The Ripple - Edition 3/2021 (Website)

A lot has been written about how leadership has to change in these trying times. A qualitative shift in leadership is necessary to deal with the changed circumstances. All the indications are pointing towards the one theme that has focused the attention of human beings across the entire planet for the past year: HEALTH The planet is asking us to take care not only of the health of individuals, but the health of our organizations and institutions as well. This is the task of leadership in our era.

" T H E O N L Y T H I N G O F R E A L I M P O R T A N C E T H A T L E A D E R S D O I S T O C R E A T E A N D M A N A G E C U L T U R E . "

Dr. Edgar Schein Prof. emeritus Masschusetts Institute of Technology

NE TWORK L EADE R S H I P - A NEW AP P ROACH F OR L EADE R S ii

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the rapidly changed circumstances. However, I believe that the essence of what the pandemic is calling us to do is still missing. All the indicators are pointing towards one theme which has been the focus of the attention for all human beings across the entire planet for the past year: HEALTH

This edition of The Ripple explores what the paradigm of organizational health means to leaders and leadership. The pandemic has succeeded to upend and shift many of the behaviors which we not only took for granted and but also thought were permanent features of how we experienced our daily lives. Ubiquitous remote work, expanded online commerce, reduced business travel – just to name a few - are all here to stay. All of these new behaviors will certainly endure long after the worst threats of Covid-19 are finally in the rear-view mirror. A lot has been written about how leadership must to change in these strenuous times. Ongoing discussions include how leaders need to show greater empathy. By doing so, leaders can support their team members and employees to cope with the challenges of distributed work with colleagues and clients from a home-office. Others worry about maintaining productivity in a remote work environment or how to cultivate or enhance a company culture in a virtual context. All of these issues are critical and indicate that a qualitative shift in leadership is necessary to deal with

Our planet is not only asking us to take care of the health of individuals, but the health of our organizations and insti- tutions as well. This is the emerging task of leadership of our current era. Similar to the individual health which consists of multiple dimensions (physical, mental, social, spiritual) – the health of an organization is multi- faceted as well.

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This edition of THE RIPPLE explores what the paradigm of organizational health means to leaders and leadership in the article “One of the most valuable leadership activities is connecting people”. An emergent theme is the importance of the NETWORK. To ensure health in organizations, leadership is needed not only at the level of the individual and at the level of teams, but also at the level of networks. This new paradigm views the role of leadership as central to nurturing healthy organizations. It points to the fact that leaders and leadership devel- opment need to be transformed as well. Healthy organizations are the ones which are able to adapt to changes in their environment. LEARNING is essential to an organization’s ability to adapt .In the articles “Truly great leaders not only learn, they teach others” and “A highly adaptable leadership development process to champion leadership skills” novel ways of developing leadership are presented. The articles explore the concept of leaders as learners and teachers. If learning is central to the health of an organization, leaders need to lead by the power of their example. In the fast-paced VUCA world in which we all live and work, leadership devel- opment no longer can acquiesce to workshops taking place in a hotel venue away from the workplace. Leadership development needs to take place with

real teams which are facing real issues in real time. The cutting-edge approach LEADERSHIP SPRINTS rises to the challenges of our VUCA world. The article “Leadership Sprints re-define how and where leadership development should take place” describes how this process is implemented in the critical zones of an organization where value is created. Lastly, the issue of TRUST is addressed in the article “Deliberately developmental organizations focus on culture”. The level of trust in an organization is the ultimate measure of an organization’s health. In the article, the steps which are needed to ensure that all members of the organi- zation can contribute to the best of their abilities are considered. A new world is dawning and its contours are becoming clearer with each passing day. The wicked affliction of the Covid-19 pandemic has also opened up emerging worlds of opportunity. Today leaders around the world are called upon to create healthier teams, departments and organizations and in so doing, cultivate and realize a healthier world.

I wish you enjoyable and insightful reading or listening to our podcast!

Chief Enabling Officer

I N TH I S ED I T I ON

03/2021

TRULY GREAT LEADERS NOT ONLY LEARN, THEY TEACH OTHERS

Learning how to learn is one of the most important leadership skills in today’s rapidly changing world. Our novel leadership program builds upon the Peer-to-Peer Learning approach which brings leaders together to learn with and from each other. This accrued leadership capacity forms the basis to teach and mentor others throughout a company’s network.

A HIGHLY ADAPTABLE LEADERSHIP DEVELOPMENT PROCESS TO CHAMPION LEADERSHIP SKILLS

Learning and teaching are two key leadership skills for today’s VUCA world. Our approach advances leadership development in a hybrid workplace in real-time work situations and projects. Learning about leadership is not just talked about; it becomes an integral part of a leader’s daily practice.

LEADERSHIP SPRINTS REDEFINE HOW AND WHERE LEADERSHIP DEVELOPMENT SHOULD TAKE PLACE

The increasing significance and influence of networks requires a mindset change and transformational shift in how leadership potential is cultivated throughout an organization. Leadership Sprints focus on the critical zones in an organization’s network where maximum positive influence can be achieved for a business.

