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1、Level Three Leadership1Jim ClawsonDarden Graduate School of BusinessUniversity of VirginiaWhat are the biggest challenges you face today?2 James G. ClawsonLevels of CHALLENGES 2.They can try, fail, receive feedback, and try again before anyone makes a judgment of their work;3. They can work collabor
2、atively with other learners struggling with the same problems;4.They face repeated challenges to their existing fundamental paradigms;5.They care that their existing paradigms do not work;6.They can get support (emotional, physical, and intellectual) when they need it;7. They feel in control of thei
3、r own learning, not manipulated;8.They believe that their work will be considered fairly and honestly;9.They believe that their work will matter;10.They believe that intelligence and abilities are expandable, that if they work hard, they will get better at it;11.They believe other people have faith
4、in their ability to learn;12.They believe that they can learn.Source: The Research Academy for University Learning at Montclair State University Montclair, New JerseyPeople learn best and most deeply when Developed by James Clawson4Leadership means 5LEADingSTRATEGicCHANGE James G. ClawsonKey Leaders
5、hip InitiativesSTRATEGYORGANI- ZATIONOTHERS RELATIONSHIPSLEADERStrategic ThinkingDeveloping InfluenceDesigning OrganizationsManaging ChangeCreating Quality HR bonds6 James G. ClawsonKey Leadership QuestionsSTRATEGY (priorities)ORGANI- ZATION (design)OTHERS (employees)LEADER (traits) Strategic Thinki
6、ngDeveloping InfluenceDesigning Organizations2. Whats Your “story?”3. Can you “sell” your story?4. Does your organization help or hinder?5. Can you lead change to keep up?1. Who are you?7 James G. Clawson8RESULTSBalanced Scorecard Financial Customer Operations Learning the future is unclear.vEnvisio
7、ning: I know what I want.vExploring new Options: Maybe I can do it.vCommitting to Action: I can do it.vIntegrating the Change: I am doing it.Adapted from From Chaos to Confidence, Susan Campbell, Simon & Schuster, New York, 199584 James G. ClawsonDisconfirming Data DENIALChange as Dying a Little Dea
8、th Elizabeth Kuebler-RossEmotional Pendulum of Change85 James G. ClawsonDENIALDenying the MessageDenying Ones Ability to Do AnythingDenying the MessengerDenying the Relevance of the Message86 James G. ClawsonINTEGRATIONANGERDESPAIRHOPEEXPERIMENTATIONBARGAININGDENIALDisconfirming DataEmotional Pendul
9、um of Change87 James G. ClawsonProchaskas Spiral of Change88StageKey ActivityPre- ContemplationUnaware of the problem much less the solutionContemplationI want to stop feeling/doing this.PreparationI will do something very soon.ActionI am doing something about this.MaintenanceCareful attention to ma
10、intaining the change and not recyclingTerminationTemptation and threat have disappeared. James G. ClawsonProchaskas Spiral of Change89Recycling is likely for as many as 85%.4. ACTION 3. Preparation5. MAINTENANCE6. Termination1. Pre- Contemplation2. Contemplation James G. ClawsonSenges Model of Chang
11、e90FUTURETODAYINTERNAL Do AloneEXTERNAL Need to collaborateWho do we need to partner with?What are we doing today?What do we need to do tomorrow? Who do we partner with today?The Necessary Revolution, Peter Senge, 2008Most Change Agents Stay BELOW the Line James G. ClawsonSenges Model of ChangeNot f
12、rom the top, from the bottom or middle, anywhereOrganize in groups and teams not individualsOnly need a few, e.g. 10 out of 8Start people thinking, give them new insightsFind stories to tell about value creation that we cant escapeSpend three years “hanging out” talking with peopleNetwork more, meet
13、 more people who are knowledgeableSpread it slowly (like zoysia grass)Listen and hear it from your peersSuccess depends on the richness of your networksCreate visual images for people (they stick)Be consistentRemember executives can screw it up91 James G. ClawsonProblem Leadership92LEADERSHIP ACTIVI
14、TYQuestionsAnswersProblem SolvingOldNewProblem FindingNewOldProblem CreatingNew New Adapted from Pathfinding by Harold Leavitt, 1995 James G. ClawsonCLAWSONS GENERAL CHANGE PROCESSBASELINE BEHAVIORCONFIRMING DATANEW DATAChange from BaselineNEW BASELINEHURT or PAINDiscon- firming DataDENY DISTORT DIS
15、COUNT IGNORECURRENT COMFORT ZONEENTHUSIASM ENGAGEMENT LEARNINGSEARCH FOR ALTERNATIVESEXPERIMENTCONFIRMATIONDISCON- FIRMINGLLLLLLLLLL(4e, p 344)ENCOUNTER NEW DATA93 James G. ClawsonClawson SequentiallyHelp people get out of their comfort zones (habits)Be willing to deliver disconfirming dataIdentify
16、and collaborate with like-minded groupsBe willing to help people through pain and denialHelp people identify alternative approaches (creativity, innovation)Help people plan their experiments (active coaching)Help interpret results data from experiments (encouragement)Reward and reinforce successes (encouragement)Be relentless in reinforcementBehave consistently all the
