In Action Call to Action - Office of Human Resources...LEADERSHIP COLLABORATIVE I: EMERGENCE Kristen Mägis, Ph.D., January 2016 5 Trainer/Organizational Development Consultant 5...

Center for Learning and Organizational Development

LEADERSHIP COLLABORATIVE I: EMERGENCE

OVERVIEW

Kristen Mägis, Ph.D. Chrysanthemum Hayes

April 2016

Vision

the

Raison d'être

Vision

Imperative

It Takes a Village…

In Action

10,000

Moments

Extra-Ordinary

Call to Action

Transformative

Leadership

Engage the CallEmergent

Leadership

Answer the Call



Kristen Mägis, Ph.D., January 2016 2 Trainer/Organizational Development Consultant 2 hr.oregonstate.edu/training

INTRODUCTION

LCI: Emergence (LCI) is the gateway course into the Leadership Development Project. As such, it must firmly establish foundational principles regarding Leadership. At its heart, Leadership is about realization of an organization’s Vision, Mission and Values. And, it is about unleashing the potential of all to transform the Vision into real outcomes and unleashing the greatness in all people.

Some Quick Facts

1. The LCI focuses on skill development and implementation of Leadership skills on-the-job.

2. LCI includes 35 hours of seat-time in 5 day-long sessions covering 11+ leadership skills, plus 16 hours of on-the-job practice.

3. The LCI is a collaborative learning process that actively engages participants, their supervisors, me and mentors.

4. A Mentor Program is used wherein LC graduates participate in subsequent LCs to provide support to participants, facilitate teams and build collaborative environment characteristic of the Leadership Collaboratives.

Special Thanks

to Chrysanthemum Hayes for conceiving of the need for this document, and for co-authoring it. Or, in the words of Emergent Leadership…recognizing a Call-to-Action, stepping up as an Emergent Leader, and taking Leadership Action!




TABLE OF CONTENTS

Oregon State University ............................................................................................................... 4

Vision ................................................................................................................................................................... 4 Mission................................................................................................................................................................. 4 Core Values ......................................................................................................................................................... 4

Leadership Collaborative I: Emergence ...................................................................................... 4

Vision ................................................................................................................................................................... 4 Mission................................................................................................................................................................. 4 Values ................................................................................................................................................................... 4

Course Overview ........................................................................................................................... 5

Participant & Work Unit Outcomes ............................................................................................................... 5 Praxis-Based Curriculum................................................................................................................................... 5 Skill Building ....................................................................................................................................................... 5 Collaborative Learning ...................................................................................................................................... 5

Session I: Vision Imperative ......................................................................................................... 6

Engaged Learning .............................................................................................................................................. 6 10,000 Moments-to-Action .............................................................................................................................. 6 Vision Connections ........................................................................................................................................... 6

Session II: Emergent Leadership ................................................................................................. 7

ExtraOrdinary ..................................................................................................................................................... 7 Soft Power ........................................................................................................................................................... 7

Session III: Personal Influence .................................................................................................... 8

Smart Power........................................................................................................................................................ 8 Personal Inspiration ........................................................................................................................................... 9 Group Inspiration .............................................................................................................................................. 9 Leadership Behaviors ........................................................................................................................................ 10

Session IV: Transformative Leadership I ................................................................................... 10

Model ................................................................................................................................................................... 10 Encourage ........................................................................................................................................................... 10 Standardization ................................................................................................................................................... 11

Session V: Transformative Leadership II ................................................................................... 11

Enable .................................................................................................................................................................. 11 Challenge ............................................................................................................................................................. 11 Integration ........................................................................................................................................................... 12

Glossary of key Terms and concepts .......................................................................................... 13

A complete reference list is available upon request.




OREGON STATE UNIVERSITY

VISION

To best serve the people of Oregon, Oregon State University will be among the Top 10 land grant institutions in America.

MISSION

As a land grant institution committed to teaching, research and outreach and engagement, Oregon State University promotes economic, social, cultural and environmental progress for the people of Oregon, the nation and the world.

