Portfolio of Leading edge initiatives

4. Continuation on Background ITC

11. The Immunity to Change X-ray

15. Immunity to Change Worksheet Worry Box: Used Individually or Collectively Step 3 – Hidden Competing Commitment Step 2 – Doing/not doing Use SMART Safe, Modest (S/M) Actionable (A) Research stance, Test (R/T) Step 4 – Big Assumption (BA) Step 1- Commitment Improvement goals Generating Ideas Pre-work

23. Leadership Action Wheel Existence -- the history that limits and launches what we do (What is the history of this event or situation?) Resources -- the things that we use in what we do (What are the resources?) Structure -- the form and processes that support and sustain what we do (What are the plans and processes?) Power -- the commitment and passion that energize what we do (What is the stakeholders’ level of commitment?) Mission -- the aim and priority that give direction to what we do (What is the direction?) Meaning -- the justification and significance that tell us why or for what we do what we do (What is at stake?) Fulfillment -- the completed action that embraces existence, resources, structure, power, mission, and meaning (What is the event in its completed state?) Answers Question: What is going on?

24. Fixable and Knowable I call them as they are Understandable I call them as I see them Unfixable and Unknowable There is not anything till I call them Three Worlds of Reality Certainty of Outcomes Agreement on Direction Stability Change High Low Tight Loose Zone 1 Serving the Past Zone 2 Building Core Competencies Zone 3 Systems Thinking Zone 4 Creating Ownership Zone 5 Focusing on the Future Zone 6 Creating Meaning in Chaos Zone 7 Serving the Promise of Authenticity Evolving Existence Evolving Resources Evolving Structure Evolving Power Evolving Mission Leadership Map Zone 7a Making Wise Choices Zone 7b Probing Deeper Zone 7c Living the Promise Chaos = Evolving Meaning Fulfillment Zone 3a Designing Sustainable Systems Zone 3b Affirming Shared Identity Zone 5a Setting the Direction Zone 5b Anticipating Change I serve balls and strikes as I serve the promise of baseball

25. Leadership Zones and Action Wheel Zone 1 Existence -- the from of action: our history, past, and memories in which the action is rooted or from which it arises Zone 2 Resources -- the with which of action; valued items, both tangible and intangible, that we use in the action Zone 3 Structure -- the through which of action: how processes and procedures are designed and implemented to get the action accomplished Zone 4 Power -- the by which of action: the energy or spirit that infuses the action Zone 5 Mission -- the toward which action: the direction of the action Zone 6 Meaning -- the for which of action: the significance and rationale of the action Zone 7 Fulfillment -- the into which of action: the completed action

26. Leadership Zone Matrix Zones Polarity Criteria Metaphor “ Life is a .. Core Ethical Principle Derailment 1. Serving the Past Stability/change Correspondence gift Sacred History Elimination 2. Building Core Competencies Potential/actual Consistency machine Freedom Exclusion (Discrimination) 3a. Designing Sustainable Systems Form /Dynamic Connectedness body Justice as fair inclusion Double Standards 3b. Affirming Shared Identity Form/ Dynamic Coherence body/living system Justice as constructive inclusion Rigidity 4. Creating Ownership Conceal/reveal Codetermination conflict between ups and downs Participation Oppression and abuse 5a. Setting Direction Ends /Means Convergence journey with focus on destination Caring as Sharing Discounting 5b. Anticipating Change Ends/ Means Conveyance journey with focus on trip Caring as listening Ignoring 6. Creating Meaning in Chaos Seriousness/playfulness Co-creation & connectedness art Responsibility Abdication 7a. Making Wise Choices One/many Congruence & Comprehensiveness polarity Authenticity Inauthenticity and evil 7b. Probing Deeper Part/whole Configuration paradoxical puzzle Authenticity Inauthenticity and evil 7c. Living the Promise Inside/outside and on to paradox Configuration welcoming promise Authenticity Inauthenticity and evil

