Integral Managerial Leadership
- 1. Integral Managerial Leadership Page 1 By Meg Salter, Nov. 2011 Integral Managerial Leadership
- 2. Integral Managerial Leadership Page 2 By Meg Salter, Nov. 2011 Opening Exercise • What does “being a manager” mean to you? • What is the best thing about it, for you (and you think you’re good at)? • What is the worst thing about it, for you (and you think you’re not so good at)?
- 3. Integral Managerial Leadership Page 3 By Meg Salter, Nov. 2011 4 Perspectives of Management • Felt well being of staff • Individual performance and program participants • Program goals & • Capabilities outcomes • Motivation • Energy & vitality • Personal values • Physical space Individual Individual Interiors Behaviours Shared Shared Culture Systems • Shared vision, values • Finance, IT, Data systems • Communication norms & patterns • HR systems ; Personal Effectiveness Appraisal; • Mutual connection Rewards & recognition • Managerial processes • Organization structure
- 4. Integral Managerial Leadership Page 4 By Meg Salter, Nov. 2011 Each perspective brings light and shadow •Path of values & purpose •Leads by inspiring •Path of live, do, learn meaning •Leads by energy, •May not connect to vitality and right fit others or broader context •May jump first, plan later or not learn from reflection Individual Individual Interiors Behaviours Shared Shared •Path of relationship, productive Culture Systems communication •Leads by concern for, social justice •Path of natural, human & cosmic systems •May prefer established group norms or be silent •Leads by utilizing multiple to maintain group inter-penetrating linkages cohesion •May be dry, sterile, or overly complicated to compensate for lack of shared meaning
- 5. Integral Managerial Leadership Page 5 By Meg Salter, Nov. 2011 Exercise: our organizational map Considering these 4 perspectives • where does each of us naturally feel most at home (top 2) • what does this say about the organizations capabilities? •what might we tend to go toward? •what might we tend to shy away from? Individual Individual Interiors Behaviours Shared Shared Culture Systems
- 6. Integral Managerial Leadership Page 6 By Meg Salter, Nov. 2011 The myth of ‘one right style’ • A great leader must be… assertive, brilliant, dominant, passionate, charming, great communicator, have common touch, occupy the most senior roles … No… just bring confidence and clarity to what is important • A great manager must be… an expert, have all the answers, a shrewd operator, bossy … No… just bring genuine caring and a delight in complexity (chess vs. checkers!)
- 7. Integral Managerial Leadership Page 7 By Meg Salter, Nov. 2011 Levels of Managerial Leadership “Agility” Evolve (Joiner) Level of View of Pivotal Leading Leading Org. Agility Leadership Conversations Teams Change EXPERT Uses technical & Sell solutions to others Supervises teams Leads tactical 45% functional expertise using assertive or Works mostly 1 organizational Problem to identify & solve accommodative style. on1. Caught up in improvements Solver key problems Tends to avoid giving details of own work or receiving feedback ACHIEVER Sets clear Primarily assertive or Full fledged Leads strategic 35% organizational accommodative with manager . Does change, engaging Strategic objectives, making it some ability for less own strategic work stakeholders’ input Motivator challenging & preferred style. using managerial to gain buy-in. satisfying for others Accepts or initiates processes to guide to contribute feedback, if helpful to team performance. goals CATALYST Articulates Balances assertive & Develops high Leads ++ compelling vision, accommodative styles participation team, transformative 10% engages the right as needed, surfaces creatively change, Visionary people to turn into underlying empowers direct proactively Facilitator reality. Actively assumptions, reports to create involving facilitates others proactively uses high leverage stakeholders to development feedback, exchanging solutions to tough improve quality of views on sensitive issues. decision topics
- 8. Integral Managerial Leadership Page 8 By Meg Salter, Nov. 2011 According to what values do you manage? Stated organizational values … … … … … Employee expectations Organization’s expectations Fulfilling work Commitment Clearly defined role Integrity Authority to act Cooperation Competent managers Reliability Opportunity to participate Initiative Fair treatment Personal effectiveness Consider: do employee and organization expectations need to be determined, made explicit?
- 9. Integral Managerial Leadership Page 9 By Meg Salter, Nov. 2011 Who do you manage? Manage Self Manage Your Team Manage Around • Maintain health, • Recruit good people • Contribute self-care • Set clear context & collaboratively to • Become more expectations management team aware of thoughts, • Recognize • Cultivate external feelings, intentions improvements stakeholders; • Constantly • Show you care appreciate & align experiment to different needs & • Discover what is improve own perspectives unique about each capabilities & person and grow it performance • Step back from own • Discover what you assumptions to like & cultivate: what develop creative you don’t like & solutions to novel prune problems
- 10. Integral Managerial Leadership Page 10 By Meg Salter, Nov. 2011 Delegation: Setting Context Expert Level Achiever Level • “like a fixed lens” • “like an adjustable lens” • Own department • Own department & larger organization/ context • Respond to change • Anticipate change, given context • Issues as they arise • Prioritize issues • Clinical/ functional tasks • Tasks & success criteria • Do things right • Do the right thing Setting the right level of context – given the situation and the people involved – makes all the difference!
- 11. Integral Managerial Leadership Page 11 By Meg Salter, Nov. 2011 What is your own work as a manager? • Identifying and creatively solving operational problems. Assembling information, (including involving others), judging what is relevant, then creating the best solution or approach • Effectively managing direct reports Setting context, what by when, coaching, recognizing Configuring roles and talents to meet team/ program goals • Work planning, scheduling, quality control, and effective resource application Monitoring ‘load’ by balancing individual needs with program requirements • Exercising judgment, and acting within policies in such a way as to handle ambiguity by separating situations and articulating the differences