This mission is achieved by producing graduates competitive in the global economy, supporting a continuous search for new knowledge and solutions and maintaining a rigorous focus on academic excellence, particularly in the three Signature Areas: Advancing the Science of Sustainable Earth Ecosystems, Improving Human Health and Wellness, & Promoting Economic Growth and Social Progress.

CORE VALUES

Accountability. We are committed stewards of the loyalty and good will of our alumni and friends and of the human, fiscal, and physical resources entrusted to us.

Diversity. We recognize that diversity and excellence go hand-in-hand, enhancing our teaching, scholarship, and service as well as our ability to welcome, respect, and interact with other people.

Integrity. We practice honesty, freedom, truth, and integrity in all that we do.

Respect. We treat each other with civility, dignity, and respect.

Social Responsibility. We contribute to society’s intellectual, cultural, spiritual, and economic progress and well-being to the maximum possible extent.


VISION

People across the university emerge as leaders to transform the OSU Vision from an idea into reality.

MISSION

Develop Emergent Leaders who transform the OSU Vision from an idea into reality by generating Vision-Directed outcomes and unleashing the greatness in all people.

VALUES

Vision-Directed, Values-Based - Transforming OSU’s Vision into reality requires consistent vision-directed, values-based decision-making and action-taking.

Systems-Orientation - All organizational functions operate in a highly interdependent system that must work seamlessly to facilitate realization of OSU’s Vision.

Collaboration & Inclusion - Cross-functional, inclusive and collaborative communities are required to unleash peoples’ capacity, and to address multi-dimensional, complex issues.

Leaders Across Campus - People at all levels and in all organizational functions must be prepared to take leadership action to realize OSU’s Vision.

Continuous Improvement, Innovation & Learning - Continuous improvement, innovation and on-going learning are required to transform Vision, Mission and Values into real-life outcomes.




COURSE OVERVIEW

PARTICIPANT & WORK UNIT OUTCOMES

Leadership Collaborative I: Emergence is a skill-development course designed to teach foundational Leadership principles and practices. In this 5-session course, participants develop skills to transform the OSU Vision into reality, and to unleash the potential of all employees.

Skill Development Participants who are actively engaged in the LC will develop the skills to generate Vision-Directed, Values-Based outcomes, identify and act on Leadership Opportunities, unleash people’s potential for greatness, and align the work unit with Vision, Mission & Values.

Outcome Generation Participants whose supervisors are actively engaged in a collaborative learning effort will generate outcomes for their work units.

PRAXIS-BASED CURRICULUM

The Leadership Collaborative curriculum is built upon a solid theoretical and empirical foundation developed through years of research, study and practice related to leadership. Importantly, it is a praxis-based curriculum, i.e., it facilitates skill development through practice. Hence, theory is embedded in skills and participants learn through practice, not in studying or researching theory.

SKILL BUILDING

The singular purpose of the Leadership Collaborative is to facilitate Leadership skill development.

Practice on-the-job is the ONLY way to develop Leadership skills! So, the entire course is designed to support participants to develop skills through on-the-job practice.

In each session, participants are introduced to two leadership skills and their associated tools. They practice using the tools and assess the relevance of the Leadership skills to their job. They then select one skill and design an Action Plan to practice it on-the-job. The 2-4 hour requirement per week is for the on-the-job practice. Participants practice that skill over the next three weeks. At the subsequent session, they review their efforts and discern next steps in the development of that skill.

COLLABORATIVE LEARNING

A collaborative effort is required to ensure participants develop and utilize Leadership skills on-the-job. Dr. Magis designs and administers the LC. Participants take responsibility for their learning as engaged learners. And, supervisors play a critical role in the collaborative learning process.

Supervisors create space and opportunities for participants to practice on-the-job, meet regularly with the participant to discuss course content and brainstorm strategies to apply it in the department, and support participants to utilize the new skills as part of their regular work.

