Book Excerpt: The Ten Disciplines of Leadership

The 10 disciplines of LeadershipToday’s blog is a guest post by Rich Jacobs, Principal of the Richard Jacobs Management Institute and former Vistage International Chair for sixteen years. Rich recently published a book: The Ten Disciplines of Leadership – The Ultimate Playbook for Success. (Richard A. Jacobs & Charles B. Dygert, Ph.D).

Following is an excerpt from his book. It applies to leaders at the beginning of their journey and can be used as a “review” or “check list” for experienced managers to identify areas of potential improvement. A future post will provide the remaining fundamentals.

Creating a strong foundation of management skills is critical for success of both the manager and those being managed. Jessica is a new manager in a technology firm. She is highly committed to doing a good job and proving herself. Early in her tenure she finds herself overwhelmed with the volume of work and struggles with delegation. She is worried that people will think less of her for “pushing her work off on others”. Her team is complaining that they are bored with the mundane tasks and frustrated that she is so busy that she isn’t able to meet with them. Jessica is struggling with elementary management skills like most new managers. By strengthening her ability in the fundamentals, she will quickly create an engaged team and correct the productivity slump her team experienced when she took over this role.

Four Management Fundamentals:

1: Set clear values and consequences for nonconformance. If you are a person with assigned authority in an organization and observe behavior/acts that are counter to your company’s values/culture – what do you do? You must go to the “scene” and acknowledge – in some fashion – that this is unacceptable. There are many ways to do this – select the one you feel will be the most effective and is your normal “management style”. One approach is to walk over to the area and engage each person in a probing manner by asking questions. “Is this how we do things here? If not, what should we be doing?” The objective is to point out the error in their behavior and acknowledge the correct approach. If the situation escalates, then action should be taken. This may come in the form of a formal letter of discipline in their file.

2: Set expectations and deadlines and follow-up on progress. Do not do their job for them – even though it might be easier and save time. Give an example of how you might follow-up that supports employee performance and engagement. Each week sit down with your manager and decide on the projects to be worked on for the next week. Agree on what results are expected and how they will be measured. This can be done in person or via e-mail. Coach them on how to succeed. Define the consequences if results are not met. This is how accountability becomes part of the company’s culture. It defines what is expected of each associate.

3: Set boundaries – each person in a leadership position has “limits of authority” – stated or unstated. Each person should work his/her direct reports and with the people he/she report to establish these boundaries. There are different ways to do this – here is an example.
• Items I want you to always come to me first to talk about and decide action plan
• Items I want you to come to me with your recommendation and action plan to discuss
• Items I want to know about but do not need the details
• Items you should just do and not bother me with

4: Discuss strengths and weaknesses – There are several schools of thought on this one. However, most of us do best when working with our strengths. What are your strengths? Are you using a strengths based assessment like the Gallup StrengthsFinders to identify your strengths? What additional skill training would you like to have? Make this a part of your personal strategic action goals.

We will explore the additonal fundamentals in a future blog from Rich.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

What is Required to Shift from Survival to Thriving Long Term?

Leaders Guide to ThriveAbilityThis guest blog post was written by Robin Lincoln Wood. Dr Wood is a renowned strategist, futurist, communicator and agent of transformation. He has spent 3 decades working at board level with the world’s leading organizations in 35 countries on 4 continents. He is deeply skilled in designing & catalyzing major shifts in large scale systems, & in inspiring & empowering the teams that deliver them. This post is an excerpt of a paper that will be published in the Integral Leadership Review in October 2015.

Robin will be a guest on the Voice America radio show on September 29. This post is a companion to that interview.

Earth’s 7.3 billion citizens are currently consuming 1.6 planet’s worth of resources, thereby guaranteeing runaway global warming, climate change and suffering for billions in the next few decades. Such a wicked problem needs a whole new kind of leadership, capable of thinking and acting on a planetary scale while maintaining local viability. New kinds of leadership are emerging in response, capable of working from perspectives that access the highest leverage points in human, social, natural and technical systems, while integrating multiple disciplines, methods and tools for beneficial change and transformation. This post is a primer for the book “A Leader’s Guide to ThriveAbility”, details where we are (a degenerative, exclusive economy); where we need to be (a regenerative inclusive economy); the integral framework undergirding the ThriveAbility Journey, which explains how we get from here to there; and the role and kinds of leadership needed to assure a beneficial transition.