27. Deep self-awareness; Faith in the promise of hope; Wisdom; Adeptness; Learning agility and inquiry; Listening to the stirrings; Mapping complex issues; Polarity and paradoxical thinking and living; A commitment to face spirituality, even theology, without getting trapped by exclusionary religious boundaries Leadership Zone Competencies Zones Commitments and Abilities that Require Development Stirrings 1. Serving the Past Historical sensibility and knowledge; core value identification; willingness to face hard truths from the past; commitment to preserve the best by means of celebration, orientation, seminars, speeches, and other Past share events Negative: stuck in the past, denial; Positive: Desire to do something 2. Building Core Competencies Mastering of technical skills of the discipline or subject matter needed: Finance and accounting knowledge and skills; Assessment of consistency of service or product quality; Project management; Supervisory excellence Negative: arrogance, narrow focus Positive: Get in touch with more people 3a. Designing Sustainable Systems Systems thinking: System design; Team participation; Awareness and need for needs-assessment surveys; Willingness to break out of silos and share wisdom across boundaries Negative: rigid, inflexible; Positive: Desire to know where system is going 3b. Affirming Shared Identity Commitment to develop the full array of emotional intelligence competencies; Team building and group participation; Ethical awareness and sense of core and shared values; executive strategic thinking and planning; Knowledge of the critical importance of identity affirmations Negative: workers left out; Positive: workers seeking voice 4. Creating Ownership Conflict negotiation skills; Personal empowerment with exit card; Buffalo self assessment -- know what decisions to keep, what to share, and what to release; Commitment to participatory actions and events Negative: fear of being surprised by something; Positive: curious about future 5a. Setting Direction Commitment to participatory visioning processes with appropriate foundations and planning skills; Awareness of the necessity of clarifying the destination; Confidence to move forward; Collective strategic planning process skills Negative: anxiety because too far out there; Positive: awareness that unknowable can happen 5b. Anticipating Change Pattern recognition; Scenario writing; Scanning; Framing; Metaphorical thinking; New insight generation; Commitment to authenticity thinking 6. Creating Meaning in Chaos Process wisdom; Courage that moves beyond risk-taking; Framing; Pattern recognition and serious writing; A profound understanding of serious play Negative: angst, what is meaning; Positive:deep quest for meaning 7a. Making Wise Choices Negative: self righteousness; Positive: desire for committed service 7b. Probing Deeper 7c. Living the Promise

28. Leadership Perspectives

29. Seven Zones of Leadership Summary

31. What is the Normal State? Self-Focused Internally Closed Externally Directed Comfort-Centered I tend to be ego driven, putting my interests ahead of the collective interests in a given relationship or set of relationships. I tend to stay in my comfort zone, denying external signals for change. I tend to define myself by how I think (perceive) I am seen and how well I am able to obtain external resources. I tend to engage in problem-solving activities, thus living in a reactive state.

32. What is the Fundamental State? Other-Focused Externally Open Internally-Directed Purpose-Centered I am transcending my ego, putting the common good and welfare of others first, increasing in authenticity and transparency, nurturing trust, and enriching the levels of connectivity in my networks. I am moving outside my comfort zone, experimenting, seeking real feedback, adapting, and reaching exponentially higher levels of discovery, awareness, competency, and vision. I am continually examining my hypocrisy and closing the gaps between my values and behavior. I am reaching higher levels of personal security and confidence. I am clarifying what result I want to create. I am committed and engaged, full of energy and holding an unwavering standard as I pursue a meaningful task.

33. What are Four Change Strategies? The Participating Strategy The Transcending Strategy The Forcing Strategy The Telling Strategy Emphasis : Relationship and open dialogue Are all included in open dialogue? Do I model supportive communication? Is everyone’s position being clarified? Am I surfacing the conflicts? Are decisions made participatively? Are the people cohesive? Emphasis : Potential and transcending self Am I internally directed? Is my purpose clear? Am I externally open, moving forward into uncertainty? Are people walking with me into uncertainty? Emphasis : Authority and Leveraging Is my authority firmly established? Is the legitimacy of my directive clear? Am I capable of imposing sanctions? Is there a clear performance-reward linkage? Am I using maximum leverage? Are the people complying? Emphasis : Facts and rational persuasion Am I within my expertise? Have I gathered all the facts? Have I done a good analysis? Will my conclusions withstand criticism? Are my arguments clear? Are the people listening? Interpersonal Perspective Political Perspective Transformational Perspective Technical Perspective Logic Compliance Trust Vision Structure and Control Preservation of the System External Alignment of the System Possibility and Emergence

34. Fundamental State Leadership Competencies Being able to deal with Polarities Compassionate vs . concerned/assertive vs. bold Spontaneous vs. expressive/self disciplined vs. freedom Mindful vs. reflective/active vs. energetic Principled vs. integrated/engaged vs. involved Realistic vs. questioning/optimistic vs. constructive Grounded vs. factual/visionary vs. hopeful Confident vs. secure/humble vs. flexible Independent vs. strong/humble vs. open Creative States Responsible Freedom Detached Inter- dependence Appreciative Inquiry Authentic Engagement Adaptive Confidence Tough Love Reflective Action Grounded Vision Ever-Increasing Integrity

