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    Course Correction Leadership: Identify and Engage the Collective Leadership in Your Organization
    Course Correction Leadership: Identify and Engage the Collective Leadership in Your Organization
    Course Correction Leadership: Identify and Engage the Collective Leadership in Your Organization
    Ebook139 pages1 hour

    Course Correction Leadership: Identify and Engage the Collective Leadership in Your Organization

    By Ronald K. Wilde and Phillip M. Messina

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    About this ebook

    Historically, course corrections were about avoiding danger. While still important, today course corrections are more about seizing opportunities. With the explosion of technology and information in today's world, success is defined in terms of how an organization responds to new opportunities. We believe that tapping into the collective talent of its employees is the best way to build and position an organization to survive and thrive.
    The purpose of Collective Leadership Influence is to engage the entire organization and provide opportunities for employees to work together in new ways. With everyone's involvement, organizations can more readily avoid dangers while seizing opportunities.
    This book describes Collective Leadership; how it works and how it can benefit organizations. We could have used "Collective Leadership" for the title, but instead decided on "Course Correction Leadership" because we wanted to do two things: (1) describe what we believe to be the most significant challenges facing today's organizations, and (2) be more descriptive of how a certain type of leadership can help organizations meet these challenges by avoiding disasters and by seizing opportunities.
    LanguageEnglish
    PublisherBookBaby
    Release dateSep 28, 2018
    ISBN9781543944495
    Course Correction Leadership: Identify and Engage the Collective Leadership in Your Organization

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      Book preview

      Course Correction Leadership - Ronald K. Wilde

      Course Correction Leadership

      Identify and Engage the Collective Leadership in Your Organization

      Ronald K. Wilde

      Phillip M. Messina

      ISBN (Print Edition): 978-1-54394-448-8

      ISBN (eBook Edition): 978-1-54394-449-5

      © 2018. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law.

      To Nanette Wilde for her editing help and infinite patience.

      And to Mayor Joan Simpson, North Bend Washington; a true leader.

      Table of Contents

      Foreword

      Executive Summary

      Chapter 1 - Of Ice and Mice

      Chapter 2 - The Perilous Void

      Chapter 3 - The Shalane Effect

      Chapter 4 - Collective Leadership Influence

      Chapter 5 - Collective Leadership Philosophy

      Chapter 6 - Collective Leadership Expeditions

      Chapter 7 - Collective Leadership Judgment

      Chapter 8 - Leadership Roles for Everyone

      Chapter 9 - Keeping Your Crew in the Boat:

      How Teams Foster Collective Leadership Influence

      Chapter 10 - Culture and Leadership

      Conclusion

      Foreword

      Historically, course corrections were about avoiding danger. While still important, today course corrections are more about seizing opportunities. With the explosion of technology and information in today’s world, success is defined in terms of how an organization responds to new opportunities. We believe that tapping into the collective talent of its employees is the best way to build and position an organization to survive and thrive.

      The purpose of Course Correction Leadership Influence is to engage the entire organization and provide opportunities for employees to work together in new ways. With everyone’s involvement, organizations can more readily avoid dangers while seizing opportunities.

      This book describes Collective Leadership; how it works and how it can benefit organizations. We could have used Collective Leadership for the title, but instead decided on Course Correction Leadership because we wanted to do two things: (1) describe what we believe to be the most significant challenges facing today’s organizations, and (2) be more descriptive of how a certain type of leadership can help organizations meet these challenges by avoiding disasters and by seizing opportunities.

      Collective Leadership channels the collective knowledge, wisdom, and creativity of the group. Collective leadership taps into the often latent employee resources within organizations.

      We both come from a local government environment that may seem foreign to those in the private sector. However, local government in many ways is a hybrid between public and private. During the reform movement of the early twentieth century, local governments were reorganized to make them more accountable, more efficient, and less susceptible to corruption. Their structure and operations were greatly influenced by private-sector businesses. City councils were organized to more resemble a board of directors, and city managers were likened to CEOs.

      The similarities also carry over to some operations. As cities became purveyors of utilities, they developed a customer base not unlike private-sector utility operations. Accounting standards for city utilities were changed to make them more comparable to private- or investor-owned utilities.