Toward a Regenerative, Inclusive Economy

Imagine a world powered by renewable energy, where all human beings thrive in resilient habitats; where businesses operate in a circular economy that regenerates natural capital, without a particle of waste, and are led by enlightened leaders whose goal is to maximize the ThriveAbility of all their stakeholders; where each individual is empowered to pursue their passion and make a living in service to others; where governance systems are transparent, effective and wise in the ways in which they deliver their services to their communities and populations; and where intercultural appreciation and insight enriches the exchanges between the diverse worldviews and cultures embraced by humankind.

Does that sound like an impossible dream, or pie in the sky? The co-creators of ThriveAbility would point out that every single one of these “pockets of the future” is currently observable in the present, right here and right now, somewhere in the world. It is just that the future is distributed unevenly, and sometimes hard to see when one is up to one’s neck in alligators and trying to drain the swamp.

  • How would this desirable future scenario of a thriving human civilization on a thriving planet convert into practical outcomes that are measurable and manageable?
  • What would such a future look like?
  • What kinds of leadership are emerging to get us there?

We can begin by describing in very big picture terms what a desirable future scenario of a thriving human civilization on a thriving planet might look like.

The Six Desiderata of ThriveAbility

Based on the pioneering work being done by hundreds of thought and practice leaders around the world[1], we have framed six desiderata by which we can measure the endpoint of the ThriveAbility Journey toward a regenerative, inclusive economy:

Sustainability: Natural Capital; Manufactured Capital

​1. A Circular, regenerative economy 

  1. Natural and man-made materials and ecosystems are regenerated through circular economic processes
  2. All impacts are managed proportionately to the carrying capacities of the multiple capitals

2. Long term resource planning for intergenerational equity

  1. Technologies, Products, Services and Businesses designed for durability to continue serving future generations
  2. Innovations are inspired by natural systems by engineers, designers, entrepreneurs and others working with the grain of nature.

Organizational: Intellectual Capital; Financial Capital

​3. A Transparent and Level global playing field that delivers True Value 

  1. Apply true accounting principles that measure true costs including externalities, and calculate true returns with full transparency
  2. Level the playing field towards renewable and regenerative industries through true taxation and incentives

​4. Strategic Decision-Making to Scale-Up to ThriveAble Sectors 

  1. Nurture multi-stakeholder collaboration to amplify and scale up positive impacts
  2. Investment decisions based on the ThriveAbility Index

Socio-Cultural: Human Capital; Social Capital

5. Holistic Education to Develop Complex Systems Thinking & Leadership

  1. New open business models for education that integrate physical wellbeing, mental depth, emotional maturity and spiritual development.
  2. Developmental pathways based on co-working and co-creation between disciplines and sectors that are aspirational and compelling for future generations

6. Governance Systems Aligned to Inclusive Stakeholder Wellbeing

  1. Radically inclusive and transparent governance structures that serve the different priorities and needs of different developmental levels
  2. Innovative structures for and approaches to interworking between governments, NGO’s, businesses and academia that focus on Stakeholder ThriveAbility.

We believe that starting from this “end of the telescope”, what is required for regenerative, inclusive business becomes obvious fairly quickly to key decision makers and stakeholders. In this sense the ThriveAbility Approach and Index act as a powerful catalyst and producer of the aspirations and the cognitive dissonance required to make transformative changes a reality.

