POV Collaborative Leadership Tool Sharpeners
We offer updates on this page as an indication of the emerging Principles we examine, explore and embody. We have assembled what we believe to be the best “tool sharpeners” for leaders. Please feel free to use, adapt, share with us and others any of this information or any new information the interest of enhancing leadership capabilities.
POV Collaborative Leadership Principles
Guided by our work with current leaders from private, public, academic and nonprofit sectors, we have developed principles which we believe should inform all contemporary leadership practices. Not only do these principles allow us to examine, coach, and live leadership, we wrap them in the context of the reality we observe in 21st century organizations.
The Context of Leading in Today’s World
- Effective leadership today is more collaborative, consultative, and accepts shared models of leadership. The complexities and challenges of today’s organizations can no longer be solved by “command and control” leadership.
- Generational differences with a keen focus on the transition in workforce from “bookers” to “millennials” demands that leaders must become more adept at coaching and mentoring.
- Work is no longer tied to a specific time or space. The nature of work has been effected as greater emphasis is placed on blending personal and professional lives. This new approach to work is a result of changes in technology, work expectations, and work environments.
- Inclusion has become a strategic imperative since today’s challenges require diverse perspectives and solutions. Contemporary organizations no longer refer to “diversity,” “diversity & Inclusion” to the more contemporary term of “Inclusion Strategies.” This new approach not only focuses on ethnicity, race, and religion – but equally on gender, age, and individual choices and thought.
- The pace of Organizational life has quickened. Leaders must cultivate an organizational culture that embraces flexibility, adaptability, and rigorous scenario planning. Long-term strategic planning effort is no longer effective or desirable.
- Contemporary leaders must understanding the past while at the same time, taking a long-term view of the impact of the decisions they make. Leaders must acquire accurate and sharp perspectives along with the ability for continuous reflection.
POV Collaborative Leadership Principles
We believe the contemporary organizational demands require a move from Command and Control to a more interdependent leadership approach. This more transformational leadership approach combines theory and practice in a highly experiential, reflective, and feedback-rich learning culture. We believe new approaches to contemporary leadership challenges are required.
We base our beliefs on the following:
- Organizational transformations are the result of discipline and hard work. The days of the charismatic leadership are dwindling.
- We examine and think about leadership from a transformational perspective.
- Transformational change begins consciously and begins within.
- Transformational leadership is built on interactive process, and not the work of one prominent personality.
- TEACHING Leadership skills NO LONGER works. Leadership development must focus on expanding the capacity to lead effectively.
- The intention of transformational leadership is to motivate followers by examining and understanding their conceptions of self in alignment with their personal goals and the larger purposes of the group.
- We encourage the development of the growth mindset with emerging leaders.
- Leaders MUST recognize the power of interdependencies.
- Networks allow the emergence of movements. Movements often lead to social, cultural, and systemic change. Today’s leaders must understand how to develop, empower, and mobilize networks.
- Transformational leadership development is multi-disciplinary and draws on theory and science from psychology, linguistics, neuroscience, sociology, and organization development.
Core Capacities of Contemporary Leaders
- Works from mission and purpose and helps others connect their work with higher purpose
- Creates and communicates inspiring, aspirational and attainable vision
- Provides clear context for vision, strategy, and action
- Frames a FRESH narrative for implementation of vision
- Reinforces CHANGE efforts by focusing on orienting people about the required changes. This includes where they are in the change process, what has happened, what is happening currently and what must happen
- Champions new behaviors and actions, including risk taking and overcoming fear of not being included or of failure
- Ensures clear prioritization for people and organizational contributions
- Facilitates multi-option thinking and alternate choices
- Communicates Through Listening
- Communicates effectively through deep listening, a unifying narrative, and skillful inquiry,
- Demonstrating an understanding of how to use conversation to inspire (NOT SELL!) and move others to action and establish positive accountability
- Communicate regularly and effectively to stakeholders during the change process
- Paints a creative vision; creates strategic narratives
- Facilitates conversations that clarify and outline key actions needed for implementation.
- Optimizes existing resources to meet most important challenges
- Prioritizes and focuses action
- Makes decisions and commits to action.
- Inspires others to act boldly
- Builds shared perspective and responsibilities (helps people see the whole thing)
- “Teases” coalitions towards desired outcomes
- Builds and leverages networks; knows how to influence social networks
- Creates shared intention and ownership
- Encourages shared sense of urgency
- Reinforces the positive to build confidence and hope in the group.
- Gains “buy in” from the group
- Facilitates learning and results
- Creates awareness
- Designs actions
- Plans and sets goals
- Manages progress and accountability
- Engages, develops and empowers others, tapping into their core strengths and helping build their confidence and capabilities
- Develops transformational thinking in others.
Supports Group Effort:
- Establishes cohesive group
- Identifies few, most important priorities vs. ALL the important things
- Frequently evaluates most valuable activities and dispatches best use of resources.
Builds an Intentional Culture:
- Shapes culture
- Understands and pays attention to the shadow side of culture
- Gives and receives feedback with positive intention and accountability
- Gains and /or communicates clear “Asks” and committed yes’s /no’s
- Builds and maintains credibility by keeping commitments
Embodies and Models Leader Presence
- Brings an authentic quality of embodied leadership presence that inspires confidence, trust, respect and loyalty from others
- Sets the foundation for the organization by modeling and upholding ethical leadership
- Demonstrates respect for others’ perceptions, learning style, personal being and the concern for their welfare and success
- Embraces continuous self-improvement to acquire new capacities
- Leads from sound analysis and formulated “gut”
- Wraps thinking in the context of the bigger picture
- Focuses on sustained relationships by building trusted connections
- Demonstrates personal integrity, honesty and sincerity
- Accepts responsibility; Keeps promises
- Establishes clear agreements and expectations with others
- Encourages dialogue for group wisdom
- Manages self and own reactivity to provide balanced, mindful leadership; leads with mindfulness and equanimity
- Invites creativity and innovation.