35. Negative Positive Integrative Positive Negative Negative Positive Integrative Positive Negative Negative Positive Integrative Positive Negative Negative Positive Integrative Positive Negative Stagnate;Inactive Mindful/Reflective Reflective & Active Active/Energetic Mindless/unreflective Self-righteous;withdrawn Principled;integrated Principled & Engaged Engaged;involved Compromised;unprincipled Unrealistic;unquestioning Optimistic;constructive Constructive & Analytic Realistic;questioning Pessimistic;destructive Ungrounded;deluded Visionary;hopeful Grounded & visionary Grounded;factual Visionless;hopeless Reflective Action Authentic Engagement Appreciative Inquiry Grounded Vision Fundamental State Leadership Competencies’ Assessment -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3 -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3 -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3 -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3

36. Negative Positive Integrative Positive Negative Negative Positive Integrative Positive Negative Negative Positive Integrative Positive Negative Negative Positive Integrative Positive Negative Uncertain;insecure Adaptive;flexible Adaptive & Confident Confident;secure Rigid;inflexible Dependent;weak Humble;open Humble & strong Independent;strong Arrogant;closed Undisciplined; Spontaneous; Self-disciplined & Self-disciplined & Unexpressive; spontaneous irresponsible expressive responsible guarded Indulgent; Compassionate; Compassionate Assertive; Oppressive; permissive concerned and assertive bold overbearing Adaptive Confidence Detached Interdependence Responsible Freedom Tough Love Fundamental State Leadership Competencies’ Assessment -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3 -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3 -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3 -3 -2 -1 1 2 3 4 5 4 3 2 1 -1 -2 -3

40. Overcoming the Five Dysfunctions of Teams Gaining Trust Mastering Conflict Achieving Commitment Embracing Accountability Focusing on Results Comes from sessions on Leadership and Self Deception

41. Working on Trust Profiling Tools Are Useful in Building Trust -- Having refreshing conversations and sensitivities around MBTI, TMP, IOPT and EQ-I helps

42. Working on Conflict Resolution

43. Working on Commitment

44. Working on Accountability

45. Working on Results Distractions include ego, career advancement, money, priority on leading team versus being member

46. Team Analysis and the IOPT * Developed by Dr. Gary Salton

47. Input-Output Strategies Graph REACTIVE STIMULATOR LOGICAL PROCESSOR RELATIONAL INNOVATOR HYPOTHETICAL ANALYZER Unpatterned Input Action Output Structured Input Thought Output Unpatterned Input Thought Output Structured Input Action Output

48. The Strategic Styles Dynamic Styles Combination Reactive Stimulator Relational Innovator Logical Processor Hypothetical Analyzer Team Work Changer Performer Conservator Perfector

49. The Team Dynamic Effective teaming requires an understanding of our different interaction styles and an ability to utilize the appropriate style necessary to produce the results needed by the team or organization at any given time.

51. Strategic Styles & Teams

52. Strategic Styles & Teams Core orientation: 100% overlap in same basic orientation. Consensus decisions likely to reflect orientation of this area. Decisions made wouldn’t compromise preferences Secondary orientation: 50% or more overlap in same basic orientation. Majority decisions likely to reflect orientation of this area Tertiary orientation: Reflects minority of team’s orientation. Area of council/recommendation

53. Developed by: Team Analysis and the STDP

54. THE HIGH ENERGY TEAMS MODEL All processes need to be implemented with a strong emphasis on Linking What Should happen compared with What Does happen What Should happen indicates Importance or Priority The difference between what Should and Does occur indicates Satisfaction of Performance

55. Developed by: Team Analysis - TOW and TMP

56. TYPES OF WORK MODEL What Should happen compared with What Does happen What Should happen indicates Importance or Priority The difference between what Should and Does occur indicates Satisfaction of Performance Every project contains these 8 activities

57. The Types of Work Model Key Research Finding To sustain high performance, teams and individuals need to find balance in the performance of the various work functions

58. ADVISING Gathering and Reporting Information

63. PRODUCING Concluding and Delivering Outputs

68. MEASURES OF WORK PREFERENCE RELATIONSHIPS INFORMATION DECISION MAKING ORGANIZATION Extroversion (E) Introversion (I) Practical (S) Creative (N) Analytical (T) Beliefs (F) Structured (J) Flexible (P) Where do we go to trust the source of our information? How do I like to look at my Information? How do I like to make judgments about my information? How do I prefer to plan concerning my information?