To put it bluntly, we have no choice whether we should move from a degenerative, exclusive economic system to a regenerative, inclusive one that can ensure the thriving of our biosphere and ourselves.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

[1] In the course of researching and writing “A Leader’s Guide to ThriveAbility” we met with and/or interviewed 83 global thought leaders, executives and investors shaping the future of business, sustainability and human flourishing during late 2014 and early 2015. Since then we have engaged with a further few hundred such leaders via ThriveAbility live gatherings, ThriveAbility Think Tanks hosted by Convetit, and videoconferencing.

How to Turn a Reorganization Into a Leadership Disaster

Lead Inside the Box Book CoverToday’s guest post is by Mike Figliuolo, co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results (you can get your copy by clicking here).  You can learn more about Mike and the book at the end of the post.  Here’s Mike:

Quite often, departments are combined, split, or a team’s purpose is redefined. Reorganizations are disquieting. Leaders in this role face several challenges the Leadership Matrix can help them overcome. First, they have to evaluate the performance of team members with whom they haven’t worked before. Second, as responsibilities change, a team member who was a high performer on one set of tasks might find themselves struggling with their new role. The Leadership Matrix makes it easier for leaders to assess these new team dynamics and apply their energy appropriately.

You can use the Leadership Matrix to assess your new team members, especially if you haven’t worked with them before. One of your primary goals when you lead a team through a reorganization is defining roles quickly and in a manner that puts everyone’s talents to best use. The Leadership Matrix can be a powerful tool for making that happen.

During your assessment of the new team, watch out for negative impacts arising from changing someone’s role. As you shift around responsibilities, be aware of situations where you might be giving someone more than they can handle. We’re not saying you shouldn’t change their roles. Such changes can be great growth opportunities. What we are advocating is being aware of the possible shift in the person’s performance that is a result of their new responsibilities. If you know this risk exists, you can take mitigating actions before it becomes a major problem.

Sally serves as a great example of what can happen if a leader isn’t mindful of a reorganization’s impact on a team’s performance. She was responsible for running the operations group in a business unit at a professional services firm. During a major reorganization, Sally’s boss, the business unit president, was moved to another role in the company. Sally then took over his role as the business unit president. Her team now consisted of the operations group she previously led, a strategy group, an infrastructure group, a finance group, and a marketing group.

Before the reorganization, Rose led both the strategy and infrastructure groups. During the year prior to the reorganization, Rose demonstrated she was a Rising Star. At the beginning of that year, her responsibility was running the strategy group. As the year progressed, Rose took on greater responsibilities every month. Eventually she ran both the strategy and infrastructure groups. Her results were fantastic. Every week she found new ways to deliver more value to the organization.

When Sally took over the business unit, she wanted to show everyone she was in charge. She felt a bit insecure in her new role and felt the best way to demonstrate competence was to exercise her newfound authority. For her, this meant unilaterally changing Rose’s role.

Sally didn’t solicit any input from Rose even though she had previously been a peer. Instead, Sally decided on her own to break Rose’s team up and reassign responsibilities for the infrastructure group. Instead of reporting to Rose, that team would now report directly to Sally. Rose’s role was reduced back to what she had a year ago – she was now only responsible for the strategy group.

Rose found these changes demoralizing. She asked Sally to reconsider the reorganization and voiced her frustration with the move. Sally’s response was “Well, I’m running the team now. I think it makes more sense this way. You go focus on strategy and leave the infrastructure to me.” Sally wasn’t going to budge on her decision.

Rose gave up any hope of succeeding in the environment Sally had created. Her career path had been derailed and there was nothing she could do about it. She went from being a Rising Star to being a Slacker. She stopped putting forth her usual tremendous efforts and instead began looking for a new job.

Sally pushed Rose to focus on the strategy group but Rose’s heart wasn’t in it. After a couple of months, Rose left the company to go pursue her own entrepreneurial venture where her growth wouldn’t be limited like it was with Sally. By failing to assess the impacts reorganizing the team would have on her high performers, Sally lost a great talent. That loss led others to leave the organization too. Sally’s team’s performance dropped precipitously as high performers fled to roles where they felt more supported by their leader.