I N TH I S ED I T I ON

03 /2021

ONE OF THE MOST VALUABLE LEADERSHIP ACTIVITIES IS CONNECTING PEOPLE

A fundamental responsibility for all leaders is to focus upon the interconnections within an organization as well as the energy and information which flows throughout this network. The current and emerging business environment call upon leaders to increasingly concentrate upon these flows both within and outside of their organizations.

DELIBERATELY DEVELOPMENTAL ORGANIZATIONS FOCUS ON CULTURE

Current leaders need to foster a working environment driven by psychological safety in order to master the on-going challenges of disruption and continuous change. The characteristics of this setting fosters motivation and engagement which enables employees to be willing to experiment, take risks and discover significant value-added for the business.

ABOUT ENSEMBL E ENABL ER

Through the use of innovative practices in the context of our four thematic focal points

Organizational Learning Network Leadership Fluid Collaboration Transparent Communication

new sources of energy are released throughout an organization and the internal information flows enhanced.

ENSEMBLE ENABLER PARTNERS WITH ORGANIZATIONS TO TRANSFORM THEIR WORK ENVIRONMENTS.

Organizational Learning

Peer-to-Peer Learning Community Learning Learning Journeys

Network Leadership

Leadership Sprints Leaders as Learners and Teachers Mentoring Network Leaders

Fluid Collaboration

Team-Coaching Thematic Large Scale Events Dragonfly Problem-Solving

Transparent Communication

Pinboards® Purpose Shaping Visual Enabling

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LEADERSHIP AND LEARNING ARE INDISPENSABLE TO EACH OTHER

John F. KennedyK

From time immemorial, leadership has been associated with learning. Put simply, leaders are always learning. The caliber of any leader is revealed in the way they deal with uncertainty and/or novel situations. Especially during these moments, leaders must learn as much as possible about the environment which they are encounter- ing. Their capacity to learn and adapt is closely correlated to the quality of their ability to lead.

TRULY GREAT LEADERS NOT ONLY LEARN, THEY TEACH OTHERS

They transmit their accrued technical skills, business principles, life lessons to colleagues. Such personalized instruc- tion fosters competence and compliance as well as a mastery of skills, thought independence and action. In our VUCA world, Apple has under- stood the importance of learning and teaching for leadership. A recent article

This Peer-to-Peer learning process is led by certified Learning Enablers whose role is to skillfully facilitate the 90 minute learning sessions and foster deep meaning-making on the module topics together with their colleagues. This Peer-to-Peer learning is designed to create a learning culture by spreading learning throughout an organization. It also provides a unique learning labora- tory for the development of both future and existing leaders.

from the Harvard Business Review de- scribes how general managers at Apple spend approximately 30% of their time learning and 15% of their time teaching. This dedication to learning and teaching has been central to their on-going success. If learning and teaching are such essential leadership ingredients, why are they so absent in formal leadership development programs? Traditional leadership development workshops provide participants with information and insights for learning, but they seldom provide a looking glass into the phenomenon of learning itself and its intrinsic connection to leadership. Ensemble Enabler has pioneered a novel leadership development program which places learning and teaching at its core. This program builds upon our acclaimed Peer-to-Peer learning process which brings colleagues together to learn with and from each other.

How is Peer-to-Peer learning fully integrated into a leadership development initiative? PHASE 1 Design of a Learning Enabler workshop for leaders The leadership development process begins with a workshop designed to generate internal Learning Enablers within an organization. During this leadership development workshop, participants take a deep dive into the leadership issues of personality, relationships, influence, motivation and communication. State-of-the-Art diagnosis instruments (Workplace Big 5

ProfileTM, Strengthscope®, FIRO Business® and others) are used by Ensemble Enabler to assist participants to identify their leadership strengths and create a personal leadership development plan. PHASE 2 Leaders master the art of moderating Peer-to-Peer Sessions Unlike traditional leadership workshops, the Learning Enabler process coaches participants to lead Peer-to-Peer learn- ing sessions with their colleagues. During this process, the participants master the fine arts of facilitation (both analogue and virtual) combined with the effective use of stories and metaphors as enablers for impactful communication. PHASE 3 Leaders roll out a Peer-to-Peer learning

requirements. These topics range from from practical management know-how to championing leadership capacity in the form of emotional intelligence, trust, accountability, collaboration, decision making, etc. These newly certified Learning Enablers reap great learning benefits from facilitating learning sessions about leadership with other leaders throughout the organization.

TEACHING IS THE HIGHEST FORM OF UNDERSTANDING.

Aristoteles

initiative about leadership in their own organization

PHASE 4 Leaders strengthen their networks throughout their organization The final feature of this leadership devel- opment program is the advancement of an unparalleled networking opportunity. Through the invitation strategy of a Peer- to-Peer-learning initiative, Learning Enablers are teamed up with a different set of leaders from throughout the organization. By teaching other leaders in the organization, the Learning Enablers extend their personal network and strengthen their connections throughout the rest of company as well.

