Nine Practices of 21st Century Leadership A Guide for Inspiring Creativity Innovation and Engagement 2nd Edition by Gary Depaul, David Marquet, Edward Muzio ISBN 9781032226347 103222634X

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ISBN 10: 103222634X
ISBN 13: 9781032226347
Author: Gary Depaul, David Marquet, Edward Muzio

Nine Practices of 21st Century Leadership A Guide for Inspiring Creativity Innovation and Engagement 2nd Edition Table of contents:

Section I Demystifying 21st Century Leadership

1 Clarifying Why Leadership Is Confusing

Introduction

Reason 1: Leadership Is Like a Role but Different

Defining “Role”

Leadership Differs from a Role

Does “Leadership” Include a Set of Roles or Qualities?

Conclusion

Reason 2: Leadership Is More than a Set of Qualities

Many Authors Explain Leadership in Terms of Qualities

Leadership Qualities Are Necessary but Not Sufficient

Conclusion

Reason 3: Leadership Is Like a Skill but Different

Leadership Is Like a Skill

Leadership Is More than a Skill

Conclusion

Reason 4: Some Leadership Theories Overlap with Leadership Styles

Leadership Theories Explain Leadership Behaviors

Leadership Theories Referenced as Leadership Styles

Conclusion

Reason 5: Leadership Is Like Management, but Different

Introduction

Management Defined

Management Categories

Organization Managers

Process Managers

Project Managers

Managers of People

Three Performance Needs

Management and Leadership Can Accomplish the Same Tasks

Leadership Differs from Management

Conclusion

Reason 6: The Meaning of Leadership Is Changing

Summary

2 Defining 21st Century Leadership

Introduction

Definition of 21st Century Leadership and Desired Results

Desired Results

Introduction

Immediate Results

Fulfilled Needs

Removed or Reduced Performance Barriers

Improved Performance

Short and Long-Term Results

Cultural Results

Partnership Results

Individual Growth Results

Business Results

Societal Results

Conclusion

Maturing Mental and Moral Qualities, Capabilities, and Behaviors

Maturing Mental Qualities

Maturing Moral Qualities

Maturing Capabilities

Maturing Behaviors

Bidirectional

Seven Principles, Twenty-Six Beliefs, and Nine Practices

Summary: What to Do

3 Revealing Traditional Leadership and Assumptions

Introduction

Traditional Leadership Definition

Traditional Leadership Includes Accidental Leaders

The Extreme Case of Traditional Leadership

Why Anyone Would Practice Traditional Leadership

Traditional Leadership Assumptions

Assumption 1: Leaders Need Authority

Rationale

Why the Leaders Need Authority Assumption Is Wrong

Assumption 2: Leaders Are Heroes Who Leave a Legacy

Assumption 3: Intimacy Weakens Leadership

Assumption 4: Giving Away Power Weakens Leadership

Assumption 5: Only One Person—Typically a Manager—Functions as the Leader

Assumption 6: The Leader Is the Smartest

Assumption 7: Team Members Are the Cause of Unproductivity

Assumption 8: Team Members Cannot Be Trusted

Assumption 9: Team Members Are Less Important than Revenue, Profit, Operational Costs, and Leaders

Assumption 10: Talking Is More Important than Listening

Assumption 11: Recognition Is a Formal Process

Assumption 12: Leadership Requires Little or No Training

Assumption 13: Leaders Know How Effective Their Leadership Is

Summary: What to Do

4 Explaining 21st Century Leadership Principles and Beliefs

Introduction: Because of the Environment and Our Brains, We Need Guiding Principles

