FOUNDATIONS OF EVERYDAY LEADERSHIP

GREGORY NORTHCRAFT

Head and Heart of Everyday

Leadership
Case Study Activity
Debrief Video: Evergreen State University
BEING A LEADER: TWO TASKS

Make Decision
- Where to go (2) Implement Where to Go
- How to get there decisions

Take advantage of Set the direction:

opportunities Vision (target)
Mitigate threats (In
pursuit of the vision!)

MODULE 1
INCLUSIVENESS
Getting others involved in a leader’s decision making

Offers two kinds of benefits:

Information benefits (the head = what to do)
More informed (higher quality) decisions
More informed implementation
Motivation benefits (the heart = want to do)
Enthusiasm for implementation via ownership

MODULE 1
WHAT HAS HAPPENED?

MODULE 1
WHAT HAS HAPPENED?
Ignoring Mr. Tips

MODULE 1
WHAT HAS HAPPENED?
Ignoring Mr. Tips

Circumventing Mr. Tips

MODULE 1
WHAT HAS HAPPENED?
Ignoring Mr. Tips

Circumventing Mr. Tips

Mr. Tips picked the wrong number(!)

MODULE 1
WHAT HAS HAPPENED?
Ignoring Mr. Tips

Circumventing Mr. Tips

Mr. Tips picked the wrong number(!)

Mr. Tips doesn’t know which of these has occurred!

MODULE 1
WHO MADE A MISTAKE?
Mr. Peabody

Overestimated his ability to make a high-quality decision without input

Underestimated the important of decision ownership (involvement) to successful

implementation

Failed to see the connection between the two

Input = better decisions & better implementation

MODULE 1
MR. PEABODY
Made the decision to hire Mr. Tips to coordinate purchasing.

Missed opportunity to gain wisdom

Missed opportunity set foundation for implementation

Mr. Tips becomes a PROBLEM rather than a SOLUTION to the departmental

administrative assistants

MODULE 1
IF PEABODY IS INCLUSIVE?
Perhaps the departmental administrative assistants have a better idea?

Perhaps they agree to take on the problem themselves?

Perhaps they ask Peabody to hire someone to coordinate purchasing!

Only NOW it is THEIR idea instead of HIS idea

= solution instead of a problem

MODULE 1
WHO MADE A MISTAKE?
Mr. Tips

Overestimated his ability to make a high-quality decision without input

Underestimated the important of decision ownership (involvement) to successful

implementation

Failed to see the connection between the two

Input = better decisions & better implementation

MODULE 1
IF TIPS IS INCLUSIVE?
Perhaps the departmental administrative assistants have a better idea? <maybe
the number is wrong?>

Perhaps they agree to take on the problem themselves?

Perhaps they ask Tips to help them coordinate purchasing!

Only NOW his helping them is THEIR idea instead of HIS idea
= Tips is a solution instead of a problem

MODULE 1
TIPS DID SEND A NOTE …
…but the note did not INVITE input or feedback. <TONE>

Did not convey respect for the unique experience, expertise, & perspective of the
department administrative assistants

Too authoritative = didn’t try to get them “on board” with the initiative
= no support for implementation

MODULE 1
INCLUSIVENESS ≠ EXHAUSTIVE
Tips or Peabody could invite some of the departmental administrative assistants
to participate in discussions

– Representative inclusiveness

Get the information benefits of inclusiveness

…but more manageable

Others feel their voice is represented

– Particularly if those participating are chosen carefully <Tips’ assistant?>

MODULE 1
FINAL THOUGHTS
Leadership is about:
Making decisions
Implementing decisions
Two key levers
Information (the head of leadership)
Motivation (the heart of leadership)
Inclusiveness helps!
Yields better (bilateral!) information
Yields better motivation
Make inclusiveness more manageable
by making it representative

MODULE 1