The leadership development process has only just begun after the formal end of the Learning Enabler workshop. Learning Enablers continue their learning journey by hosting 90 minute learning sessions with their colleagues at least once a month. There is a library of over 100 topics written by leading professors and worldwide business experts which is available on a broad spectrum of busi- ness issues. By selecting the topics key to your business and leaders, a Peer-to- Peer learning initiative is custom- designed to meet your organization's

OUR LEARNING ENABLERS SERVE AS A CONTINUAL COACH AND MENTOR TO YOUR LEADERS

Throughout this leadership development process, Learning Enablers are coached and mentored by senior members of Ensemble Enabler's experienced team. Monthly calls are scheduled to review the next learning topic. These discus- sions provide the opportunity to debrief the learning sessions which your leaders have facilitated as well as to review each Learning Enabler’s personal lead- ership development progress.

LEARNING HOW TO LEARN MAY BE THE MOST IMPORTANT SKILL IN TODAY'S CHANGING BUSINESS WORLD. Fostering the ability of leaders to develop the capacity for continuous learning and sharing their insights through teaching is key for sustainable leadership development in any organi- zation.

JEFFREY BEESON CH I EF ENABL I NG OFF I CER ENSEMBLE ENABLER

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Ensemble Enabler partners with organizations to transform their work environments.

Through the use of innovative practices in the context of our four thematic focal points - Organizational Learning, Network Leadership, Fluid Collaboration and Transparent Communication - new sources of energy are released throughout an organization and the internal information flows enhanced.

To discover more about how Ensemble Enabler can support your organization during its unique Learning Journey about Network Leadership click here

www.ensembleenabler.com

A N I N N O V A T I V E A P P R O A C H T O C R E A T E L E A D E R S F O R Y O U R B U S I N E S S ’ F U T U R E

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EFFECTIVE LEADERSHIP DEVELOPMENT FOR YOUR ORGANIZATION

The greatest challenge for current leaders throughout any organization is to continuously learn and adapt to the rapidly changing business environment. Their ability to do so defines not only their capacity but also the quality of their ability to lead others. But how do leaders come up with the time to cultivate their commitment for continuous learning and motivate colleagues during a busy work schedule? How can leaders be motivated to welc- ome curiosity and experimentation as a fundamental approach to daily business?

To date the classical paradigm of leadership development has been to host multi-day workshops off-site. Why not reclaim that learning experience for the on-site (and virtual) workplace and integrate this learning into actual business issues which require focus? Bringing this learning process back into the workplace and applying these learnings to real-time situations pro- vides a recognizable opportunity for businesses to foster better collaboration throughout their organization.

This leadership development process is HYBRID n nature and mixes face-to-face participation with virtual sessions.

By building on championing two key leadership skills – learning and teaching – Ensemble Enabler has developed a highly adaptable leadership devel- opment process fitting for our VUCA- world. During this process, the leader- ship insights are gained from three perspectives: individual, team and organizational.

INSIGHTS ABOUT PERSONAL LEADERSHIP

It unfolds in four interrelated steps all of which can be custom-tailored to the needs of a business of any size.

At the beginning of this leadership development, individual leaders learn about themselves and develop a personal leadership development plan based on their strengths. INSIGHTS ABOUT TEAM LEADERSHIP Coupled with the leader’s individual learning journey, they set out to master the skill of moderating Peer-to-Peer learning modules for colleagues throughout the organization.

STEP 1: Design the leadership experience

STEP 2: Mastery of art of face-to-face and virtual moderation of Peer-to-Peer Learning modules

STEP 3: Roll-out of leadership learning initiative

INSIGHTS ABOUT NETWORK LEADERSHIP THROUGHOUT AN ORGANIZATION

STEP 4: Cultivation of an organization’s network connectivity

Specific Peer-to-Peer learning modules topics of strategic significance to the business are chosen during this last stage to roll out the learning initiative throughout the organization. When the participants of these Peer-to-Peer discussions come from a cross-section of the business, it also serves to en- hance the network connectivity of the organization.

The greatest challenge for today's leaders in every organization is to continually learn and develop the capacity to keep pace with the rapidly shifting business environment.

CRACKING THE NUT OF EFFECTIVE LEADERSHIP DEVELOPMENT IN YOUR ORGANIZATION

. A leader’s ability to observe and foster healthy relationships within his/her team is the focus of the second module. The last module in this 3 month scenario advocates a better understanding of the basic underlying assumptions of an orga- nization’s culture and its leadership which determine its overall health and resilience.