Seven Leadership Principles and Beliefs

Principle 1: Believe in Others

How Growth and Fixed Mindsets Affect Believing in Others

Mindsets

Fixed Mindset

Growth Mindset

People Can Shift Mindsets

How Fixed and Growth Mindsets Affect Believing in Others

Belief 1: Intelligence Isn’t Static and Can Be Developed Continuously

Belief 2: Everyone Can Practice Leadership Regardless of Role

Principle 2: Connect with Others

Psychological Safety

Ingroup and Outgroup

Belief 3: Being Vulnerable and Getting to Know Others Builds Trust

Without Trust, It Is Difficult to Maintain Relationships

Getting to Know Others Builds Trust

Belief 4: Sharing Your Mistakes Builds Credibility

Belief 5: Celebrations Build Community, Connect Events to Values, Renew Commitment, Promote Social Support, and Improve Everyone’s Well-Being

Principle 3: Put Others First

Belief 6: Giving Credit for Accomplishments to Others Is More Important than Taking Credit

Belief 7: Employees Serve Customers Before Serving Management

Belief 8: When Outcomes Are Disappointing, Accepting Responsibility but Never Blaming Is Critical for Personal Accountability

Belief 9: Leadership Is Action That Focuses on Others and Not the Actor

Belief 10: Volunteering Time, Energy, Resources, Ego, and Previous Priorities to Help Others Inspires Loyalty and Commitment

Principle 4: Give Up Control

Belief 11: Control Erodes Relationships

Belief 12: Leading Well Is about Empowering Others

Belief 13: By Making Yourself Dispensable, You Make Yourself Indispensable

Belief 14: Command and Control Is a Shared Responsibility

Principle 5: Encourage Growth

Belief 15: Helping Others Figure Out Their Development Enhances Their Ability to Contribute

Belief 16: Encouraging People to Grow and Leave Their Role Contributes to Organizational Growth

Belief 17: Allowing Teams to Make Mistakes Enables Them to Be Open with Their Mistakes and Learn from the Experience

Belief 18: If You Change the Conditions in Which Others Operate, You Can Change Their Behaviors

Principle 6: Collaborate with Others

Belief 19: Organizational Charts Limit Thinking

Belief 20: Considering Problems from a Systemic Perspective Minimizes Using Blame

Belief 21: Leadership Doesn’t Reside with One Person

Belief 22: Influence Comes from All Directions

Belief 23: Leadership Practices Work the Same with All Populations Including Peers, Customers, Supervisors, and Subordinates

Principle 7: Develop Leadership Practices Continuously

Belief 24: To Become Fluent in Leadership, You Need to Practice Leadership Regularly and Monitor Your Effectiveness

Knowledge

Conformational and Corrective Feedback

Belief 25: Knowing Everything about Leadership Isn’t Enough

Belief 26: Leadership Involves Helping Others Learn Leadership

Summary

Section II Improving Performance with Systemic Thinking

5 Practice 1: Analyzing Like Detectives

Introduction: Importance and Benefits of Analyzing Like Detectives

Characteristics of Analyzing Like Detectives

Rummler’s Fundamental Laws of Organizational Systems

Law 1: Understanding Performance Requires Documenting the Inputs, Processes, Outputs, and Customers That Constitute a Business

Law 2: Organization Systems Adapt or Die

Law 3: When One Component of an Organization System Optimizes, the Organization Often Suboptimizes

Law 4: Pulling Any Lever in the System Will Have an Effect on Other Parts of the System

Law 5: An Organization Behaves as a System, Regardless of Whether It Is Being Managed as a System

Law 6: If You Pit a Good Performer against a Bad System, the System Will Win Almost Every Time

Conclusion

Anatomy of Performance and the Human Performance System

Introduction

Anatomy of Performance of Organizations (Organization Level)

The Human Performance System (Performer and Process Levels)

Identifying Trouble Spots in the Human Performance System

Conclusion

The Performance Chain Model and the Six Boxes® Model

Introduction

Performance Chain Overview

Six Boxes® Model Overview

Common Mistakes with Influencing Behaviors

Mistake 1: Attempt to Influence without Focusing on the Valuable Accomplishments Needed to Support Desired Business Results

Mistake 2: Attempt to Influence without Collaborating with Other Departments

Mistake 3: Attempt to Influence with Only One Category

Mistake 4: Using Influence to Optimize a Subsystem While Compromising the Whole System