Sally’s failure to evaluate her team members’ performance and how she should interact with them had disastrous results. After a year of running the business unit, Sally was removed from the role by senior leadership. Had she conducted a thoughtful assessment of the situation before acting, she might have realized how her changes could affect her Rising Stars which could have prevented the exodus of talent from the team.

If you’re leading a reorganization, be sure to avoid Sally’s mistake. Spend time assessing your new team using the Leadership Matrix and weigh the impacts of changing responsibilities before you take action.

– Mike Figliuolo is the co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results and the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership.  He’s the managing director of thoughtLEADERS, LLC – a leadership development training firm.  An Honor Graduate from West Point, he served in the U.S. Army as a combat arms officer. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., and an executive at Capital One and Scotts Miracle-Gro.  He regularly writes about leadership on the thoughtLEADERS Blog.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

How to Drive Peak Customer Experience

Coffee cc Julie GibsonThe following blog is written by guest blogger Zachary Poll, also featured in Entrepreneur Magazine.

Daniel Kahneman, renowned psychologist and winner of the Nobel Prize in Economics, recently wrote Thinking, Fast and Slow. Currently, Thinking, Fast and Slow, is the #1 bestseller on Amazon under the section Business Decision Making. The book delivers groundbreaking research on counterintuitive ways humans interact with their environment that is unpredictable. If we apply these concepts into thinking about our customers, we can tap into incredibly valuable opportunities.

One opportunity in particular is easy to implement and can have an enormous effect; this is called the peak-end rule of memory

The peak-end rule describes that a customer remembers an event on almost only two factors: the most intense feeling they had at any point during the event, and the final feeling they had during the event. If we describe someone’s emotions on a 1-10 scale (1 being awful and intense, 5 being decent and low intensity, and 10 being wonderful and intense), they add those two feelings together, and divide by two.

Let’s go through a popular scenario with which most of us are familiar with Ordering Coffee at Starbucks:

Katherine walks into Starbucks for her favorite coffee, like she does every morning before work. She gets there, and as always there is a long line. She waits in line for a full 10 minutes just to order her coffee! At any time during this experience, she would rate her emotional level at around a 4 (not happy with a low intensity). Finally she gets up to the cashier; this transaction only lasts 30 seconds. However, the cashier called Katherine by her name! For those 20 seconds, Katherine’s emotional happiness was an 8 (very happy and intense).

Now, Katherine must wait for her coffee. She is bored, knows that she is going to be late to work, and has no one to talk to. Her emotional level is again a 4. For the next 9 minutes! Finally, her name is called, and her coffee is ready. She picks it up, and goes to the exit, excited to finally drink her coffee. During these 30 seconds, her emotional happiness is a 6 (moderately happy). Katherine was at Starbucks for 20 minutes in total.

So, if you asked Katherine how much she enjoyed getting Starbucks this morning, how do you think she would rate it? She spent 20 minutes not happy, and only 1 minute enjoying herself. She responds: “I had a great time, I would rate it a 7.5!” WHAT?!? WHY!?!

It is because, like most other humans, Katherine remembered her most intense feeling, which was an 8, when her name was remembered, and her last feeling (excited to drink her coffee, a 7). No wonder Starbucks puts such an emphasis on customer service and premium coffee with exciting names!

Starbucks has been profiting from this since its inception, and it is time your company can as well. Here are some of the most important questions you should ask about your customer’s experiences with your company:

  1. What is the most extreme feeling my customers are having during their experience with my company? Are we ruining their perception of us by one fast moment that is extremely painful?
  2. What is their emotional feeling at the last moment of an experience with our company? Are we skipping a friendly gesture that could dramatically increase this number?

Your company might be losing all of the hard work it has put into customer experience if it does poorly in these two tests. When we think about how much we like something, we think about intensity, not longevity. So an hour of above average service will become dramatically reduced in importance if we give a poor 30-second ending to the experience.

People choose when deciding if to repeat an experience by memory. So make sure your company always provides the following:

  1. An incredibly positive emotional feeling, if only for a short duration, sometime during the course of the interaction.
  2. The best positive emotional feeling possible when the interaction is ending.

