Diagnose Situation
Multiple explanations of the same information are needed to exercise leadership on an adaptive challenge. A guess at what observations mean.
Interpretations
(in KLC context) Leadership competencies & behaviors that come most naturally to you. For example: handling conflict, working across factions, understanding the process challenges.
Strengths
Groups of people who share values & viewpoints on an adaptive challenge. They often share a common perspective on the work you are trying to accomplish.
Factions
Act of leadership & sharing of responsibility. Gets people deeply involved and creates space to allow others to exercise leadership.
"Giving the Work Back"
Follow the process of listening, asking questions, making multiple interpretations, and suggesting action steps.
Peer Consultation
Determining the amount of energy around an issue in order to motivate people to do something differently. Scale of "cold" to "warm enough to do good work" to "things are so hot people are going nuts!"
"Take the Temperature"
Actions, behaviors, events or ideas that simply set you off - negatively or positively - & cause you to react more out of emotion than out of strategy.
Triggers
People & groups that you seldom engage. They have a stake in the issue, but their opinions are rarely sought. They're outside your immediate circle but have the influence you'll need to produce change.
"Unusual Voices"
Speak in a way that connects to the hearts of the people you are trying to lead. It's speaking with a purpose in mind & communicating your values at a level that connects with what the other person cares deeply about. Speaking to their aspirations. (It's about them, not you.)
"Speak from the Heart"
A transfer or act of authority.
Delegation
Issues or barriers among members of a team or organization. They are about how people work (or don't work) together. Problems behind the problems, or even the problems behind those.
Process Challenges
Deeply held beliefs, which often are based in significant life experience or how you were raised.
Values
Things we give up if progress is made. Loss of control, prestige, comfort or familiarity. We anticipate loss & see it as a risk we may not be willing to take.
Losses/Speak to Loss
Maintaining focus on what you value & want to accomplish.
"Hold to Purpose"
"Point of view", one's perception or pieces of data that are indisputable.
Observation
Lives in your head & logic. Susceptible to facts & expertise. Technical problems require technical solutions.
Technical Problem
Exist at a gut level & encompass areas that make you open to attack such as secrets, past mistakes or personal cravings. They’re also your ability to make progress on your leadership challenge.
Vulnerabilities
Exists web divergent factions have united behind one vision. A common language arises among the group. You celebrate successes, large & small. The talents & connections of various groups get leveraged to make more progress. (Doesn't mean that everyone agrees about everything.)
Collective Purpose
Doing something big or small to compel people to act - to make it more uncomfortable not to address the issue, than to live with the issue.
"Raising the Heat"
Your go-to crew: the people in your department, your most trusted colleague who thinks like you.
Usual Voices
Lives in people's hearts & stomachs. Values, loyalties, beliefs
Adaptive Challenge
Present dedication to a group, a place, people or a way of doing things. (They often trump values.)
Loyalties
A transparent process base on collaboration and confidentiality where individuals prompted to make share meaningful things w/ their counterparts to help each other to make progress.
Trustworthy Process
Implies you are doing lots of experiments, and that mindset is useful in guiding your overall approach to adaptive work.
Act Experimentally
Skills you could work to improve on.
Weaknesses