Three A s of Responsive Leadership: Adaptable, Agile, Appreciative

Transcription

1 1 of 5 Three A s of Responsive Leadership: Adaptable, Agile, Appreciative Adaptable Leadership is about flexibility, creativity, embracing unpredictability, being ready for and welcoming change, operating from an opportunity attitude, shift with colleagues, and stretching yourself. Flexibility Creativity Nonattachment to predetermined outcomes Embracing unpredictability Shifting with colleagues Stretching beyond personal comfort zone and habits

2 2 of 5 Agile Leadership is about using different styles for different situations, responding more than a blueprint, disclosing assumptions, hold space for failure and success, seeking continuous improvement, and willingness to take chances. Aware of own default style, biases, assumptions Skillful in multiple styles and approaches See failure as information and risk as necessary for growth Disclosing assumptions Switching styles to bring out the best in the situation, self, and others Engaging in continuous improvement using real-time feedback and data

3 3 of 5 Appreciative Leadership is about inviting, encouraging, naming value, dialoguing and listening rather than debating and persuading, communication, and being present. Curiosity Welcoming Presence Asking generative questions Listening to understand, not persuade Encouraging dialog, not debate

4 4 of 5 Case Study: What s Your Hippo Story? Briefly describe your past or current leadership challenge or dilemma: What assumptions do you hold about the situation? How did you or would you typically handle the situation? What would you do as an Adaptive leader? an Agile leader? an Appreciative leader?

5 5 of 5 The Consultancy Process (33 minutes) Select a facilitator who will keep time and ensure participants follow the protocol. Step 1: Presenter Overview (3 minutes) The presenter gives an overview of the leadership dilemma or challenge Step 2: Clarifying Questions (5 minutes) Participants ask clarifying questions of the presenter - questions that can be answered with facts. If the questions are not clarifying, they should be rephrased so that they are or saved until later discussion. Step 3: Probing Questions (5 minutes) The group asks probing questions that help the presenter expand thinking about the dilemma. The purpose of the questions at this point is to help the presenter learn more about their assumptions, typical approach, and how adaptive, agile or appreciative leadership could apply. The presenter does not respond verbally to the questions. Step 4: Participant Discussion (10 minutes) The presenter withdraws from the group, taking notes on the participants discussion but not making eye contact with them. Participants might describe possible actions that the presenter might take, but they should not decide on a solution. Their job is simply to refine the issues for the presenter. Suggested questions to get the discussion going: o What did we hear? o What didn t we hear that we think might be relevant? o What assumptions seem to be operating? o What questions does the dilemma raise for us? o What do we think about the dilemma? o Which responsive leadership style would we use if faced with a similar dilemma? What have we done in similar situations? Step 5: Presenter Reflection (5 minutes) Referring to notes taken during the participant discussion, the presenter reflects on what the participants said and how their comments have affected his or her thinking. It is particularly important for the presenter to share new insights that the discussion has provided. The presenter might even discover aspects that they never imagined or considered! Step 6: Debriefing (5 minutes) The facilitator leads the group in discussion of the protocol process.