Accelerating Leadership Development
Through the Power of “and”
Margaret Seidler and Karl Johnson
Minnesota OD Network
October 5, 2010
Polarity Mapping is based on work by Barry Johnson, PhD, and Polarity Management Associates
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Objectives
• Learn about Critical Success Factors for
Career Advancement
• View those Factors in a balanced way
• Capitalize on Polarity Management® principles
and methods to accelerate Career
Advancement
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The Magic Bullet…
Values come in Pairs!
And, if we fail to recognize this, what makes us strong
can also make us weak…
2
Polarities
Paired values (often
competing) that need each
other over time in order to
achieve a greater purpose
and
Infinity
and
Is the ongoing nature of polarities… an
energy system which is never ending.
Based on the work of Barry Johnson, PhD and Polarity Management Associates
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Career Stages and Typical Poles
CEO
Executive
General Manager
Director
Vice President
Manager
Supervisor
Individual Contributor
Foster Strategic Viewpoint
Communicate Vision
Foster Innovation
Collaborate for Success
Build Engagement
Drive the Plan
Achieve Goals
Personal Awareness
Direct Others
Technical Proficiency
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Your Strength becomes a Weakness without both Parts of the Pair
Because I value
these positive
results
So I have a blind spot
about these positive
results
Preferred
Leadership
Value
and
Due to my blind spot,
I end up down here
getting these
Other Value
in Pair
I also fear and want to
avoid these negative
results
negative results
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Ongoing Balance to get the Positives of Both Viewpoints
Greater Purpose Statement (GPS) * - why balance this polarity?
To Be an Effective Leader
Values = positive results of focus on the
left pole
Values = positive results of focus on the
right pole
• Seen as approachable –
connected to employees
• Viewed as open, respectful
and willing to learn from others
• Interested in considering
others’ thoughts/ideas
• Have a self-assured presence
– employees want to connect
• Viewed as competent –
employees seek to connect
• Comfortable with sharing own
thoughts/ideas – “open seas”
Humility
and
Confidence
• Have no presence – invisible to
employees, peers, colleagues
• Viewed as lacking the
competence to provide clear
direction
• Reluctant about sharing
thoughts/ideas
• Seen as arrogant –
disconnected from employees
• Viewed as closed,
disrespectful and unwilling to
learn from others
• Indifferent about considering
others’ thoughts/ideas
Fears = negative results of over-focus on the
left pole to the neglect of the right pole
Fears = negative results of over-focus on the
right pole to the neglect of the left pole
To Be an Ineffective Leader
Deeper Fear from lack of balance
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer
Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
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Polarity Management® Map
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole?
What? Who? By When? Measures?
A. Ask questions, especially
about what others think
B. In staff discussions, speak
less or not always first
C. Summarize others
comments
D. Hold employee forums to
ask how things are going
and to get ideas
E. Share credit for successes
Greater Purpose Statement (GPS) * - why balance this polarity?
To be an Effective Leader
Values = positive results from focusing
on the left pole
**
• Seen as approachable –
connected to employees
• Viewed as open, respectful and
willing to learn from others
• Interested in hearing others’
thoughts/ideas
• Have a self-assured presence
– employees want to connect
• Viewed as competent in
providing clear direction
• Comfortable sharing
thoughts/ideas
and
Humility
Values = positive results from focusing
on the right pole
A. More assignments not
taken seriously - ignored
B. Employees begin to “work
around”
C. Excluded from meetings
D. Staff makes key decisions
for you and without you
E. Thinks without ever sharing
thoughts
How will we gain or maintain the positive
results from focusing on this right pole?
What? Who? By When? Measures?
A. Establish operating Ground
Rules for senior team
B. Set goals, expectations
C. Speak up when direction is
needed
D. Manage by “Walking
Around”
E. Hold employee forums to
review performance for
accountability
Confidence
Early Warnings***
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this left pole.
Action Steps
Early Warnings
• Have no presence – invisible to
employees, peers, colleagues
• Viewed as lacking the
competence to provide clear
direction
• Shy about speaking up to offer
thoughts/ideas
• Seen as arrogant –
disconnected from employees
• Viewed as a closed,
disrespectful, unwilling to learn
from others
• Indifferent about hearing
others’ thoughts/ideas
Fears = negative results from over-focusing
on the left pole to the neglect of the right pole
Fears = negative results from over-focusing
on the right pole to the neglect of the left pole
Failure as a Leader
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this right pole.