Two possible scenarios

But how does this novel approach operate in an actual work environment? In order to illustrate the possible use of this leader- ship development approach in a business, Ensemble Enabler has developed two conceivable scenarios. These scenarios demonstrate the flexibility of the thematic focus of such an initiative to deal with the myriad of leadership challenges facing any business. By selecting Peer-to-Peer Learning mod- ules whose focal point is leadership, the diverse perspectives of individual, team and organizational network leadership can be explored. To accommodate the busy schedule of participating leaders, these Peer-to-Peer Learning can be offered on a monthly basis to the members of the leadership development initiative .

SIX MONTH SCENARIO Highlighting key leadership competencies

These additional three Peer-to-Peer Learning modules build on the insights and know-how gained in the 3-month initial leadership development process which were briefly outlined above. The following three module topics give attention to leadership issues which are at the heart of all healthy and successful organizations. The implications of possessing a clear sense of purpose – both on a business and personal level – provides the first deep dive into effective leadership.

THREE MONTH SCENARIO

Fostering a healthy organization

This 3-month leadership development company’s leaders to consider organiza- tional health as a competitive advantage. An initial module reflects upon how to increase an individual leadership’s energy levels to better meet the demands of his/her daily workflow.

The subsequent module focuses on how to lead by trust and, by doing so, foster psychological safety in teams (and the workplace). The final module devotes itself to the broad spectrum of attitudes and behav- iors observed and experienced on an organizational level. It delves into the issues of mindset and its impact on an organization’s ability to continuously learn, foster creativity and inspire innovation.

. worldwide experts. Our approach offers a simple and elegant manner to bring this know-how into your organization to foster leadership capacity throughout your organization.

PATRICIA MUNRO CREATIVE ENGAGEMENT ENABLER ENSEMBLE ENABLER

Our experienced Leadership Enablers work together with organizations to develop custom-designed leadership development initiative from our library of the 100+ Peer-to-Peer Learning modules which have been conceived and written by acknowledge business The two scenarios outlined above are intended to demonstrate the broad spectrum of possibilities for the design of a leadership development initiative which meets the needs of your organization.

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Ensemble Enabler partners with organizations to transform their work environments.

To discover more about how Ensemble Enabler can support your organization during its unique Learning Journey about Network Leadership click here

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C H A M P I O N I N G N E T W O R K C O L L A B O R A T I O N T H R O U G H L E A D E R S H I P S P R I N T S

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EMBRACING A NEW PARADIGM FOR LEADERSHIP DEVELOPMENT WITHIN ORGANIZATIONS

The impact of the Fourth Industrial Revolution, Information Age and Digital Transformation compel businesses to rethink the current role of leadership and leadership development. Individual skill development is no longer sufficient to deal with the turbulence of this VUCA world. The growing need for agility has led to the realization that leadership is a team sport which requires the coordina- tion and collaboration of many leaders. Moreover, the importance of leadership lies not only at the level of a team, but increasingly at the level of the NETWORK. With information flowing at unprece-

The current model of formal leadership development generally takes place almost exclusively in a workshop setting away from an organization's offices. What is commonly the focus of these meetings? A reflection on and optimiza- tion of the individual competencies of the pre-selected leaders who are attend- ing the leadership workshop. Input for these reflections is often provided by direct reports who provide feedback and inform an individual leader's develop- ment plans. This conventional approach has been the modus operandi for the leadership development initiatives for most organizations for decades.

dented speed, no single person can pos- sess a complete overview of the current state of affairs in a business. Due to an environment characterized by complexity and rapidity, it is crucial for leaders to make sense of the situation by reaching out and engaging diverse perspectives. Where will these myriad of perspectives come from? Not only from within their organization but beyond its business boundaries with outside collaborators as well. As individuals we tend to be "boundedly rational". What does this mean? We base our decisions on our own personal defini- tion of the problem. This definition of a problem is constrained by the perspec- tives to which we have access. By approaching a problem from multiple perspectives instead, a problem's definitions become more diverse in nature. As a result, such a multiple perspective approach is more likely to pinpoint the core of the problem or issue. NETWORKS are required to access such multiple perspectives successfully.

The example of the camera develop- ment project launched in 2009 for Apple's iPhone7 Plus provides an excel- lent example of the power of multiple perspectives. The goal was to build a camera into the phone which could provide a "bokeh" feature - an aspect of photography which is acknowledged by professionals to be a level of the highest quality. "Bokeh" is a Japanese term referring to the pleasant blurring of a photograph's background.

