Provoking Leadership

When I created the Power of You learning experience this year, my goal was to help people at work take their energy back. Your leaders and managers are overwhelmed by their workload, each individual has the power to change this if he or she chooses. An overwhelmed leader is an ineffective leader. This adds to the depth of the chasm. A great CIO is gifted at prioritizing attention. A talented manager will have difficulty stepping out of the chaos. I believe many are addicted to being constantly needed to solve some problem. They have forgotten how to say no. This deep-dive experiential time away builds awareness. It can also provide the hope to chose to lead self and others. Our recent learners from Indy area companies and NASA prove the value of ACT (Tim Gallwey): Accept Choose Trust. Big leaps are not possible with an emotionally disabled brain.
 
Here are other examples of how you provoke leadership. Deep Dives replace training through these designs:

• A Focused Performance experience for McDonalds to help the western operations teams translate strategy into action. Programs became projects and projects became trackable tasks assigned to one person. One Task, One Due Date, One Name. In addition, team models helped managers and leaders  see the strengths and conflicts that were interfering with their productivity. Strategy translated it into operations. You can't do what you can't see.
• At Uindy, the IT executive team needed to learn how to drive through strategy. First, they established a shared understanding of their individual needs in a Team Model. Next, the entire organization was involved in creating future scenarios for IT, based on the university strategic goals. These scenarios are being translated into resourced projects. Similar sessions held at the Indy 500, IHIE, Community Hospital and others confirmed that if you don't talk about the future together, you have no common base for collaboration, and no way to be a leader. 
• The IT executive team at IU Health continues to provoke leadership in monthly facilitated sessions using team models, scenario planning, 360 deep discussions, real issue discussion and provocative articles. An immature team depends on the leader for all decisions, a slightly mature team shares decision making with the leader, and a talented team owns their decision making. This group has progressed to the third phase.