . .7 percent of employees trust their employers, their leaders and managers; similarly, subordinates do not generally consider their superiors to be either honest or competent. . . . one might sensibly be struck by the persistence of bad leadership in American business.
(c) Jean Richardson 2010  AzureGate.net
Collaborative processes can:
Improve the working relationships between all team members participating on a project.
Increase understanding among varying specialties represented on a cross-functional team.
Lead to better informed, more creative, balanced, and enduring decisions.
Provide more resources and creativity.
Create a better product.
(c) Jean Richardson 2010  AzureGate.net
Facilitative Leadership
Defines boundaries, not solutions.
Where’s the garage door?
Doesn’t define behavior but teaches better decision making.
(c) Jean Richardson 2010  AzureGate.net
Kilmann on Collaboration
. . a "collaborative environment," . . . would only be present . . . if there are high levels of TRUST among ALL members in the group and people clearly know the difference between very important topics for everyone (versus topics that are important to some but not to others, or topics that are only moderately important or not important at all). All the members would also have to be skilled in communication and listening skills and the culture AND the reward system would have to actively encourage people to take the time to delve into topics (so people would really share their innermost needs and concerns) for a collaborative environment to be real. In other words, make sure that the "environment" really does foster the possibility of using the collaborating mode (when relevant) . . .
Kilmann, forum communication, September 2011
(c) Jean Richardson 2010  AzureGate.net
The Pervasive Leader's Mindset
Change your mental model of I and Thou.
Mutual causality.
A dialogic mindset.
Individual is salient, but not without reference to the community.
Something to learn and something to offer.
The Dilemmas of Senior Leaders in Agile-Aspiring Organizations
Decision Latency
The time it takes for the best decision to be selected and applied.
Decision Quality
The appropriateness of the solution to the problem identified.
Vision
Creating, maintaining, and clearly communicating an inspiring and actionable vision.
The Pervasive Leader's Purpose
Increase decision quality and decrease decision latency.
To grow along with and inspire growth toward wholeness in others.
Facilitate meeting organizational objectives and fulfilling vision.
Ensure the human experience of work is balanced with realistic organizational objectives.
Enact empathetic stewardship.
Each individual is uniquely valuable AND the organization as a whole is the ship we all travel in.
Advocate for the needs of the individual in balance with the sustainability needs of the organization in the context of transformation toward wholeness.
Act locally; think holistically.
We learn and experiment here with an eye to the betterment of the whole.
The patterns and problems we see here are probably seen elsewhere; solve here and offer outward; seek learning from the community.
Facilitate the whole community's movement toward wholeness and fulfillment of purpose--from where you are.
The Pervasive Leader's Mindset
The Pervasive Leader's Mindset
The Senior Agile Leader's Areas of Concern
Full transcript