In the past the stories of leadership have been about how one "man" independent of everyone else came in and saved the day. Now that many of these "Great Men" have publicly been removed from their Ivory Towers, we have an opportunity to create a new landscape for leadership. Today, the successful stories of leadership present groups of people who worked together to solve a problem or to create an opportunity. These successful events in leadership have occurred as individuals notice that modern economies are based upon a series of interdependencies of leadership successes. The Mortgage and Banking industries were inextricably linked and their failures and inabilities to successfully and truthfully work together arguably caused many of the recent gloomy economic events.
Further, we all know that if, General Motors goes out of business a cascade of events will occur and GM's numerous suppliers are in jeopardy (no matter how clever "the men" at the head of those suppliers has been).
Thus, the traditional Old School styles of leadership are about as valuable as our current 401K's, and we need to seize the opportunity to advance New Schools of Leadership thinking to solve our daunting economic, social and political problems to create a better future.
Presentation Learning Objectives
Individuals who attend this session will learn:
How to identify Old School Thinking about leadership
Identify new ways of thinking about leadership, innovation and sustainability
Four simple and practical tools to identify and manage interdependence leadership opportunities
Presentation Outline
The goal is to use New Schools of Leadership to identify practical ways to create innovation and sustainability within our organizations.
Innovation: The two feet of Innovation: Supply Chain Process Improvement and New Idea Generation.
Sustainability: Hunting and Gathering in Sustainability: Managing the triple bottom line, people, planet and profit.
New School Leadership includes these tools:
1. Systems Thinking (based upon the work of Peter Senge) looks at the entire organization to properly diagnose interactions to create both opportunities and minimize threats
2. Dance Floor Balcony (based upon the work of Ronald Heifetz) gives two different perspectives to use to analyze both opportunities and threats
3. Tension Thinking teaches how to deeply analyze situations based upon less emotional clear thinking.
4. Appreciative Inquiry (based upon the work of Sue Hammond) presents the newest and most effective perspective for change management.