In most cases. the camera team was able to technically realize this effect. How- ever a few unique technical exceptions prevented the release of the "bokeh" photographic feature. In order to resolve these persistent issues, other team mem- bers from sensor software, UX proto- typing, algorithm teams, and - perhaps most important - senior design leaders came together. With the help of the senior design leaders the team was able to define the question "What makes a beautiful picture?" . This definition helped to advise the algorithm team to pursue these guidelines. The result? An acceptable standard was achieved despite some technical exceptions and the new "bokeh" feature was included in the next iPhone release. This break- through would not have materialized

Apple's iPhone 7 Plus innovation story illustrates the increasing need to em- brace new leadership skills and sensibi- lities suitable for a rapidly complex and changing business environment. New leadership capacities need to be championed to collaborate successfully at the network level. Like a dragonfly, leaders need to foster their ability to gain multiple perspec- tives. Dragonflies have two large com- pound eyes, each with thousands of lenses, and three eyes with simple lenses! They are powerful and agile fliers, capable of moving in any direc- tion, and changing direction suddenly. While in flight a dragonfly can propel itself in six directions: upward, down- ward, forward, backward, to the left and to the right. These are great capa- bilities to view the environment while at the same time being able to swoop down to see the individual components as well. Dr. Bruce Oberhardt, a biomedical engineer and entrepreneur, has developed a unique approach to problem solving which was inspired by his encounters with dragonflies. His Dragonfly Thinking approach enables leaders to identify and solve important problems in a creative and highly effective way. without the inclusion of other teams and individuals from various other departments. FROM "BOKEH" PHOTOGRAPHY TO DRAGONFLY THINKING

Ideas are the fuel that make the impossible possible. Bruce Oberhardt

What skills does a leader need to become a "Dragonfly Thinker"?

REPRESENTATION CAPABILITY To be able to capture the multi-facetted nature of an issue. RELATIONAL CAPABILITY To provide a safe zone for everyone involved to say what one thinks. RELECTION CAPABILITY. To have the ability to iterate between different ways of looking at a problem. INTEGRATION CAPABILITY To provide clarity around the purpose of the problem-solving activity.

Safe zones allow the dragonfly larva to metamorphize and fulfill its purpose. The mature dragonfly with its multiple eyes ensures that it can continue to "see" the multi-faceted nature of the issues which it encounters. Lastly, its flying agility enables it to map the environ- ment and the interconnectedness of its parts. These are the key leadership skills which are needed to work through an increasingly rapid-changing business environment.

FOSTERING A NOVEL APPROACH TO LEADERSHIP FROM THE NETWORK PERSPECTIVE REQUIRES FUNDAMENTAL SHIFTS FROM THE LONG-ESTABLISHED AND CLASSICAL LEADERSHIP PRACTICE.

The design of traditional leadership development programs has been to provide a space and opportunity for individuals to reflect upon their lead- ership strengths and weaknesses away from the day-to-day business pressures. Typically the individuals who attend such leadership development sessions are pre-selected based upon their pre- vious performance and future promise to the organization. THE NEW LEADERSHIP PARADIGM FOCUSSES ON THE LEVEL OF THE NETWORK

How can this kind of NETWORK LEADERSHIP be promoted?

A selection process for emergent leaders based on the network dynamics in an organization is fundamental Leadership development practices which are based not only on skill development but also network awareness

In this type of network, information flows through a central leader, expert or team who are located in the diagram as the hub. The spokes which emerge from the hub, all act as silos which are independent of one another. Any necessary co-ordination is directed from the hub.

From a network perspective, leadership development needs to take place in the power zones of a network, i.e. where the important interconnections of the net- work exist. This is where the greatest potential value to the organization is located. In the example of Apple de- scribed above, this power zone would include the camera team as well as the senior design leaders, sensor software and UX-Design groups. New leadership capabilities are required to nurture effective interaction between diverse groups. The science of Organizational Network Analysis (ONA) reveals where these zones could be located within an organization. These maps help to identify the flow of information and energy within the networks. The following example of a network map highlights a type of network which is often found within organizations. The diagram outlines how information can flows among a set of interconnected people. This type of network is known as the HUB-AND SPOKE NETWORK. What does selection process based on NETWORK LEADERSHIP look like?

When does this type of network manifest itself?

One example is the formation of new groups after the completion of an acquisition of a business. This type of network may also originate from certain habits and behaviors, such as a strict command-and-control mindset or an individual's excessive ego. These kinds of networks generally have various negative effects on collabor- ation. Hub and spoke networks often prevent innovation by constraining the flow of information. As a result, unhealthy feedback patterns tend to emerge; only those ideas which reach the central hub are considered. The central hub also functions as a notice- able bottleneck. Timely decision making is impaired due to the overwhelming co- ordination work which is required of the central hub. A hub and spoke network in an organi- zation provides an ideal focus for lead- ership development. Leaders who are located both in the central hub and the spokes are ideal candidates for a lead- ership development initiative.

. workplace while concurrently enabling a team of leaders to collectively address and resolve a key business challenges. During the process of discovering viable solutions to a specific business issue, these leaders cultivate his/her personal leadership capacity in real time and skills in their own work environment. LEADERSHIP SPRINTS are by their very nature hybrid in design. They are characterized by a periodic switch between face-to-face and virtual work sessions. The business issue and/or challenge to be concentrated upon determines the pace and length of a Leadership Sprint. Moreover, each Leadership Sprint is tailored to meet both the development needs of the team members as well as the business challenge to be mastered. To support Leadership Sprints and collaboration in organizations, Ensemble Enabler has developed the practice of VISUAL ENABLING which relies on the disciplines of ONA (Organizational Network Analysis), simultaneous graphic recording, group video compilations and participatory dialogue to "visualize" what is happen- ing (or not happening) in a network zone.