If your company does these two things, your customers impression of your company will dramatically improve, and they will be much more likely to be repeat customers.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

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photo credit: www.flickr.com Julie Gibson

Marrying Global Leadership and Innovation

Global cc BarryThe following post is an excerpt from the recently released Innovative Leadership Workbook for Global Leaders by Maureen Metcalf, Steve Terrell Ed.D., and Ben Mitchell.

Leadership needs innovation the way innovation demands leadership, and by marrying the two, you can improve your capacity for growth and improved effectiveness. Let’s explore innovating leadership in a more tangible way by defining it in practical terms: What does innovating leadership really mean?

It is important to first understand each topic beyond its more conventional meaning. For example, most definitions of leadership alone are almost exclusively fashioned around emulating certain kinds of behaviors: leader X did “this” to achieve success, and leader Y did “that” to enhance organizational performance.

Even if initially useful, such approaches are still, essentially, formulas for imitating leadership, and are likely ineffectual over the long term. Innovating leadership cannot be applied as a monolithic theory, or as a simple prescriptive measure. It occurs through your own intellect and stems from your own unique sensibilities.

In order to enhance this unique awareness process, you will need a greater foundational basis from which to explore both topics, which means talking about them in an entirely different context.

Let’s start with a straightforward definition of global leadership:

Global leadership is a process of influencing people strategically and tactically, affecting change in intentions, actions, culture, and systems within a global context.

Leadership influences individual intentions and organizational cultural norms by inspiring purpose and creating alignment. It equally influences an individual’s actions and an organization’s efficiencies through tactical decisions.

Innovation, as an extension of leadership, refers to the novel ways in which we advance that influence personally, behaviorally, culturally, and systematically throughout the organization.

Innovation is a novel advancement that shapes organizations: personally, behaviorally, culturally, and systematically.

In addition to linking the relationship of leadership to innovation, notice that we’re also revealing them as an essential part of our individual experience. Just as with leadership and innovation, the way you uniquely experience and influence the world is defined through a mutual interplay of personal, behavioral, cultural, and systematic events. These same core dimensions that ground leadership and innovation also provide a context and mirror for your total experience in any given moment or on any given occasion.

Optimally, then, leadership is influencing through an explicit balancing of those core dimensions. Innovation naturally follows as a creative advancement of this basic alignment. In our experience, leadership and innovation are innately connected and share a deep commonality.

Therefore, marrying leadership with innovation allows you to ground and articulate both in a way that creates a context for dynamic personal development—and dynamic personal development is required to lead innovative transformative change.

Innovating global leadership means global leaders influence by equally engaging their personal intention and action with the organization’s culture and systems.

Though we are defining innovative global leadership very broadly, we are also making a distinct point: The core aspects that comprise your experience—whether it be intention, action, cultural, or systematic—are inextricably interconnected. If you affect one, you affect them all.

Innovative global leadership is based on the recognition that those four dimensions exist simultaneously in all experiences, and already influence every interactive experience we have. So if, for example, you implement a strategy to realign an organization’s value system over the next five years, you will also affect personal motivations (intentions), behavioral outcomes and organizational culture. Influencing one aspect—in this case, functional systems—affects the other aspects, since all four dimensions mutually shape each other. To deny the mutual interplay of any one of the four dimensions misses the full picture. You can only innovate leadership by comprehensively addressing all aspects.

To summarize, leadership innovation is the process of improving leadership that allows already successful leaders to raise the bar on their performance and the performance of their organizations.

An innovative leader is defined as someone who consistently delivers results using:

  • Strategic leadership that inspires individual intentions and goals and organizational vision and culture;
  • Tactical leadership that influences an individual’s actions and the organization’s systems and processes; and,
  • Holistic leadership that aligns all core dimensions: individual intention and action, along with organizational culture and systems.

