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Gary M. HeilThe Center for Innovative Leadership
International Association of Convention Centres
June 30, 2011
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“There is no answer. There never has been an answer. There never will be an answer. That’s the
answer.”Gertrude Stein
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“Leadership failures do not usually result from leaders not knowing what to do; rather these failures result because
leaders fail to do what they know full well they should and must do. Most
leaders never get fully comfortable with the changes that they wish for their
organizations.”
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All organizational renewal begins with the personal renewal of the organization’s leaders.
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Two Leaders Living or Dead….
• Vision• Trust• Listening• Authenticity• Integrity• Hope• Addressing the needs of others
• Decisiveness• Empathy• Courage• Conviction• Values driven• Persistent• Passionate• Optimistic
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When the team is in crisis. Leaders….
• Focused more on the TEAM AND ITS CAUSE--NOT on personal achievement
• Committed to seeing reality—Listen• Values Driven• Bring the outside in –Collaboration• Engaged more people in the process• Define success by potential
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Fundamental Attribution Error
• Environment / Character • Subway• Disney• Nordstrom• SAS • Zimbardo SPE
.
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“God created the world in six days but she did not have an installed base.”
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1. Create an environment that is supportive of our aspirations.
• In what ways will we signal our intention to create a different kind of organization?
• What structures/ habits significantly reward people for resisting innovation and learning?
• How do we reduce the hold that the status quo has on the imagination of people?
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Change the ConversationThe quiz that you cannot fail!
• Are we clear on the changes that we intend to create in the future? (What, Clarity)
• Are there compelling reasons to change? (Why)
• Are we passionate, positive, optimistic and realistic about the opportunity? (Attitude)
• Are we confident that we can create the changes we envision? (Confidence)
• Is there enough in it for me so that I am willing to commit to the effort? (Alignment)
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2. Strategy requires purpose“Follow me”
More dynamic than a fixed answer
Not just a plan but a way of life
More than just a position in the market
It is a statement of who we will become
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“It’s one thing for people to buy your products. It’s another for
them to tattoo your name on their bodies.”
Harley-Davidson
ASPIRATIONAL, EMOTIONAL CONNECTIONS
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IBM Values Jam
• “If our company disappeared tonight, how different would the world be tomorrow?
• Is there something about our company that makes a unique contribution to the world?
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Purpose Before Strategy
• Who are we?• What makes us distinctive?• What do we expect to achieve?• What are we willing to do to be
successful?• What do we choose not to do?
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Clear and COMPELLING
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3. Innovation is messy and cumulative.
• More innovation requires more dialogue and more mess
• Is is rarely a blinding flash of genius --special people, places or ideas
• Everyone has ideas• iphone, Gymboree, Pleasure Island,
Hard Rock. GPS, Twitter/Odeo, white clubs
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4. Information and context
• Short Order Cooks
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“The world is too big for us. Too much is going on, too many crimes, too much violence and excitement. Try as you will, you get behind in the race in spite of yourself. It is an incessant strain to keep pace, and still you lose ground. Science empties its discoveries on you so fast you stagger beneath them in hopeless bewilderment. The political world is news changing so rapidly that you’re out of breath trying to keep pace with who’s in and who’s out. Everything is high pressure. Human nature can’t endure much more!”
The Atlantic Journal
June 16, 1833
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5. Attitude is a choice.Positive, Optimistic, Realistic
In 2000, Barbara Fredrickson won the Templeton Prize in Psychology for outlining the broad
effects of positive feelings.
FROM SURGEONS….
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“I used to think that anyone doing anything weird was weird. I suddenly realized that anyone doing anything weird wasn’t weird at all and it was the people saying they were weird that were weird.
Paul McCartney
Leadership Philosopher
Learning to Love Weird I
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Learning to Love Weird II
“If you teach a bear to dance… you’d better be prepared to keep dancing until the bear wants to stop.”
R.B./G.E.
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Learning to Love Weird III
• What have I learned lately?
• In the last six months, what have I changed my mind about?
• What have I done recently that will make it easier for others to challenge my thinking?
• Who thinks differently than I do? What have I learned from them lately?
• What have I learned this month that makes my past actions seem less than effective?
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It’s always ‘Sit,’ ‘Stay,’ ‘Heel’ -- never‘Think,’ ‘Innovate,’ ‘Be Yourself.’
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6. Expect the best.
Do we EXPECT ordinary people to consistently make extraordinary contributions?
ROSENTHAL
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7. Create a to stop list
How do you motivate people?
Most great leaders don’t focus on this question.
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Lessons we cannot afford to ignore
• Environment supports aspirations• Purpose before strategy• Innovation follows dialogue• Create context and learning• Choose positive and optimistic• Expect the best– you can’t fake it• Create a To-Stop list
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It’s not about you!
The power of Gratitude
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We overestimate the pace of change in any one year.
We underestimate the pace of change in a 5-10 year period.
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Group Challenges- In 5 years:
• How will our industry change?• How will it remain the same?• What will the winners look like? What’s
the secret to their success?• How must leaders transform to meet the
challenges of the future?
