This is my last week as Executive Director of the Berrett-Koehler Foundation.
My involvement began two years ago when Steve Piersanti, president of Berrett-Koehler Publishers, asked me to help create a new organization that would further their mission of helping to create a world that works for all in a way that went beyond what they could do as a publishing company.
I began by facilitating a design team. After research and serious consideration, we determined the focus would be to support the next generation of leaders in putting into practice the systems-changing ideas and tools that authors were writing about.
We named it the Berrett-Koehler Foundation, incorporated and applied for 501(c)(3) status as a non-profit.
At that point I agreed to serve as the . . . → Read More: My Leadership Lessons as Executive Director
Guest Post by Dan Rockwell @LeadershipFreak (Jedi Master of leadership lessons in less than 300 words)
I thought vision casting was about me. Jesse Lyn Stoner taught me that vision is about us.
I used to craft the vision and spring it on my team. I’d declare, “Here’s where we’re going.”
It’s the only model I ever saw.
Casting vision as a solo act reflects top-down, disconnected leadership. In the end, it isn’t leadership at all. It’s declaration.
Vision that’s about us takes
The declarative approach is easier at first, but ineffective in the long run.
I haven’t fully learned the lesson. I still . . . → Read More: What I Learned about Vision Casting
I was delighted to catch up with Jake Jacobs, the creator of Real Time Strategic Change (RTSC), the approach that brings hundreds of people together to make collaborative decisions about their organization in real time, which I described in Try Collaborative Change for a Change.
I had an opportunity to ask Jake about how change has changed since he first developed RTSC. Jesse: Jake, you wrote the first edition of your groundbreaking book Real Time Strategic Change twenty years ago. I’ve used RTSC many times over the years and am always impressed with what happens when you bring a large slice of an organization together to discuss issues and make decisions instead of putting them in an auditorium to be talked at by the . . . → Read More: An Interview with Jake Jacobs on Real Time Strategic Change
What’s your view of leadership? If you’re like most people, you have an underlying belief that leaders should be out in front of the line, leading the way.
The Hierarchical View of Leadership
In the traditional, hierarchical view, senior leaders are at the top of the organization and ensure the organization fulfills its mission effectively.
There are differing views about how leaders should behave – the best leadership style. For example, you might think leaders should be directive or participative or both depending on the situation.
Although Steve Jobs, Hillary Clinton, Ronald Reagan, Sheryl Sandberg, and Howard Schultz have very different leadership styles, they all have one important thing in common – their role as a leader is to stand in front of their organization . . . → Read More: Emergent Leadership Topples the Pyramid
If you are tired of “trickle-down” change, consider using a collaborative change process where a large slice of your organization comes together for real conversation and to make decisions about your collective future in real-time.
This kind of high-involvement process was used by Southern New England Telephone to prepare for deregulation and the emergence of competition. It was used by Jackson Hole Ski Resort to reconsider their strategic direction. It was used when the Boston Gardens closed and they opened the new Fleet Center building. It was used by the Seaport Hotel and World Trade Center when they opened under new management.
It has been used by hundreds of other organizations, where leaders understood that the attempt to hold onto power at the top of . . . → Read More: Try Collaborative Change for a Change
Often the words collaboration, coordination, and cooperation are used to describe effective teamwork. But they are not the same, and when we use these words interchangeably, we dilute their meaning and diminish the potential for creating powerful, collaborative workplaces.
Collaboration has been a big word in the news lately, most recently due to Marissa Mayer’s explanation of her decision to bring Yahoo employees back to the office: “To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side.”
Mayer’s belief that we work together better when we have real relationships, and that it is easier to build relationships when you have face-to-face contact is not unfounded. Coordination and cooperation is essential for effective and efficient . . . → Read More: Let’s Stop Confusing Cooperation and Teamwork with Collaboration
Polarization keeps us apart, disconnected. Polarization keeps us from finding creative solutions that benefit all.
There is no winning in polarization. There is only “win-lose.”
Leadership is about bringing people together, unifying around a common vision. It is about creating community.
“Leadership is the wise use of power. Power is the capacity to translate intention into reality and sustain it.” ~Warren Bennis
Unifying people against a common enemy is an immoral use of power. This is what Hitler did — he led his people right over a cliff.
When we are filled with hatred and disrespect, we can only square off in opposite camps. We might negotiate agreements, but each side walks away feeling like they lost more than they gained.
. . . → Read More: Collaboration Is the Remedy for Polarization
Collaborative leaders create communities where people unite around a common purpose and values, working collaboratively to accomplish a shared vision that makes a powerful and positive impact.
Their job is to champion the vision, provide resources and remove roadblocks. How do they do this? Some of these 12 behaviors could describe any leader. But when you look at them altogether, a pattern emerges that is quite different from traditional leaders.
1. Flatten things.
They flatten the traditional hierarchical chain of command and create networks. They also flatten compensation structures so the difference in pay-scale between the top and bottom is not astronomical.
2. Allow leadership to emerge.
They let go of the need to be in control because they trust in the . . . → Read More: 12 Things Collaborative Leaders Do