LEARNINGCYCLE

Hear NewInformation

Apply

Practice

Review, Reflect & Deepen

Integrate &Standardize

Action Plan

Exercises & Tools

Self Assessment

Learning Team Large Group

Large Group

Self Assessment

ToolsSelf Assessment

Self Assessment

Action Plan

Presentation

Learning Team

Exercises & Tools

Supervisor Involvement







SESSION I: VISION IMPERATIVE

ENGAGED LEARNING

Overview

Engaged learners are self-directed, highly involved in their own learning, active in facilitating the learning of others and cognizant of the learning process. Engaged Learning teaches the adult learning techniques around which the LC is built, e.g., Learning Cycle, Learning Teams, Learning Environment, Action Planning, Reflection, etc. Engaged Learning is the first skill to which participants are introduced, and the one skill they work on for the duration of the LC. Multiple techniques are integrated throughout the LC to teach participants how to be Engaged Learners.

10,000 MOMENTS-TO-ACTION

Overview

The only way that OSU’s Vision will be transformed from words into real-life outcomes is if every decision and action lives the Vision, Mission & Values. 10,000 Moments teaches how to generate Vision-Directed, Values-Based decisions and actions…in a moment.

10,000 Moments Tool

Overview: Merely stating the organization’s values does not result in values-based outcomes. Those values must be applied in real situations. Whenever possible, plan ahead about upcoming situations so your actions generate values-based outcomes. Every day, we have so many moments where we can choose to act from a values-based place. Over time, we have 10,000 moments where we can demonstrate and live the values we espouse as a community.

Purpose: This tool assists you to analyze specific situations to select responses that have the best potential of living the value. You can use this tool for both planning for an upcoming action or for analyzing previous behaviors/decisions.

Key process steps:

1. Define a moment to analyze 2. Select relevant values 3. Describe possible outcomes 4. Brainstorm alternative ways you could respond to this outcome 5. Select which way(s) have the greatest potential of resulting in the desired outcomes

VISION CONNECTIONS

Overview

The Vision has incredible potential to align organizational resources, build personal & organizational commitment, and increase effectiveness of operations & quality of outcomes at all levels. However, it is merely potential unless it is transformed from words into Vision-Directed and Values-Based outcomes. Vision Connections teaches how to generate Vision-Directed and Values-Based outcomes on a day-to-day basis.

Vision Connections Tool

Overview: The key to catching people’s attention is to make connections between the person and Vision. When a person can see a connection, he/she will start to develop a commitment to the Vision. The more connections a person can see between him/herself and the Vision, the more commitment will grow.




Vision Connections Tool (continued)

Purpose: This tool assists you to help others discover connections between their values and the Vision.

Key Process Steps:

1. Know the Vision 2. Know the person 3. Explore and discover connections

SESSION II: EMERGENT LEADERSHIP

EXTRAORDINARY

Overview

There are innumerable opportunities for OSU employees to contribute as Emergent Leaders within the day-to-day context of their jobs. While acting in the moment is imperative for Vision realization, it is not enough. Employees need to integrate Leadership action into the daily routine of their work. ExtraOrdinary teaches how to identify recurring Leadership opportunities within ones job and how to integrate Leadership action on a consistent basis.

ExtraOrdinary Tool

Overview: Your job presents multiple opportunities for you to transform ordinary tasks into Vision-Directed and Values-Based Moments. To maximize those opportunities, you have to be intentional. You must know your leadership tasks that are explicitly names in your position description (PD) and also tasks that can be transformed.

Purpose: This tool assists you in analyzing your PD for explicit and transformable leadership tasks. One you identify a leadership opportunity you would like to act on, the tool also assists you in brainstorming strategies for how to act on an emergent opportunity, learn from your experiment, and plan another cycle.

Key Process Steps:

1. Examine your position description: Identify explicit leadership tasks/roles and also identify tasks/roles that can be transformed into leadership opportunities

2. Evaluate the transformable tasks: Select a task, identity and describe how an OSU value relates to the task, and identify outcomes that could result from living that value as you perform that task/role.

