From Designer to Leader: Introducing the 5i Design Leadership Model

Transcript

1. Photo by Tyssul Patel on Unsplash idm design labs
2. instrumental instructional inspirational influence impact 5i Design Leadership Model Tool for Self Mentoring Photo by Tyssul Patel on Unsplash idm design labs
3. instrumental Photo by Quentin Leclercq on Unsplash idm design labs
4. Do you matter? idm design labs
7. Strategy Design Build Install Run/ Maintain ? Design Capability idm design labs
8. 10% 30% 60% Strategy & Research Propose & Initiate Define & Design Implement idm design labs
9. 20% 60% 20% Strategy & Research Propose & Initiate Define & Design Implement Strategic Research & Design Led Considered Design Reactive Design Responses Ad-hoc Post-hoc idm design labs
11. Contextual limits? idm design labs
14. • Do you know why you matter? • Have you determined where to play and how to win? • Do you understand the contextual limitations? • Are you a provocateur, a disruptor of the capability you lead? instrumental idm design labs
15. instructional Photo by Christoph Deinet on Unsplash idm design labs
16. 1.Leader as Educator/ Instructor 2.The Instructional leader instructional idm design labs
17. • Management relates to the processes that keep an organisation functioning, such as planning, budgeting, defining roles, resourcing and measuring performance. • Leadership is about aligning people to a future vision which requires achieving buy-in, effective communication, motivation and inspiration. The Kouzes & Posner Leadership Framework Management vs Leadership idm design labs
18. LEADER Responsibility: something that is your job or duty to deal with, in the ‘right’ way. RESPONSIBILITY RESPONSIBILITY RESPONSIBILITY RESPONSIBILITY idm design labs
19. RESPONSIBILITY LEADER RESPONSIBILITY RESPONSIBILITY RESPONSIBILITY Accountability having to answer to the actions and decisions taken to carry out the responsibilities. Accountability idm design labs
20. RESPONSIBILITY DELEGATED Deal with in the “RIGHT WAY” TEAM MEMBER Accountability LEADER idm design labs
21. Aligned to the Leaders “ACCOUNTABILITY” Towards the “VISION” RESPONSIBILITY DELEGATED Deal with in the “RIGHT WAY” Other Information TEAM MEMBER idm design labs
22. RESPONSIBILITY Autonomy Agency Accountability Freedom to make decisions Act in the “RIGHT WAY” Answer to the actions taken to carry out responsibilities. Agency: the capacity to action or operate idm design labs
23. RESPONSIBILITY Autonomy Agency Accountability Freedom to make decisions Act in the “RIGHT WAY” Answer to the actions taken to carry out responsibilities. RISK CONCERNED EXPOSED idm design labs
24. Andy Polaine idm design labs What has been your path from designer to design leader?
25. RESPONSIBILITY Autonomy Agency Freedom to make decisions Clear on the “RIGHT WAY” CONFIDENT EFFECTIVE LEADERSHIP idm design labs
26. I decide You decide We decide idm design labs
27. I decide You decide We decide idm design labs
28. You decide We decide idm design labs
29. I decide You We idm design labs
30. I decide You decide We decide idm design labs
31. idm design labs
32. Psychological safety A belief that one will not be punished or humiliated for speaking up with idea questions concerns or mistakes. Professor Amy Edmondson Harvard Business School coined the phrase Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE https://idm.re/psych_safe_amy_tedx idm design labs
33. Both Professor Edmonson and Google separately determined that creating an environment in which people feel comfortable to take risks is key to fostering innovation in the workplace idm design labs
34. g.co/rework How to foster Psychological Safety on your teams Demonstrate engagement • Be present and focus on the conversation (e.g., close your laptop during meetings) • Ask questions with the intention of learning from your teammates • Offer input, be interactive, and show you’re listening • Respond verbally to show engagement (“That makes sense. Tell us more.”) • Be aware of your body language; make sure to lean towards or face the person speaking • Make eye contact to show connection and active listening Show understanding • Recap what’s been said to confirm mutual understanding/alignment (e.g., “What I heard you say is…”); then acknowledge areas of agreement, disagreement, and be open to questions within the group • Validate comments verbally (“I understand.” “I see what you’re saying.”) • Avoid placing blame (“Why did you do this?”) and focus on solutions (“How can we work toward making sure this goes more smoothly next time?”, “What can we do together to make a game plan for next time?”) • Think about your facial expressions- - are they unintentionally negative (a scowl or grimace)? • Nod your head to demonstrate understanding during conversations/meetings Be inclusive in interpersonal settings • Share information about your personal work style and preferences, encourage teammates to do the same • Be available and approachable to teammates (e.g., make time for ad hoc 1:1 conversations, feedback sessions, career coaching) • Clearly communicate the purpose of ad hoc meetings scheduled outside normal 1:1s/team meetings • Express gratitude for contributions from the team • Step in if team members talk negatively about another team member • Have open body posture (e.g., face all team members, don’t turn your back to part of the group) • Build rapport (e.g., talk