NETWORK LEADERSHIP DEVELOPMENT

Once the power network zone is identified, a leadership development process can be incorporated into the workplace. Network Leadership Development is grounded on the principle that

"Awareness is the greatest agent for change".

When the system is able to see itself, shifts happen.

How to bring leadership development back into the workplace

Ensemble Enabler has developed a hybrid approach to Network Leadership Development in order to grapple with the challenges of our VUCA World: LEADERSHIP SPRINTS. The focus of these Network Leadership initiatives are the power zones of an organi- zation's network where the maximum positive influence can be achieved within an organization. The purpose of a Leadership Sprint is to re-think how and where leadership development should take place. Leadership Sprints bring leadership development back into day-to-day

Network Leadership Development is grounded on the principle that

"Awareness is the greatest agent for change". When the system is able to see itself, shifts happen.

Why do we call this Network Leadership Development a "Leadership Sprint"?

What does a Leadership Sprint look like in practice?

Here's a quick overview of the structure of a LEADERSHIP SPRINT:

The starting point for the Network Leadership Development begins with each member of the Leadership Sprint team. The first step consists of a combination of a personal interviews with Ensemble Enabler combined an appraisal of his/her strengths. This serves to identify who each leader is when they are at their best together with their qualities and strengths. The kickoff face-to-face work Session explores the fundamentals of network leadership as well as the attributes of leading a healthy organization. During this session The business issue at the core of the network’s efforts is clarified and the goals for the next steps to be undertaken in the workplace by the leadership team are defined (or if previously defined, revisited and confirmed) The members of the leadership team collaborate on the business issue together - either virtually or on-site - until the next work session with Ensemble Enabler. In preparation for the next session, Ensemble Enabler, provides the members of the Leadership Sprint

Leadership Sprints are momentary pic- tures of the current state of the network zone. These work sessions are not day long workshops, but a form of infor- mation gathering which is collected in the moment. This is followed by reflec- tion on the meaning of the current pic- ture for both personal leadership devel- opment as well as the project's status. Like software development sprints, the team members collectively develop the next steps in order to address the oppor- tunities which have been made visible through the continuous feedback. Leadership Sprints are not necessarily limited to a one-time experience. A leadership group can convene at a later date to address a new business chal- lenge as well as build upon their ac- quired leadership skills to reach yet another level of competency. This kind of initiative can be repeated several times throughout a year to inspire and document progress.

This cycle of work sessions are repeated as the project progresses and complexity require. Each of members as well as the status of the developments of the team's business challenge. work session with Ensemble Enabler. This subsequent work session with Ensemble Enabler can take place either virtually or face-to-face depending on the needs of the team The end point of the Network Leadership Development is a collective reflection of the leader- ship team members together with Ensemble Enabler to explore the learnings of the Leadership Sprint from both a personal, team and business perspective. the sessions (as described above) addresses different aspects of network leadership depending upon the current needs of the group. with a series of questions for group discussion and reflection. The results of this reflection are visually cap- tured by a Visual Enabler. This visualization of how things stand serves as a check-in for the next

Ultimately the true shift in leadership capacity occurs when leaders are able to "see" for themselves and understand the consequences of their actions. An example of how a Leadership Sprint can serve as a leadership development process can be illustrated from the viewpoint of an automobile part manu- facturer which is in the process of shift- ing their manufacturing capability from components for fossil fuel vehicles to components for electric automobiles. The network relationships of an initial R&D team which is tackling the issue from an engineering point of view is insufficiently interconnected with com- ponent and raw material suppliers, production process experts and cus- tomers. This inadequate interconnect- edness among colleagues throughout the system impedes the ability to foster the kind of vital organizational change which is essential. Leadership sprints support all network participants to collaborate with each other to enable this organizational transformation to occur effectively.

Today's business challenges require a new approach to leadership. With the arrival of the digital era, a fundamental shift in the world of business has oc- curred. The familiar and traditional metaphor of a successful business as a "well-oiled machine" is not able to effectively address the broad spectrum of challenges emerging from our current VUCA world. Digital transformation has highlighted the significance and influence of net- works. The new and emerging metaphor for an organization is a "living network". The implications of this metaphor are profound for the way organizations perceive themselves as well as their unique approach to business. This new metaphor requires a mindset change in all employees but especially a trans- formational shift in how that leadership potential is cultivated throughout orga- nizations. A SHIFTING LEADERSHIP METAPHOR FOR OUR VUCA WORLD

"LEADERSHIP SPRINTS" embody a new approach to enable businesses to cham- pion these leaders within their organi- zation and engage in an agile manner with evolving changes throughout the business environment.

