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Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes that Matter Most

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Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes that Matter Most

Robert J. Anderson, William A. Adams, Ed Catmull (Foreword by)

ISBN: 978-1-119-53830-1 January 2019 288 Pages

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Description

Transform Your Organization by Scaling Leadership

How do senior leaders, in their own words, describe the most effective leaders—the ones that get results, grow the business, enhance the culture and leave in their wake a trail of other really effective leaders? Conversely, how do senior leaders describe the kind of leader that undercuts the organization’s capacity and capability to create its future? This book, based on groundbreaking research, shows how senior leaders describe and develop leadership that works, that does not, that scales, and that limits scale.

Is your leadership built for scale as you advance in today’s volatile, uncertain, dynamic, and disruptive business environment? This context puts a premium on a very particular kind of leadership—High-Creative leadership capable of rapidly growing the organization while simultaneously transforming it into more agile, innovative, adaptive and engaging workplace. The research presented in this book suggests that senior leaders can describe the High-Creative leadership with surprising clarity. They also describe with equal precision the High-Reactive leadership that cancels itself out and seriously limits scale. Which type of leader are you?

You scale your leadership by increasing the multiple on your leadership in three ways. First, by developing the strengths that differentiate the most effective leaders from the strengths deployed by the most Reactive and ineffective leaders. And second, by increasing your leadership ratio—the ratio of most the effective strengths to the most damaging liabilities. Third, by developing High-Creative leaders all around you.

Scaling Leadership provides a proven framework for magnifying agile and scalable leadership in your organization. Scalable leadership drives forward-momentum by multiplying high-achieving leaders at scale so that growth, productivity and innovation increase exponentially. Creative leaders multiply their strengths beyond technical competence by leading in deep relationship, with radical humanity, passion and integrity.

Drawing upon decades of solid research and experience enhancing individual capability and collective leadership effectiveness with Fortune 500 companies and government agencies, the authors provide an innovative and efficient framework to help you:

  • Take stock of your own personal balance of leadership strengths and weaknesses
  • Scale your leadership in deep relationship and high integrity
  • Proliferate high-achievers throughout your organization’s leadership system
  • Identify ineffective leadership and course-correct quickly
  • Transform your organization by transforming leadership

Scaling Leadership is an invaluable tool for executives, managers, and leaders in business, academia, nonprofit organizations, and more. This innovative resource provides effective techniques, real-world examples, and expert guidance for organizations seeking to improve performance, align and execute strategies, and transform their business with scalable leadership capability.

Foreword xiii

Acknowledgments xv

Introduction xix

Chapter 1 Exposed at Scale 1

Leadership at Scale 2

The Development Gap 4

The Spiritual Journey of Leadership 9

Chapter 2 Profiles in Leadership 13

Optimal Leadership Circle Profile 15

Conditions for Scale 21

Bridging the Development Gap 28

Chapter 3 Getting a Street View on Leadership 31

Sample Demographics 33

How Different Are These Groups? 33

So What? 37

Chapter 4 High-Creative Leadership Strengths 39

Strengths of High-Creative Leaders 40

Top 10 Skills for High-Creative Leaders 41

Biggest Strength Gaps 43

What Surprised Us? 44

Contribution of Women Leaders 45

Scaling Leadership 49

Chapter 5 The Strengths of High-Reactive Leaders 53

Top 10 Strengths of High-Reactive Leaders 54

Non-Differentiating Strengths 55

Redefining Leadership 60

Chapter 6 Leader Liabilities 65

How We Interrupt Our Effectiveness 65

Top 10 Liabilities of High-Reactive Leaders 66

Case Example: President Edwardo 69

Leadership Ratio 71

What Is Your Return on Leadership? 73

Relationship-Task Balance 73

Chapter 7 The Canceling Effect 79

The Canceling Effect 80

Does Your Leadership Scale? The Impact of Non-

Differentiating Strengths 83

Seven Multiples, Seven Canceling Effects 84

Systemic Canceling Effects 87

Are You Amplifying Your Multiple or Your Canceling Effect? 89

A Matter of Development (The Peter Principle Revisited) 91

Chapter 8 How Leaders Scale Leadership 95

Case in Pont: Jeff Hilzinger 95

Scaling Leadership Beyond Yourself 96

Jeff Hilzinger: A Transformational Leader 111

Chapter 9 Full-Spectrum Leadership 115

The Middle Groups 116

A Pathway of Development 117

A Deeper Dive into the Data 118

So What? Key Conclusions 124

Where Are You? 127

It’s Time for an Upgrade 129

Chapter 10 Reactive Leadership 131

Canceled Gifts and Competing Liabilities 134

Heart-Centered Leaders 135

Will-Centered Leaders 140

Head-Centered Leadership 144

The Universal Model Maps Core Patterns 149

Chapter 11 Transforming Reactive into Creative Leadership 153

Shift from Reactive to Creative in Three Movements 155

Three Movements, One Symphony 161

Complementary Competencies 163

Developing Conscious Leadership 166

Chapter 12 Practices That Transform Leadership 169

How to Change 171

Establish Generative Tension 173

Tell the Truth About What We Want 173

Discerning Purpose 174

Distill Vision 175

Outcomes and Behavior 176

Telling the Truth About Current Reality 178

Be Intentional 182

Stop, Challenge, Choose 182

Practice 184

Intuition 184

Reflection 185

Feedback 187

Truth Telling 188

Lead the Change 189

Chapter 13 Integral Leadership Informed by Grace 193

Appendix A Leadership Circle Profile Summary Dimensions 201

Appendix B Leadership Effectiveness and Business Performance 207

Appendix C Research Methodology 211

Description of LQ Indicator and the Selection of Specific Samples Based on LQ 211

Description of Qualitative Analysis of Comment Feedback 213

Appendix D Definitions of Thematic Strengths and Liabilities 215

Appendix E Theorists Integrated into the Leadership Circle Universal

Model of Leadership 221

About the Authors 226

Notes 228

References 235

Index 243