      Even with these similarities, there are still significant differences. Cities must be accountable to the public. Also, with their focus on policy-making, elected officials are more involved in the direction and operations of cities. And finally, cities are not profit-making ventures but are driven more by altruistic motives of service to the community than simple return on investment.

      Perhaps because of these differences, Collective Leadership seems to find more fertile soil in the public sector. One reason is the reduced potential of single actors to affect change. Another is that leadership is more defused as operations cover a much broader scope. In this environment, the goal of public leadership is to find a just balance between the often competing values and goals of citizens.

      For these and other reasons, public leadership tends to be more process oriented, is based more upon indirect influence, and relies upon relationships rather than individuals. Perhaps Collective Leadership functions easier in this environment. Nevertheless, there is much in this approach that can benefit both the public and private sectors. Driving leadership downward in organizations empowers more people to act in ways that can benefit not only the organization, but the community as well.

      – Ronald K. Wilde

      – Phillip M. Messina

      Executive Summary

      On a cold, moonless night in April of 1912, the largest ship afloat, the RMS Titanic, was on its maiden voyage in the North Atlantic. Nearly halfway through its passage the ship struck an iceberg and sank in a little more than four hours. More than fifteen hundred passengers and crew perished on this fateful voyage.

      Seventy years later, a young Silicon Valley entrepreneur was searching for ways to bring the recently invented personal computer out of obscurity and to the masses. Xerox Corporation had developed a peripheral computer device called the mouse. Steve Jobs and his team at Apple recognized its potential, acquired the rights, and proceeded to revolutionize the personal computer industry.

      What do these seemingly unrelated events have in common? They both involve course corrections; one disastrous and the other providential. In a more amplified setting, today’s organizations face ice-fields of danger along with oceans of possibility. Without skillful navigation, an organization is either left adrift, missing opportunities; or is propelled toward unintended destinations with possible dire consequences.

      Today’s organizations not only face challenges with navigation but also with accountability and cooperation. We live in an age of diminished accountability, as both governments and the private sector seek to avoid responsibility for misdeeds and societal ills. In addition, levels of cooperation are sinking as countries and organizations jockey for advantage in the world marketplace.

      Skillful navigation, improved accountability, and enhanced levels of cooperation are the result of both individual and collective knowledge, wisdom, and creativity. Channeling these resources is the principle role of leadership. Most leadership literature revolves around building individual capabilities. Course Correction Leadership is about tapping into the often-latent collective leadership resources in organizations.

      Course Correction Leadership employs two methods to cultivate these collective human resources. The first is deploying a type of Collective Leadership Influence and the second is the development of Collective Leadership Influencers.

      With the right Collective Leadership Influence, a synergy occurs that not only improves the organization but grows the Influencers themselves. The resulting surge in productivity and creativity can be captured and harnessed. And with these additional resources, organizations can more skillfully navigate the iceberg-laden and mouse-friendly environments of today’s world.

      Chapter 1

      Of Ice and Mice

      Yogi Berra, the iconic catcher of the New York Yankees, had a way with words. Two of his quotes reference direction, or in our case navigation:

      If you don’t know where you’re going, you’ll wind up somewhere else.

      When you come to a fork in the road, take it.

      While we may chuckle at these turned-on-their-heads insights from one of the greatest baseball players in major league history, we can still marvel that there is more than a grain of wisdom in them. After all, if you don’t know where you’re going, what difference does your direction make? And while you are aimlessly wandering along, does it really matter which fork you take?

      This book introduces concepts about how Collective Leadership Influence can help in navigating your organization on its journey. We assume that unlike Yogi’s statement, you know where your organization is going. But it may be less clear that everyone is on board with the direction.

      Do you know where and how your team can assist on that journey, and how the culture of your organization can aid in your success? Our goal is to help you and your organization anticipate and collectively make the needed course corrections along the way.

      How often have great business leaders peered into a murky future and failed to rightly predict potential paths to success? In 1943, Thomas Watson, then chairman of the International Business Machine Corporation (IBM), was quoted as saying, I think there is a world market for maybe five computers. Of course, at the time computers took up entire rooms, and were complex assemblies of vacuum tubes, woefully underpowered, and prone to constant breakdowns.

      Mr.

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