3. Transform how you perform the tasks: Recognize emergent moments, transform moments into action (for example, using the 10,000 moments tool), then after each practice session, reflect on the learning.

4. Make a change in the formal structures or systems of your department to make sure you utilize this new behavior consistently and over time.

SOFT POWER

Overview

Emergent Leaders need to discover and use their power with respect and honor to facilitate the realization of the Vision and the organization’s success. Soft Power teaches how to use personal influence, shared Vision and common ground to generate Vision-Directed, Values-Based outcomes.




Soft Power Tool

Overview: Power is situational. Soft power strategies can be custom designed to respond to situations in ways in which you use personal influence factors to shape the outcome.

Purpose: This tool assists you to analyze a work situation and develop a strategy in which you employ soft power strategies.

Key Process Steps:

1. Identify a situation in which you would like to respond to using a soft power strategy. 2. Examine your personal influence factors. Consider: What are the ways in which you could use

each of these factors to shape the outcome? a. Vision & Values – How your actions are aligned with the Vision & Values b. Leadership Behavior – e.g. trustworthiness, integrity, honesty, balance, equanimity,

humility, fairness, honor, respect, empower, compassion etc. c. Expert Power – Your knowledge, skills, and experience d. Rational Persuasion – The arguments and evidence you have to support your ideas e. Referent Power – Influence that comes from people with whom you have a relationship

3. Select one factor and develop a strategy to use it in your situation. You may use the 10,000 Moments tool or any other analysis template that makes sense for your process.

4. Remember to reflect and analyze the outcome.

SESSION III: PERSONAL INFLUENCE

SMART POWER

Overview

Power is used in human systems to accomplish desired outcomes. Emergent Leaders must use power in a way that is ethical, i.e., principled, just and moral as well as effective, i.e., advancing the Vision. Smart Power teaches how to combine Hard & Soft Power to most ethically & effectively contribute to Vision-Directed outcomes.

Smart Power Tool

Overview: Like Soft Power strategies, the goal is to have the greatest positive effect on advancing the Vision. You customize the response to a given situation based on context and also the influence you have. Smart Power requirements include:

1. Knowledge of issue and context 2. Clarity about objective and vision 3. Knowledge of available power 4. Capacity to act 5. Complementary hard and soft power strategies

Purpose: Smart Power Strategies combine soft and hard power strategies that reinforce and complement one another.

Key process steps:

1. Identify a work situation to which to contribute and identify: the activity, what is happening, who is involved, and what you would like to accomplish

2. Consider your soft power factors (Vision/Values, Leadership Behavior, Expert Power, Rational Persuasion, Referent Power)




Key process steps (continued):

3. Consider your hard power factors (Authority, Resource & Systems, Rewards & Punishment, Information)

4. Customize a complementary strategy

PERSONAL INSPIRATION

Inspiration is a belief in, and excitement about, a Vision that catalyzes personal commitment to contribute to the realization of that Vision. People who are inspired are personally committed to living the Vision. They build shared meaning, develop capabilities, create positive change and transform the Vision into reality. Inspiration debunks popular myths about inspiration and teaches how to assist people to find their own inspiration.

Personal Inspiration Tool

Overview: People who have become inspired about the Vision, Mission, and Values will demonstrate the following outcomes: personal commitment, personal ownership, personal performance, shared vision and values, positive outcomes.

Purpose: The purpose of this tool is to help guide yourself and others through identifying personal connections to the OSU VMV and be able to describe the vital contributions you make to them.

Key process steps:

1. Faith & Conviction (yours) 2. Listen & Hear 3. Check Connections 4. Articulation 5. Reflect on and analyze the process – implement the learning cycle

GROUP INSPIRATION

Overview

Group Inspiration is about discovery and articulation of connections and common ground within and between groups within the organization. This includes connections: between individuals and the VMV; between individuals; connections and common ground within and between groups. The VMV becomes the common ground shared within and between groups. Outcomes include personal commitment, ownership and performance, as well as shared Vision and positive outcomes.