JEFFREY BEESON CHIEF ENABLING OFFICER ENSEMBLE ENABLER

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Ensemble Enabler partners with organizations to transform their work environments.

To discover more about how Ensemble Enabler can support your organization during its unique Learning Journey about Network Leadership click here

www.ensembleenabler.com

N E T W O R K L E A D E R S H I P : A M I N D S I G H T S H I F T F O R T H E D I G I T A L A G E

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T H E W O R L D A S N E T W O R K

Our world is organized on the principle of networks. Everywhere we look, networks can be discovered. It was the emerging new science of ecology in the early 20th century which observed that species were linked together through their feeding relations with each other (aka food chains). Subsequently, it was unders- tood that these links are an integral part of a network known as the food web which connects all species in an eco-system with one another.

This food web acts as a a kind of natural “circular economy” in which even the waste of one species is the food and nourishment of another species.

With the advance of neuroscience, the ubiquity of networks as well as their sheer power has been revealed. An average human brain contains appro- ximately 10 billion nerve cells which are interlinked in a vast network of 1 trillion (!) connections known as synapses. It is the patterns of these interconnections which gives rise to our sensory perception, memory, know- ledge and consciousness. Everything we feel, taste, see, and know is a conse- quence of the power of networks and interconnections.

A M I ND S H I F T I N T HE RO L E O F L EADE R S H I P I N ORGAN I ZA T I ON S I S V I T A L Currently the prevailing metaphor for organizations is a "well-oiled machine". This paradigm predicates that the role of leadership is to guarantee that all the parts of the machine are working appropriately. What are the implications of this approach? The end goal is usual- ly to obtain the maximum amount of output possible from the entire process. How does a change in metaphors make a difference in our understanding of leadership? Let’s conduct a thought experiment to explore the impact of a new metaphor starting with the following question:

What happens if some component inside an

If our natural world is organized around the network principle, it is natural to recognize our organizations as networks as well. Grasping to understand this network reality has significant implica- tions for our understanding of the role of leadership in organizations. In addition, it requires a mindset shift. Likewise basic cells are currently understood to consist of networks of molecules. This concept gave birth to the science of network biology. Even atoms are regarded as networks of energy.

organization is not working as effectively as it should be?

From the machine model point-of view, the focus is entirely upon the under- performing part. The non-functioning component is analyzed and an attempt to fix it is made. If it cannot be fixed, the part is simply removed and repla- ced. The success of any intervention is dependent on the leader’s efforts which are external to the actual machine itself.

If all else fails, an organ transplant can be considered. However, this is a highly complex undertaking which ultimately depends upon whether the host accepts the transplant (or not). The replacement "component" (ie. organ) may be fully functional, but if the host rejects it, the problem is not resolved. In contrast to an external fix which is implied by the machine metaphor, in the case of a living network "True change comes from within". An action's success is dependent on a behavioral shift and/or reaction from within the organization itself.

What if we consider an organization as a living network, rather than a machine?

By using a living network focus, attending to a specific underperforming element of an organization would be similar to coping with a malfunctioning organ such as a liver. To develop an understanding of a degenerated liver, it is key not only to look at the compo- nent – the function of the liver itself – but the entire organism which deter- mines an individual’s overall health. Is the underperforming liver the result of alcohol abuse, obesity or some other cause? This approach would indicate that the solution should occur at the level of the organism, not the organ in isolation. From a living system perspective, endeavoring to fix the part alone leads to addressing only the symptoms, not the cause.

HEA L T H A S A NEW L EADE R S H I P PARAD I GM F OR OUR POS T - COV I D WOR L D

First and foremost, what is the purpose of leadership?

As mentioned above, the machine metaphor defines the role of leadership as the individuals who make sure that the machine runs optimally. Moreover, it also implies external operators who maintain and run the “well-oiled” machine.

In contrast, a network functions by itself. One of the hallmarks of life is its ability to maintain itself. Neither bacteria nor a cat need an “external operator” to successfully be alive. In light of this new metaphor, the role of leadership in a living network must shift from "running the machine" to ensuring the optimal health of the organization. And what could this metaphor of health mean for our present-day understanding of leadership? Rather than focusing only on the compo- nents (ie. machine parts), optimal health embraces a focus on the whole. The flow of nutrients throughout the entire body is more important from a health point of view than the functioning of its individ- ual components.

The detrimental nature of silos in companies provides a helpful insight about the importance of fostering organizational health. An organization’s ability to function properly is impaired when different parts of an organization do not communicate effectively with each other. Lack of trust is an indica- tion that individuals are holding back what they know and/or are willing to con-tribute. This detrimental mindset inevitably impairs an organization’s ability to perform optimally. This underscores the importance of why TRUST is the ultimate measure of health in an organization.

What are we referring to, when we talk about organizational health?

The goal of leadership in the machine metaphor is to continually grow capa- city and maximize output. More is always better. In living networks there is un- questionably a period of growth. How- ever maturation is the more important phenomenon of living networks.

