00:27:10 Molly Breazeale: People support a world they help create and they experience it every day! 00:27:48 Cynthia Escamilla: Replying to "People support a wor..." So true! 00:27:18 Andrew Williams: This is the whole ethos of the GE WorkOut 00:31:48 Haris Ahmed: While people doing the work are best positioned to design solutions, however, when you are inside the jar you cannot read the label! I may be biased, but I have found that having internal teams co-creating with external consultants creates optimal solutions! 00:35:20 Shelley Saeger: Reacted to "While people doing..." with ❤️ 00:36:00 Andrew Williams: Reacted to "While people doing t..." with ❤️ 00:37:08 Mark Augusta: Reacted to "While people doing t..." with ❤️ 00:32:00 Richard Thayer: Joe Scarlett quote: https://joescarlett.com/leadership/the-people-closest-to-the-work-know-the-most-about-it/ 00:34:50 Molly Breazeale: Reacted to "Joe Scarlett quote: ..." with 👍🏻 00:36:32 Molly Breazeale: What is the HBR article? 00:38:39 Cynthia Escamilla: https://hbr.org/2001/12/the-work-of-leadership 00:38:59 Sally Parker: thanks Cynthia! 00:39:19 Jim Dowling: See also Adaptive Leadership Network. We offer a course on this. Leading Through Adaptive Challenges on Maven Learning. 00:44:27 Molly Breazeale: As roles and behaviors changed, where did leaders struggle the most? 00:49:04 Haris Ahmed: "Complexity is the enemy of speed". I use this mantra to simplify orgs as much as possible since agility seems to be the currency in these times. 00:50:21 Mike McGovern: Sounds like outsourcing is the action, but in service of what? Accelerated focus on innovation to achieve differentiation? 00:50:54 Molly Breazeale: What do you mean by leadership approach? 00:51:53 Jim Dowling: Did your work explicitly design the role of People Leader and the Culture that those in that role were to promote? 00:54:49 Georg Peters: letting go vs holding on to more seems to be a challenge in that type of environment. crowdsourcing of leadership :-) 00:56:04 Mary Selden: Reacted to "letting go vs holdin..." with 👍 00:55:14 Mary Selden: Love that phrase "tyranny of the urgent"! I often say when operations goes against anything (strategy, innovation, change), operations basically always wins... It's hard to be intentional about ensuring operations don't take over at the expense of progress. 00:56:25 Molly Breazeale: Reacted to "Love that phrase "ty..." with ❤️ 00:59:19 Shelley Saeger: Reacted to "Love that phrase "..." with ❤️ 00:58:12 Georg Peters: @Mary Selden...in my experience, this reality tends to be created upstream from "operations" and typically cannot be fixed in operations - it's too late then, it'll only force crisis management to be the norm. I've seen this to be one of the largest challenges in designing organizations and shaping improved cultures to agree that downstream problems are owned across the lifecycle. 01:02:41 Mary Selden: Replying to "@Mary Selden...in my..." That's a good point. Probably compounded by operational decisions being made in crisis mode, and the focus is on triage (which is needed and valuable!) but lacks connectivity to longer term strategies and holistic solutions. 00:59:10 Molly Breazeale: We are often "prisoners of experience" so we often look back to what has worked in the past 00:59:39 Anjan Chaudhry: Issues of org structure often bring up challenges as it relates to power and hierarchy, especially as it relates to people's individual roles and where they are in the chart. How do you create space to talk about solutions amongst staff or leadership, when the people who are talking may be impacted personally and materially by that change? 01:00:59 Molly Breazeale: Replying to "Issues of org struct..." I agree! Decision rights get tricky. 01:01:47 Anjan Chaudhry: Replying to "Issues of org struct..." Yes, curious if there are any ways to mitigate that 01:13:47 Jim Dowling: Replying to "Issues of org struct..." A Decision Method such as RAPID can alleviate some concerns. Applying in an inclusive way adds additional value. The SCARF model helps classify sources of concern. 01:01:30 Ariane Brandt: We have an intersectional issue of women and age/experience being overlooked for promotion/leadership. How do you bring this up in an org where your manager is a much younger female and/or a leadership team that skews younger? 01:05:46 Molly Breazeale: Being before doing....being honest creates space for others. 01:07:13 Molly Breazeale: Reacted to "A key element of Ada..." with ❤️ 01:06:36 Jim Dowling: A key element of Adaptive Leadership is Authority. In adaptive leadership, authority is not seen as the primary way to influence others. Instead, adaptive leaders focus on building relationships, creating shared understanding, and fostering collaboration 01:06:50 Sally Parker: Keeps coming back to trusting the inherent wisdom and capacity in and of the system 01:10:23 Andrew Williams: Interesting about the 3 sessions, and the months long time-period. I am fond of saying some things just take time. You can’t bake a cake twice as fast by turning-up the oven 01:10:43 Anjan Chaudhry: Reacted to "Interesting about th..." with 👍🏽 01:10:56 Molly Breazeale: Reacted to "Interesting about th..." with 👍🏻 01:11:10 Mary Selden: Reacted to "Interesting about th..." with 👍🏻 01:15:53 Haris Ahmed: Mark and Donald, Thanks for an open conversation about this adaptive change success story. Lots of nuggets for all of us (even the seasoned org change experts!) 01:15:56 Mary Selden: That's amazing! Thanks so much for sharing! 01:16:02 Molly Breazeale: So good! 01:16:09 Jim Dowling: Great stuff on a hot topic. 01:16:16 Sally Parker: THANK YOU!! Loved this conversation 01:16:19 Molly Breazeale: Will you share slides? 01:16:25 Shelley Saeger: So helpful! Thank you!