Learning to Overcome Resistance

"If you put fences around people, you get sheep." — William L. McKnight,

Photo Credit: Richard Chicoine iCopyright 2010

Next Key Leadership Skill:

Overcoming Resistance

How???

Background...

Harvard Business School Professor, Chris Argyris, says that we are leading in an era of fundamental dilemma.  Our leadership mandate increasingly depends on learning. 

Yet most leaders don't know how to learn.  

Argyris  is referring to the well-educated, high-commitment individuals who occupy key leadership positions - and those that they supervise. 

Most organizations aren't even aware that this learning dilemma exists. 

The reason: they misunderstand what learning is and how to bring it about. 

This results in two mistakes:

• Mistake 1: "Learning is problem solving."  For learning to exist, leaders  must look inward; reflect critically on their own behavior; identify how they have contributed to the problem; change how they behave.  In other words, learn about problem solving.
•  
• Mistake 2: "Failure is rare."  Therefore, leaders fail at learning about the benefits of failure.  The result is blame, defensiveness, screening out criticisms and shutting down.  This spreads to the whole team and organization.

How can leaders begin to turn this around?

* Engage in "double loop learning" and reflexive thinking by asking

appreciative inquiry questions

to bring out the best in the organization at all levels.

See examples here: http://www.fastcompany.com/blog/doug-sundheim/leading-ideas/leading-ideas-tear-down-fences

* A knowledge intensive organization thrives on the exchange of ideas and past experiences by creating a safe space for debate, questioning, advocacy and vulnerability.

* The leader believes in "knowing theyself first" - and is open to being vulnerable, not knowing, not understanding and being available for challenges.

Brain Trusts Simulate "Learning Organizations"

As we learn to lead, this concept of "knowlng thyself first" comes down to a moral responsiblity and not just a technical task or assessment.

Argyris says, "We partly create the problems we face, and we have a responsibility for this."

The key question is:

"What can I do to improve the situation?"

Gather Your Trustees

Having a core group of trusted thinkers, who are themselves open, reflective, objective and willing to share experiences in confidence,

 can shorten your leadership learning curve. 

CEO's have learned that  Brain Trust groups are essential to their success. 

So here's   our  experiment:

An Invitation to "E-Brain Trust"

Our LTB class had the opportunity to pilot 2 sets of brain trust brainstorms at Lakehead University.  5 issues are still up for discussion. 

You are invited to respond on line.

1.  How do I manage my work overload due to cutbacks?

2.  Sustainable development for my board position.  How do I fill it?

3.  How do I grow my business?

4.  Advocating for the value and need for volunteers in Long Term Care - resources required - space - money - in new buildings

5.  Train the Trainer workshop with Hiring Managers in community.

How to respond:

(a) go t the blog site at http://www.xowhat.blogspot.com/

(b) scroll down to "comments" at the end of this post

(c) identify the issue by # (1 through 5)

(d) ask an Appreciative Inquiry question or

(e) post an explanation (if this is your situation) or

(f) share a past experience/insight/resource

(g) comment anonymously if you prefer, or offer to share your brain trusteeship in person over coffee...

.... enjoy your March break!