with your teammates about their lives outside of work) Be inclusive in decision-making • Solicit input, opinions, and feedback from your teammates • Don’t interrupt or allow interruptions (e.g., step in when someone is interrupted and ensure his/her idea is heard) • Explain the reasoning behind your decisions (live or via email, walk team through how you arrived at a decision) • Acknowledge input from others (e.g., highlight when team members were contributors to a success or decision) Show confidence and conviction without appearing inflexible • Manage team discussions (e.g., don't allow side conversations in team meetings, make sure conflict isn’t personal • Use a voice that is clear and audible in a team setting • Support and represent the team (e.g., share team’s work with senior leadership, give credit to teammates) • Invite the team to challenge your perspective and push back • Model vulnerability; share your personal perspective on work and failures with your teammates • Encourage teammates to take risks, and demonstrate risk-taking in your own work Sources • Edmondson and Lei (2014). "Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct," Annual Review Organizational Psychology and Organizational Behavior. • Edmondson (1999). ​Psychological safety and learning behavior in work teams. ​Administrative Science Quarterly June 1999. • Goman, Carol Kinsey Ph.D.. ‘The Silent Language of Leaders: How Body Language Can Help--or Hurt--How You Lead.’ Jossey-Bass Publishing, April 2011. This content is from ​rework.withgoogle.com​ (the "Website") and may be used for non-commercial purposes in accordance with the terms of use set forth on the Website. https://idm.re/psych_safe idm design labs
35. Being an instructional leader: •Is your delegation style aligned to management practices or leadership and accountability? •Are you leading a culture of Psychological Safety? Instructional idm design labs
36. inspirational Photo by Aniket Deole on Unsplash idm design labs
37. Inspired by Dean Burnett, The Guardian “This quote isn’t very inspirational, philosophical or useful. But it does look good when you have writing on top of a nice picture.” Photo by Aniket Deole on Unsplash idm design labs
38. Motivation comes from external drivers. Inspiration from internal drivers. Inspiration Motivation Driving force Pulling force idm design labs
40. idm design labs
41. Photo by George Gillams on Unsplash
42. Inspiration as culture idm design labs
43. Protect the culture idm design labs
44. Going into bat idm design labs
45. Jon Kolko idm design labs
46. Cultural dilution • Scaled, Agile autonomous work groups mixed with non designers • Distributed locations • Structure and layers, in a team size of +100 • Rapid growth • Mixed work mode employees Full time permanent, Full time fixed term, Part Time, Contract, Outsourced, Agency, Interns Resulting in a non-homogenous culture Photo by dylan nolte on Unsplash idm design labs
47. • Are you fostering and maintaining a Culture of Inspiration? • Are you protecting creativity and inspiration? inspirational idm design labs
48. influence Photo by Mathias Jensen on Unsplash idm design labs
49. Well placed effort Mendelow’s Matrix Stakeholders idm design labs
50. Your Team Your Peer’s Team Your Peer’s Team Your Peers Your Peers Boss’s Peers Boss’s Peers Your Boss The 360o Leader John Maxwell - The 360 Leader - Developing Your Influence from anywhere in the organisation Photo by Brannon Naito on Unsplash idm design labs
51. Photo by Jaliya Rasaputra on Unsplash idm design labs
52. Photo by Emre Gencer on Unsplash idm design labs
53. Photo by Jim Kalligas on Unsplash idm design labs
54. • Are you Influencing as a 360o Leader? • What are the most effective relationships to build and leverage? • What’s your creative influence approach? • Are you speaking their language? • Do you know what they value? influence idm design labs
55. impact Photo by Leo SERRAT on Unsplash idm design labs
56. idm design labs
57. Small enough to ensure robust Design process Big enough to create impact that gets noticed idm design labs
58. Company fires 20 workers after harassment investigation Executive fired after reports he shared customer records Board meets to discuss Prosecutor’s recommendations CEO’s right-hand man leaves CEO goes on leave indefinitely Victim sues CEO and former executives Company launches '180 days of change’ CEO resigns idm design labs
59. ORGANISATIONAL CULTURE IN ITS SIMPLEST FORM: THE WAY THINGS GET DONE AROUND HERE. idm design labs
60. IT’S NOT YOUR BELIEFS THAT MAKE YOU BETTER IT’S YOUR BEHAVIOURS idm design labs
61. impact • Are you fighting to sell Design or developing an understanding of the Yin and Yang of Design and Business? • Are you actively seeking Goldilocks projects for greatest impact? • What behaviours are you modelling? idm design labs
62. instrumental instructional inspirational influence impact 5i Design Leadership Model 360 o Leadership Goldilocks initiatives Do you matter? Inspiration as Culture Accountability & Delegation Psychological Safety Model behaviours Photo by Tyssul Patel on Unsplash idm design labs
63. The 5i Design Leadership model and this introduction was developed by Ian Muir Further information will be available at http://idmdesign.com.au/5i This and other courses in Design and Design Leadership will be available at UTS where Ian is a Professor of Practice idm design labs