To learn more about global leadership purchase the Innovative Leadership Workbook for Global Leaders.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

By Maureen Metcalf   photo credit:  www.flickr.com Barry creative commons license

Critical Leadership Skills for Global Leaders

Innovative Leadership Workbook for Global LeadersThe following post is an excerpt from the recently released Innovative Leadership Workbook for Global Leaders by Maureen Metcalf, Steve Terrell Ed.D., and Ben Mitchell.

Confronted with a world that is strikingly different from what it was just a decade ago, we face rapidly shifting economic, political, and national security realities and challenges. To respond to these changes, it is essential that our universities and companies build globally competent leaders—that is, leaders possessing a combination of critical thinking skills, technical expertise, and global awareness allowing them to comprehend, analyze, and perform efficiently and effectively in the context of an increasingly globalized world.

Cultural awareness and sensitivity is one of the critical leadership skills for global leaders. It is reflected in awareness and understanding of, sensitivity and adapting to cultural differences. It includes being open to differences in various cultures, and having a commitment to learn about other cultures. One global leader described the importance of cultural awareness and sensitivity in terms of understanding “how people in other cultures make decisions, or how they think in terms of the whole process. I found some cultures not straightforward on the decision process.” He used Brazil as an example: “People would move around the bushes, but they don’t get to the straightforward, logical thinking to make a decision. As I learned the particularities of each culture, it gave me a much better understanding, I think, of how to deal with its people.”

Some of the behaviors associated with a high degree of cultural awareness and sensitivity include:
• ability to see different perspectives
• capacity for introspection and self-awareness
• interest and excitement for working across multiple cultures and locations
• desire to explore

Having a global mindset or perspective goes hand-in-hand with cultural awareness and sensitivity in that it concerns the ability to deal with different perspectives. Each of these different human perspectives is an important reflection of its own cultural context. A global mindset gives one the ability to align and integrate multiple perspectives, and deal with ambiguity and the complexity endemic in global business. One global leader described a global mindset as:

…having an appreciation for all differences and the value of diversity… recognizing those that you’re impacting around the globe…thinking about the value that you can bring when you take in different ideas, instead of focusing on what may be traditionally viewed within one venue. This doesn’t only apply to a country or region; it might be within a function because you could have a shallow mindset based on a functional view as well. And I think for me, it’s just being very open to others and being able to connect with their ideas—not set aside or dismiss them—you know, giving their ideas value and hearing them out.

Some of the behaviors and characteristics associated with global mindset or perspective include:
• ability to see different perspectives
• ability to align multiple perspectives
• dealing with ambiguity
• dealing with complexity
• being flexible and adaptable
• learning about different ways of doing business
• living outside a comfort zone
• managing multiple priorities
• thinking beyond the borders of one’s home country
• understanding the impact of one’s decisions on the rest of the world

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

By Maureen Metcalf

Innovative Leaders Guide to Transforming Organizations Awarded 2013 International Book Award – ‘Best Business Reference Book’

International Book Award 2013“Leading change starts with leadership and yet, in many organizations, the process of leading change often omits the idea that transforming leaders is an integral part of the overall transformation process,” says Metcalf. This guide to transforming organizations starts with an approach to leadership called innovative leadership. It is a comprehensive model defining five key elements required to successfully transform organizations.

Divided into sections, the first part of this guide focuses on what Innovative Leadership is and how to develop, build, and apply it. It explores the model in detail and gives examples of how an innovative leader can use these elements in transformation efforts.

The second section focuses on the process of leading transformative change. This section puts innovative leadership to action by building on exercises from Section One. It provides a change model, gives an example of how an innovative leader transforms his organization, and offers practical tools and steps to lead change.

A common reason for transformation failure is that leaders focus on the systems, rather than the larger context that includes themselves as leader and the organizational culture. Because innovative leadership influences by engaging the four dimensions of belief, action, culture, and systems equally, innovative leaders are uniquely qualified—and have a much higher success rate—to transform organizations.

During this decade of increased complexity and failed change initiatives, and amid an accelerated need for change, it is critical for organizations to identify new models that address these challenges while maintaining efficient and effective operations. This Guide provides models that increase your ability to successfully implement sustained change.

