I was very fortunate to be able to invite some amazing leaders to visit with my “Strategy in Organizations” class in the EGADE Business School del Tecnológico de Monterrey program this past Fall 2020.
Purpose — Grateful to Jay Harris for speaking about his experience in leading with the power of purpose.
Leadership Ethics — Really enjoyed having Matt Lee of the Harvard Human Flourishing Program share his work on Ethics and Values.
Strategic Context — Carolyn McCarthy shared her experience in co-hosting the strategic systems-change process. How to determine the boundaries and content of your STRATEGIC CONTEXT, with systemic strategy. Carolyn shared her experience with Open Opportunity Massachusetts (https://lnkd.in/dXT2J2d), using strategic systems mapping and collaborative processes to identify the dynamics and stakeholders defining the “strategic context” of K-12 education for all children in the state of Massachusetts (USA).
Strategic Resources — Grateful to Luz Maria Puente for sharing her work in bringing systemic strategic clarity [https://lnkd.in/d4kRBcM] to an organization’s understanding and implementation. What are my company’s MOST STRATEGIC resources? How do we scale them and leverage their impact, while regenerating the resources we need to sustain this?
Strategic Leverage — I thank Annabel Membrillo for sharing her experience in getting a large group of stakeholders to identify strategic systemic leverage interventions and then implement them. LEVERAGE, the ability to get far more from the system than we put into it–much greater effectiveness and efficiency with the same inputs. Strategic systemic leverage is critical to move the dial on seemingly intractable, complex issues like education, health, housing, and energy [https://lnkd.in/ddmwEGe].
My Own Leadership. I thank Hernando Aguilera for sharing his experience in guiding leaders through this inquiry of “Designing Your Life”. Who is DESIGNING MY LIFE? I would like to think I am. When we look at the underlying agreements that determine what I do, who I interact with, and how I interact, we discover a high percentage of agreements I have unconsciously accepted [https://lnkd.in/daQpyTp]. This means that someone or something else is designing my life, at home and at work. I can change this, designing my own life, at home and work.
Shifting Organizational Agreements — With deep gratitude to Ana Cláudia Gonçalves for sharing her experience, in leading large organizations through shifts in their outcomes and experiences by experimentally evolving their deeper agreements about who they are, what they do, and how they do it [https://lnkd.in/dgpKX28]. We want different OUTCOMES and different EXPERIENCES. We are not living up to what we know we are capable of being and doing. How do we change this?The class was also deeply inspired by her example of a young person successfully taking up leadership of a large organization and proving far greater results with innovative, more equitable practices
Implementing Strategy — I am grateful to Fred Krawchuk for sharing well-tested practices for rigor-testing strategy implementation. Robust agreements–agreements that work when the situation is volatile, uncertain, complex, and ambiguous (VUCA), our new everyday reality.
Strategic Information — Lots of gratitude to Michael Puleo for sharing what he observes as the state of the art in strategic information systems. Did it work? We had a STRATEGY–we saw a future state, we saw a way to it, we tried it. Did we get the FEEDBACK about whether it worked? What information do we need, to know if what we saw worked? How do we adjust what we see and what we do based on what we learned? What strategic measures help me see the effects of my strategy on my impact and on my resilience?
Leading in Wicked Problems — Deep thanks to Edward Brooks for sharing his insights on the fundamental shifts required in how leaders take up 21st-century “wicked problems” through human-focused organization. What is required to LEAD today? What they taught my parents about leadership in business school was similar to what they taught me, a generation later–direct, divide, manage, and conquer through well-structured controls. Many schools still teach these same leadership principles, another generation later. The “wicked problems” leadership faces today are completely different than the “tame problems” faced by earlier generations. How does one lead when it is not even clear what the problem is, and it is not clear when the problem has been solved? These characteristics require human-focused, deeply collaborative leadership.
Values in Leadership — Grateful to Prof. Elliott Kruse for sharing the latest in research on the impact of values in leadership
Collaborative Leadership — Deep gratitude to Jared Duval for sharing his experience in leading the Energy Action Network in Vermont. Leading a set of very diverse groups of people, from different industries and different social-political-economic perspectives, coming together to address wickedly complex problems sounds impossible, or at least really hard, doesn’t it? It is, until it is not. It depends on (1) what you understand your leadership role to be and (2) how you choose to organize. with my “Strategy in Organizations” class in the EGADE Business School del Tecnológico de Monterrey MBA program.