73. TYPES OF WORK MODEL E I C P F S B A

74. Team Management Profile

75. RELATIONSHIPS INFORMATION DECISION MAKING ORGANIZATION + = The Types of Work Model The Measures of Work Preference The Team Management Wheel + =

76. Team Analysis and Comparing MBTI with TMP Work Preferences

77. MBTI/TMP Sixteen Fold Model Comparison ISTJ ESFJ ESTJ INTJ ENTJ ESTP ENTP ENFJ INTP INFP ESFP INFJ ISFP N ISFJ ISTP ENFP S P J T F

80. Linking Leader Skills

81. People Linking Skills

89. Task Linking Skills

96. Leadership Linking Skills

109. Kaleidoscope Model The ADHOCRACY* * Developed by Dr. Sheila Sheinberg

110. “ We have learned that… the past will be a poor guide to the future and that we shall forever be dealing with unanticipated events. Given that scenario, organizations… will need individuals who delight in the unknown. - Charles Handy

111. The ADHOCRACY: The Creative, Adaptive, Responsive, Agile Organization What is it?

112. The Adhocracy Organization Self-Managing Process Project Teams Self-Managing Process Project Teams Linkages

113. The organization has the ability to systematically and dynamically change it’s scope to respond to signals from the environment. THE ADHOCRACY

114. A continually changing business and social environment requires a continually changeable organization just to keep pace. Leaders must learn to think of organizing as a verb, an active verb...

117. A B C D 1 2 Horizontal Workflow Organizations Versus Vertically Structured Organizations Creating New Organizational Lifelines From Bureaucracy to Adhocracy

118. The ADHOCRACY: The Creative, Adaptive, Responsive, Agile Organization It's about the DESIGN

121. The Adhocracy Organization Self-Managing Process Enterprise Teams Self-Managing Process Project Teams Linkages

122. The ADHOCRACY: The Creative, Adaptive, Responsive, Agile Organization It's about the PEOPLE

126. The ADHOCRACY: The Creative, Adaptive, Responsive, Agile Organization It's about Skills and Knowledge

130. The Adhocracy Organization Self-Managing Process Project Teams Self-Managing Process Project Teams Linkages

131. Client A Vision Strategic Plans Corporate Goals Philosophy Realism Critical Linkage Mission Statement Values Knowledge Know-How Know-Who Know-Why Know-When Know-What Know-Where Process A Project A Process B Project B

132. The ADHOCRACY: The Creative, Adaptive, Responsive, Agile Organization It's about LEADERSHIP

133. The ADHOCRACY The “Kaleidoscope” Model … same components, multiple configurations . Transformation

135. Applied Behavioral Analysis Developing Leadership Behavior That Drives Profitability In Your Organization* * Based on the Work of Leslie Braksick, Ph.D.

136. Discretionary Performance Poor Leadership Coercive Leadership Effective Leadership Desired Acceptable Undesired Discretionary Performance Acceptable but minimal performance Unsatisfactory performance

138. IMPACT Model Step 1 & 2 Identify and Measure Target Results Step 3 Pinpoint Critical Few Behaviors Step 4 Activate & Consequate Desired Behavior Step 5 Transfer Fluency to Sustain Behavior

147. Make-IT Model For Organizational Change Make It Real Pinpoint Critical Few Behaviors Make It Happen Activate & Consequate Desired Behavior Make It Clear Identify and Measure Target Results Make It Last Transfer Fluency to Sustain Behavior Its all about Outcomes Business Results Leadership Effectiveness Execution Culture

153. Make it Last - Build the IMPACT Culture Make It Clear Make It Clear Make It Clear Make It Clear Make It Real Make It Happen Teams & Individuals Organization Reviews & assessments (weekly, monthly, annually) Review behavior & results indicators Identify opps to improve Identify individuals to recognize & advance Execute plan For each biz opportunities, targeted results, critical path behaviors, key performers Prioritization & Resource Allocation Includes priorities for biz opps based in behavioral change Provides resources to support IMPACT methodology (coaching, training) Corporate goals & metrics released BU Planning Identify & prioritize biz opps due to planned behavior Corporate priorities announced Include corporate-wide leadership behaviors Make It Last

155. Hitting on all Four D C O M Results High Performance x Chaos x Bankruptcy x Frustration x Lethargy