Group Inspiration Tool

Purpose: This tool is used to help guide the discovery and articulation of connections and common ground within and between groups.

Key process steps:

1. Faith & Conviction (yours) 2. Listen & Hear 3. Check Connections 4. Articulation 5. Reflect on and analyze the process – implement the learning cycle




LEADERSHIP BEHAVIORS

Though there are many Leadership skills to learn, there are some actions that do not require so much skill as dedication to, and persistence in, practice. These Leadership Behaviors are the way in which we interact with others on a regular basis. They determine whether and to what extent we are regarded as people of integrity and honor.

SESSION IV: TRANSFORMATIVE LEADERSHIP I

MODEL

Overview

Leaders do not have a choice about whether to communicate. They have a choice only in what they will communicate. Importantly, the most powerful way in which Leaders communicate is not with words, but through their daily actions. Model teaches various strategies to align one’s daily actions with the Vision and Values.

Model Tool

Overview: Modeling leadership behavior is a key way you can live the VMV. Modeling Strategies include: time, who with, settings, questions, rewards, critical incidents, teachable moments, and stories.

Purpose: This tool is used to help design a modeling strategy using the above listed strategies

Key process steps:

1. Describe the Situation 2. Design a Model Strategy 3. Take Action 4. Implement Learning Cycle

ENCOURAGE

Overview

Embarking on a journey to realize the Vision requires that people leave their comfort-zones and take action in an environment defined by ambiguity, risk, discontinuity and confusion. Encourage teaches how to maintain ones own strength, facilitate development of others’ strength, and assure the organization is supportive.

Encourage Tool

Overview: The Encouragement Cycle is: Meaningful work, response-ability, chunking, engaged learning, fostering hardiness, achievement, and recognition.

Purpose: The purpose of this tool is to implement the Encouragement Cycle. You will identify strategies that are specific to the situation and the individual(s) with whom you work.

Key process steps:

1. Describe the situation 2. Design and encouragement strategy (meet with a person and learn how he/she would like to be

encouraged; describe the what/when/how of your strategy) 3. Take action / implement your strategy 4. Describe what you have learned and plan how you will standardize the practice




STANDARDIZATION

Leadership skills cannot just be learned or practiced for the duration of a Leadership development course. They must be integrated into ones daily work. They must infiltrate ones thinking and influence ones decision-making and action-taking. Standardization teaches how to incorporate Leadership skills into ones job, to normalize them into daily operations and to integrate them into ones way of thinking.

SESSION V: TRANSFORMATIVE LEADERSHIP II

ENABLE

Overview

‘En’ means ‘to cause to be’. En-Abled people are those who are able to respond effectively. Enabled people live the Vision & Values, delight customers, provide quality services, work independently, troubleshoot and constantly improve. Enable teaches how to create conditions for people to become Response-Able, Cap-Able, Rely-Able and Account-Able.

Enable Tools

Overview: The Enable Assessment assists with the identification of appropriate Enable strategies to prepare a person to be successful with a particular responsibility. The Enable Plan facilitates the creation of a systematic approach to Enable the person to become Response-Able, Cap-Able, Rely-Able and Account-Able.

Purpose: The purpose of the assessment and the plan is to facilitate an holistic and developmental approach to transferring responsibilities that results in en-abled people.

Key process steps:

1. Describe the situation 2. Design the Enable Plan:

a. Direction - Vision, Mission & Values; strategic directions b. Authority - power & right to make decisions & take action c. Compensation - fair compensation for assuming the responsibility. Compensation

includes remuneration, meaningful work, responsibility, achievement & recognition d. Cap-able - skills, knowledge, information, equipment & supports e. Opportunity - right place, time, working conditions f. Freedom - able to take initiative within prescribed boundaries (span of control) g. Resources - policies/procedures, time, money, people, equipment h. Supports – supports needed to be successful i. Account-able - self-directing, self-management, self-correcting, self-accounting

3. Take action / implement Enabling Plan 4. Describe what you have learned and plan how you will standardize the practice

CHALLENGE

Overview

Having embarked on the journey necessary to realize the Vision in real life, people must challenge themselves to push beyond the strictures of the past and present so to envision and create one’s way into the future. Challenge teaches how to give a gentle push to oneself, others and organizational systems to align all with the Vision.