A. People stop talking when
she enters the room
B. Gain a reputation as a
“know-it-all”
C. More decisions made
without staff input
D. Fewer suggestions offered
E. Complaints about feeling
excluded
Deeper Fear from lack of balance
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer
Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
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Balance and Career Advancement
CEO
Executive
General Manager
Director
Vice President
Manager
Supervisor
Individual Contributor
Foster Strategic Viewpoint
Communicate Vision
Foster Innovation
Collaborate for Success
Build Engagement
Drive the Plan
Achieve Goals
Personal Awareness
Direct Others
Technical Proficiency
8
Polarity Management® Map
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole?
What? Who? By When? Measures?
A. First Action Step
B. Second Action Step
C. Third Action Step
Greater Purpose Statement (GPS) * - why balance this polarity?
Lead through Others
Values = positive results from focusing
on the left pole
**
• Clear way forward
• Fast decision making
• Unambiguous roles and
process; right people making
the right decisions
Directive
Values = positive results from focusing
on the right pole
• Well-informed decisions made
through widespread input
• High ownership leading to solid
sustainability
• Wealth of fresh perspectives
and new ideas
A. First Early Warning
B. Second Early Warning
C. Third Early Warning
How will we gain or maintain the positive
results from focusing on this right pole?
What? Who? By When? Measures?
A. First Action Step
B. Second Action Step
C. Third Action Step
Participative
and
Early Warnings***
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this left pole.
Action Steps
Early Warnings
• Ill-informed decisions made
through limited or no input
• Low ownership leading to poor
sustainability
• Lack of fresh perspectives and
new ideas
• Confusion about “where to go
from here”
• Slower decision making
• Roles and processes are
unclear; wrong people make
the wrong decisions
Fears = negative results from over-focusing
on the left pole to the neglect of the right pole
Fears = negative results from over-focusing
on the right pole to the neglect of the left pole
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this right pole.
A. First Early Warning
B. Second Early Warning
C. Third Early Warning
Poor Leadership
Deeper Fear from lack of balance
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer
Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
9
Balance and Career Advancement
CEO
Executive
General Manager
Director
Vice President
Manager
Supervisor
Individual Contributor
Foster Strategic Viewpoint
Communicate Vision
Foster Innovation
Collaborate for Success
Build Engagement
Drive the Plan
Achieve Goals
Personal Awareness
Direct Others
Technical Proficiency
10
Polarity Management® Map
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole?
What? Who? By When? Measures?
A. First Action Step
B. Second Action Step
C. Third Action Step
Greater Purpose Statement (GPS) * - why balance this polarity?
Sustainable Growth
Values = positive results from focusing
on the left pole
**
• Focus on core work
• Alignment of processes,
systems, and structures
• Clear leadership roles
Execution
Values = positive results from focusing
on the right pole
• Focus on customers
• Awareness of competition and
industry trends
• Wealth of fresh perspectives
and new ideas
and
A. First Early Warning
B. Second Early Warning
C. Third Early Warning
How will we gain or maintain the positive
results from focusing on this right pole?
What? Who? By When? Measures?
A. First Action Step
B. Second Action Step
C. Third Action Step
Innovation
Early Warnings***
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this left pole.
Action Steps
Early Warnings
• Lack of focus on customers
• Lack of awareness of
competition and industry trends
• Insular thinking that excludes
external stakeholders
• Lack of focus on organization’s
core competencies
• Blind to employee needs and
culture
• Lack of alignment with
organization’s infrastructure
Fears = negative results from over-focusing
on the left pole to the neglect of the right pole
Fears = negative results from over-focusing
on the right pole to the neglect of the left pole
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this right pole.
A. First Early Warning
B. Second Early Warning
C. Third Early Warning
Lose Competitive Advantage
Deeper Fear from lack of balance
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer
Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
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Polarities in our Lives
Where polarities exist
• Personal and leadership preferences
o Strengths can become our weaknesses
• Organizational values, even vision can be described
in polarity terms
• Group dynamics
• Organization issues
• Community issues
• State, national and global policies
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Additional Uses of
Polarity Management
•
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Handling chronic, complex issues
Change management
Conflict resolution
Negotiation
Diversity
Emotional Intelligence: intra and inter-personal
Leadership or organizational assessment
Coaching
Team development
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Polarity Management
• Converts intuitive wisdom into explicit
understanding and action
• Brings clarity to leadership complexity and
dilemmas
• Minimizes the need for constant attention
• Provides a system of on-going maintenance
• Results in top performance
• Can see the WHOLE picture more easily
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Thank You!
Margaret Seidler
Polarity Management Master
www.mypowersurge.com
margaret@margaretseidler.com
(843) 573-3485
Karl Johnson
University of Minnesota
www.csom.umn.edu
karlj@umn.edu
(612) 626-5366
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