It is the flow of information and energy across the various nodes of its network which characterizes the health of an organization.

What implication does the concept of maturation have for organizations?

How an organization adapts to its envi- ronment is crucial for its ability to main- tain its health. This adaptation (or “matu- ration”) is developed through learning.

What does this mean for leaders?

Growth at all costs as aspired to in a machine metaphor is replaced with a goal of "maturation" in the new paradigm of living networks. A fine balance of growth and adaptation is realized through LEARNING.

They must focus on relationships and fostering these relationships both with-in and outside of their organization. Connecting people is no doubt one of the most valuable leadership activities. Recognizing how certain combinations of already pre-existing technologies can lead to breakthroughs is the essence and inspiration of innovation. One of the reasons that digital technology is so disruptive is that novel combinations of software, sensors, platforms, etc. create new applications for their use. To successfully adapt to the on-going digital revolution, leaders are being forced to focus on those interconnec- tions which are driving innovation in the marketplace.

A T T H E H E A R T O F O P T I M A L H E A L T H L I E S Q U A L I T Y N O T Q U A N T I T Y .

W H A T L E A D E R S D O

Under the new paradigm of living networks, a leader's focus is on the interconnections in an organization and the flows between them. These flows consist of both energy and information. The health of a system (ie. organizations) is directly connected to the robustness of its interconnec- tions. For example, while Mental health undoubtedly has a physical chemical component, researchers have discover- ed that there is also often a social component. Loneliness and lack of meaningful social connections often play a significant role in the develop- ment of anxiety and depression. A powerful antidote to depression is to foster strong interpersonal connections.

However, it is insufficient to focus on the number of interconnections alone.

It is the quality of those interconnections which ultimately determines their overall value. What flows through those interconnec- tions is where the unforeseen value resides.

TRUE CHANGE COMES FROMWITHIN

The quality of interconnections ultimately determines their overall value.

The platform of Airbnb connects prop- erty owners with travelers seeking overnight accommodations. Although Airbnb does not own any properties itself, it owns the flows of information. This interconnection makes Airbnb more valuable than most established hotel chains. Property owners and travelers continuously flock to the Airbnb platform because of the quality of their information connections - measured in ease-of-use, convenience and reliability. Moreover, the role of energy flows should also not be underestimated. It is energy which underlines the quality of the interconnections. Energy is made visible in an organizational setting through the motivation of employees and their willingness to go the extra mile to get things done. In an environ- ment which is characterized by trust and fueled by meaning, energy flow in a human context is boosted. People are energized when they understand the purpose of their work and how it contributes to a meaningful outcome.

W H E R E I S L E A D E R S H I P N E E D E D ?

From the perspective of the machine paradigm, leaders are for all practical purposes external to the organization. Therefore, it is not surprising that leadership is traditionally regarded as residing mostly at the "top" of an organization. Perched at an eagle's loft perspective, leaders can look down on their machine and objectively figure out how to “tweek” it. On the other hand when the organiza- tion is regarded as a living network, this perspective has distinct consequences for leaders. First of all, a living network normally has no clear top or bottom. There are only networks nested within networks in a living system. Seasoned managers know only too well that to accomplish tasks solely by following the hierarchical chain of command in an organizational chart can be futile. Managers often rely on a balance of authority and their informal networks to get things done. Seasoned managers intuitively understand that the power is not necessarily always located at the top.

But where does the power of networks actually reside?

It is to be found in those areas of an organization where the highest quality (as well as quantity) of interconnections reside.

A negative example directly related to the Covid-19 pandemic provides an excellent example of the power of inter- connections. Super-spreader events are hubs which accelerate the spread of the virus throughout society. Similar “super-spreader hubs” in busi- nesses can positively disseminate infor- mation and material resources rapidly throughout the organization. These hubs can be located anywhere within the organization, not only at the top. These power hubs require leadership and call for on-going leadership devel- opment.

L E A D E R S H I P I N T H E I N F O R M A T I O N A G E

Networks have always existed. The coming of the Information Age has raised our awareness about the omni- presence of networks in our world. The challenges of the pandemic has further- more raised important issues about a need for change in leadership practices. This shift in perception has undoubtedly been heightened by accelerated digital transformation and its impact on our working lives during the COVID-19 pandemic. The role of networks has become more noticeable to all of us more than ever. All the more reason to embrace the idea that the paradigm of the "well-oiled machine" has outlived its usefulness. New thinking and up-dated metaphors atuned with the needs of the Information Age are required for leadership to evolve. Ensemble Enabler has developed an approach to leadership development which addresses this leadership challenge of our current Information Age. These series of practices enable organizations to transition into this new world of leadership.

Leaders need to identify where these hubs are located throughout their own organizations. This new paradigm of an organization as a living system poses a new challenge for leaders. Leaders need to learn to map - not measure - how information and energy flows through- out their organization. The new science of organizational network analysis maps not only the hubs in the organization but the attributes of the interconnec- tions as well.

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