Troubleshooting with the Six Boxes® Model

Conclusion

Leading Examples

Individual Contributor Leading Example: Investigating Inventory Losses

Manager Leading Example: Investigating Opportunities through Skip-Level Dialogues

Executive Leading Example: Mapping the Primary and Support Processes

Background

Clint Analyzes the Organization

Results

Summary: What to Do

Summary

What to Do

Word of Caution

6 Practice 2: Diagnosing and Treating Like Doctors

Introduction: Importance and Benefits of Diagnosing and Treating Like Doctors

Characteristics of Diagnosing and Treating Like Doctors

Rummler’s RIP

Introduction

Phase I (Analysis and Diagnostics): Desired Results Determined and Project Defined

Phase II (Analysis and Diagnostics): Barriers Determined and Changes Specified

Phase III (Treatment): Changes Designed, Developed, and Implemented

Phase IV (Treatment): Results Evaluated and Maintained or Improved

Conclusion

Leading Examples

Introduction

Individual Contributor Leading Example: Diagnosing and Treating Project Management

Manager Leading Example: Diagnosing Ineffective Performers

Executive Leading Example: Diagnosing Fighting Fires

Summary: What to Do

Summary

What to Do

Word of Caution

7 Practice 3: Finding Key Behaviors Like Social Psychologists

Introduction: Importance and Benefits of Finding Key Behaviors Like Social Psychologists

Mistakes That Occur When Not Using This Practice

Reason 1: Difficulty Finding Key Behaviors

Reason 2: Promoted Due to Technical Capabilities

Reason 3: Choose Not to Develop Change Management Capabilities

Characteristics of Finding Key Behaviors Like Social Psychologists

Think Like Social Psychologists

Setting Goals and Measures

Systematic Approach for Finding Key Behaviors

Grenny et al. on Finding Key Behaviors

Duhigg on Finding Key Behaviors

Influencing and Adopting New Key Behaviors

Grenny et al.’s Six Sources of Influence for Influencing Key Behaviors

Duhigg and Influencing Key Behaviors

Leading Examples

Individual Contributor Leading Example: Inspiring Multidirectional Collaboration

Manager Leading Example: Changing the Selling Process

Executive Leading Example: Eliminating Tribal Knowledge

Summary: What to Do

Summary

What to Do

Word of Caution

Section III Supporting Change

8 Practice 4: Communicating Like Agents

Introduction: Importance and Benefits of Communicating Like Agents

Clarification: Differences among Practices Aligned to Communication

Characteristics of Communicating Like Agents

Tactics for Influencing Others to Take Action

Point of Clarification between Teams and Groups

Influence Tactics for Those Assigned to Manage Individual Contributors and Teams

Tactics for All Formal Roles to Influence Others to Act

Marquet’s Intent-Based Leadership (IBL)

Begin with the End in Mind

IBL

Conclusion

Drexler/Sibbet Team Performance Model

Leading Examples

Individual Contributor Leading Example: Knowledge Sharing across Teams

Manager Leading Example: Transitioning from Traditional C2 to a Shared C2

Executive Leading Example: Blaming the VP

Summary: What to Do

Summary

What to Do

Word of Caution

9 Practice 5: Directing Like Guides

Introduction: Importance and Benefits of Directing Like Guides

Characteristics of Directing Like Guides

Assessing Abilities Using Situational Leadership® II

SLII® Example

Techniques for Building Capability

Bandura’s Vicarious Learning

Cognitive Apprenticeship

Grenny et al.’s Tactics for Influencing Personal Ability

Leading Examples

Individual Contributor Leading Example: Helping an Aircraft Maintainer Build Competence

