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From “Tribal leadership” by Logan, King & Fischer-Wright, 2008; adapted by Ledoux Stage Alienated Stable partnership Team “Life sucks” “I’m great” “Life is great” “My life sucks” “We’re great” Language 2% 25% 49% 22% 2% % Separate Relationship to people Separate Stable partnership “My life sucks” “We’re great” Language Personal domination

Inspired by Isaac Getz (Freedom Inc.)

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Marina OlivierLaurent

ClartéFiertéProgrès Autonomie 2007 Excellence 2007 Reconnaissance

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Listen to your liberating question Get off the dance floor & on the balcony Learn daily to ride your elephant Get out of the way - Let go

24 Sustainability Towards Stagnation (Too little efficiency) Towards Brittleness (Too little diversity) Greater efficiency (streamlining) Diversity & Interconnectivity Optimum 100% 0% Optimal balance Greater resilience

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27 Distinguishing technical problems & adaptive challenges Solution and implementation Primary locus of resp. for the work Kind of work Problem definition Challenge Clear Physician Technical Clear Requires learning Physician and patient Technical and adaptive Requires learning Patient > physician Adaptive Type I Type II Type III Source: “Leadership without easy answers”, by Ronald Heifetz

28 Modulating the stress Source: “Leadership on the line”, by Ronald Heifetz & Marty Linsky

29 Protect leadership voices w/out authority (Cover who raises questions authorities can’t raise) 5 strategic principles of Leadership Keep the distress level tolerable (Control the pressure cooker) Focus on ripening issues (Counteract work avoidance mechanisms) Give the work back to people (Put pressure on people with the problem) Identify the adaptive challenge (Unbundle the issues) 5 strategic principles of adaptive leadership Source: “Leadership without easy answers”, by Ronald Heifetz, adapted by Ledoux

30 I. Diagnose the system Be ready to observe & interpret before intervening Diagnose the system itself Diagnose the adaptive challenge Diagnose the political landscape Understand the qualities that makes an organization adaptive II. Mobilize the system Make interpretations Design effective interventions Act politically Orchestrate the conflict Build an adaptive culture III. See yourself as a system Identify who you are Know your tuning “Broaden your bandwidth” Understand your roles Articulate your purposes IV. Deploy yourself Stay connected to your purposes “Engage courageously” Inspire people Run experiments “Thrive” 4 related groups of activities of adaptive leadership

Lessons learned on leadership Act & talk as if you would control the situation Give your team & yourself credits for success but also responsibility for part of the failures Talk about the future, while recognizing organizational realities and their limitations 4 Know when & how not to interfere 5 Build an environment in which others can succeed

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