“This guide offers leaders a pragmatic set of tools to concurrently transform themselves and their organizations. Alignment is particularly important when transforming complex international organizations, and this book helps leaders align themselves their organizational culture, and their systems to ensure success. The combination of theory and practice make this a must-read leadership book!” says Willim I. Brustein, Ph.D., Vice Provost for Glogal Strategies and International Affairs, Professor of Sociology, Political Science, and History, The Ohio State University.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

From Smart to Wise: Acting and Leading with Wisdom

From Smart to WiseWe share reading recommendations when we come across authors whose work is well aligned with what we believe is requried for leader success. This is one of those books we think you will really enjoy because of its depth and practicality. This new book distills practical wisdom for addressing 21st-century business challenges into six key leadership capabilities.

CEO coach and advisor Prasad Kaipa and strategy consultant Navi Radjou have been studying the concept of wise leadership since 1989. Having worked with hundreds of executives in global Fortune 500 companies and entrepreneurial ventures, they have developed a unique way to assess leadership skills and help leaders to be effective, innovative, and successful.

Based on their research, experience, and insights, these internationally admired thought leaders have written a new book that presents stories of well-known wise leaders, an integrated self-development framework, and step-by-step strategies and tools leaders can use to ignite genius within themselves, their teams, and their organizations.

In From Smart to Wise: Acting and Leading with Wisdom (Jossey-Bass, 2013), Kaipa and Radjou present a compelling argument for why intelligence, or smartness, alone won’t be sufficient to deal effectively with the escalating complexity of the 21st century. Rather, what leaders need is practical wisdom—a set of new capabilities that enable them to see the potential benefit in complexity, and to turn it into an opportunity to bring new value to their organizations.

Kaipa and Radjou show why being smart, while exhilarating, can prevent leaders from paying sufficient attention to qualities like prudence, humility, ethics, and the common good.

They identify two broad styles that characterize smart leaders— functional smart and business smart. Functional smart leaders generally excel in one field or function, such as R&D or operations; effective execution, not risk taking, is their forte. Business smart leaders are big picture thinkers, visionaries, and risk takers with a competitive drive. Both styles of smart leadership have great strengths and serious limitations.

The smart leader who evolves into a wise leader, however, is able to discern which kind of smartness is appropriate for a particular situation, and to focus on business specifics and what’s personally beneficial, while simultaneously paying attention to intangibles such as shared values, ethics, and the greater good.

Using real-life stories of leaders who have struggled or excelled in their roles, the authors illustrate how six wise leadership capabilities can be cultivated and applied.

The strategies, insights, and advice in this book enable smart leaders to cultivate wise leadership by learning how to:

  • Shift one’s perspective and connect to a noble purpose. Start thinking holistically and focus on a higher purpose rather than purely on execution or strategy.
  • Act authentically and appropriately. Become fully engaged in the process, yet emotionally detached from the outcome.
  • Lead from any position. Learn when to lead from the front and when to let others lead and take credit.
  • Decide with discernment. Make decisions that are intuitive, ethical, yet pragmatic.
  • Demonstrate flexible fortitude. Know when to hold on and when to let go if the situation calls for it and is aligned with the larger purpose.
  • Cultivate enlightened self-interest. Be motivated to create value and bring benefit to the greatest number of people.

The book includes a self-assessment that enables readers to measure their leadership effectiveness across six key capabilities so they know where to focus self-development efforts. For each of the six leadership capabilities, there are practical question guides, exercises, and other strategies to help leaders delve into, understand, and cultivate new skills.

If smartness was the currency of success in 20th century, wisdom will be the currency of success in the 21st century. Wisdom is grounded in ethics, shared values, and in serving a larger purpose—all of which are important qualities in today’s complex, interdependent world. Wise leadership leverages smartness for the greater good; this is achieved by balancing action with reflection and introspection.

From Smart to Wise shows us how we can achieve greater success and feel more fulfilled by thinking and acting as a wise leader.