Manager Leading Example: Transitioning from Academic to Business Writing

Executive Leading Example: Transitioning a Training Department

Summary: What to Do

Summary

What to Do

Word of Caution

10 Practice 6: Nurturing Like Gardeners

Introduction: Importance and Benefit of Nurturing Like Gardeners

Characteristics of Nurturing Like Gardeners

Grenny et al.’s Structural Ability Tactics

Make It Easy: Handshaw and Performance-Support Solutions

Leading Examples

Individual Contributor Leading Example: Using Job Aids for Performance Support

Manager Leading Example: Establishing Department Standards

Executive Leading Example: Making Managers More Accessible by Changing the Space

Summary: What to Do

Summary

What to Do

Word of Caution

Section IV Adding Value

11 Practice 7: Facing the Unknown Like Lions

Introduction: Importance and Benefits of Facing the Unknown Like Lions

Characteristics of Facing the Unknown Like Lions

Serious Listening

Why Listening Is Undervalued, Underrated, and Challenging

Graves’ Five Levels of Listening

Miscommunication

Obtaining Feedback

Kouzes and Posner on Receiving Feedback

Goldsmith’s Feedforward Technique

Using 360° Feedback

Word of Caution

Giving Feedback

Leading Examples

Individual Contributor Leading Example: Hunter’s Leadership Assessment

Manager Leading Example: Identifying Annual Leadership Objectives Using 360° Feedback

Executive Leading Example: Obtaining Executive Team Feedback for a General Manager

Summary: What to Do

Summary

What to Do

Word of Caution

12 Practice 8: Developing Like Scouts

Introduction: Importance and Benefits of Developing Like Scouts

Characteristics of Developing Like Scouts

Robinson and Schroeder’s Mechanisms for Innovation: Idea Activators and Idea Mining

Kouzes and Posner’s Tactics for Generating New Ideas

Leading Examples

Individual Contributor Leading Example: Vendor Management Process

Manager Leading Example: Starting a New Training Department

Executive Leading Example: College Competition Sponsorship

Summary: What to Do

Summary

What to Do

Word of Caution

13 Practice 9: Communicating Like Broadcasters

Introduction: Importance and Benefits of Communicating Like Broadcasters

Characteristics of Communicating Like Broadcasters

Maxwell’s Eight Guidelines for Connecting with Others

Leading Examples

Individual Contributor Leading Example: Sharing Technical Expertise

Manager Leading Example: Leadership Development Breakfast Club

Executive Leading Example: Sharing Leadership at the Corporate Office

Summary: What to Do

Summary

What to Do

Word of Caution

Section V Continuing to Grow

14 Maturing and Sustaining Your Leadership Practices

Introduction

The Leadership Development Process

Step 1: Foundation

Step 2: Feedback

Step 3: Friction

Step 3.A: Share Results

Step 3.B: Apologize

Step 3.C: Ask for Help

Step 3.D: Get Started

Step 4: Follow-Up

The 21st Century Leadership Development Roadmap

Stage I: I Know

Characteristics

What You Need to Advance to Stage II

Stage II: I Don’t Know

Characteristics

What You Need to Advance to Stage III

Stage III: I Know That I Don’t Know

Characteristics

What You Need to Advance to Stage IV

Stage IV: I Don’t Know What I Don’t Know

Characteristics

What You Need to Maintain Stage IV

What to Do: Using the Roadmap to Sustain Your Journey

15 Considering Organizational Implications

Introduction

Managing the Strategy Portfolio

The Competitive Advantage of Having Employees at All Levels Practice Leadership

The Way Organizations Form, Monitor, and Refine Their Strategies

Building Teams with Diversity and Inclusion

Rethinking Leadership Development

Advancing 21st Century Leadership

Afterword: The Fundamental Attribution Error

Appendix I: 21st Century Leadership Definition, Principles, Practices, and Results

Appendix II: 21st Century Leadership Principles, Beliefs, and Practices Alignment

Appendix III: Traditional Leadership Assumptions and Related Consequences

Appendix IV: Nine Practices

Appendix V: Nine Practices 360° Feedback Diagnostic Tool

Appendix VI: Related Quality Terms

Appendix VII: Intent-Based Leadership (IBL) Manifesto

Endnotes

Bibliography

Index

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Tags: Gary Depaul, David Marquet, Edward Muzio, Nine Practices, 21st Century Leadership, Inspiring Creativity Innovation