Challenge Tool

Overview: The Challenge Tool challenges you to identify your comfort zone and then to purposefully step outside of it. By learning how to do this and how it feels, you will become a more compassionate and empathetic leader when you ask others to step outside their comfort zone. You also will be actively modeling and hence speaking your values through your actions.

Purpose: The purpose of tool is to facilitate the identification of areas in which a person needs to push beyond their comfort zone in order to step into the future and generate Vision-Directed, Values-Based outcomes.

Key process steps:

1. Identify one area in which you would like to challenge yourself. 2. Brainstorm strategies to help you deal with the discomfort. 3. Implement the strategies and the idea. 4. Implement Learning Cycle

INTEGRATION

Leadership is ultimately an integrated set of skills and Leadership Behaviors. In Leadership Collaborative I: Emergence, we studied each skill independently to learn how it worked. Integration teaches how to combine the skills and behaviors into a seamless Leadership action to affect positive change.




GLOSSARY OF KEY TERMS AND CONCEPTS

LEADERSHIP

Leadership is a collaborative process of joining with others to create a shared Vision, inspiring people to embrace that Vision, supporting people to unleash their potential, and working with them to transform Vision into reality.

EMERGENT LEADERSHIP

People across the institution, at all levels, who emerge in response to specific calls-to-action and take Leadership action to generate Vision-Directed, Values-Based outcomes for their work-units and the university, thus transforming the OSU Vision from an idea into reality

LEARNING CYCLE

Hear New Information

Apply

Practice, Practice, Practice

Learning Cycle

Review, Reflect & Deepen

Integrate & Standardize

LEVELS OF LEARNING

1. Awareness - ability to repeat information 2. Knowledge - ability to describe 3. Structured Practice in non-threatening environment 4. Generalize – Use skill in different situations 5. Common Sense – Use skill with little thought 6. Teach Others – reaching mastery of the skill; can teach others to develop mastery

IDEAL LEARNING CONDITIONS

Easy Uncomplicated People you feel safe with No pressure to “get it right” Ability to practice or try again Time for reflection

UNTOUCHABLES (TERRIBLE LEARNING CONDITIONS)

Crisis Time Sensitive Political Complicated Requires Mastery

SOFT POWER FACTORS

Vision & Values Leadership Behavior Expert Power Rational Persuasion Referent Power




HARD POWER FACTORS

Formal Authority to design policies & procedures, make decisions, take actions, deliver rewards Formal control over resources & people’s time Formal access to privileged information

SMART POWER REQUIREMENTS

Knowledge of the specific issue and available power Clarity and Vision Focus Capacity and Complementarity Integrate Soft and Hard Power

INSPIRATION OUTCOMES

Personal Commitment Personal Ownership Personal Performance Shared Vision & Collaboration Positive Outcomes

MODEL STRATEGIES

Time Who with Settings Questions Rewards Critical incidents Teachable Moments & Stories

ENCOURAGE STRATEGIES

Meaningful Work Response-Ability Chunking Engaged Learning Fostering Hardiness Achievement & Recognition

ENABLE STRATEGIES

Direction Authority Compensation Cap-able Opportunity & Freedom Resources Supports Account-Able

CHALLENGE STRATEGIES

Challenge Yourself Challenge Your Creations Challenge Your Creativity

In Action Call to Action - Office of Human Resources...LEADERSHIP COLLABORATIVE I: EMERGENCE Kristen Mägis, Ph.D., January 2016 5 Trainer/Organizational Development Consultant 5...

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