Principled Leadership & ​Governance

The Ectman administration will be committed to manage and organize the state of Arizona’s collective affairs more wisely by adopting and applying the principles of the following most effective and inclusive leadership methods and philosophies

Moral Leadership

  • We are living through tough times, both socially, economically and environmentally
  • The world around us is rapidly evolving and transforming.
  • We need many more leaders who will guide us through the maze of change into the world of tomorrow that is better than today.

And the leader we love to have is of course a moral leader.

  • A leader, by definition, is one who guides, who shows the way by example.
  • A leader, if he is to be effective must have the ability to persuade others. If there is no persuasion, there simply is no leadership.
  • In order to be able to persuade others to follow a course of action, a leader must have personal integrity.
  • If a person cannot be trusted, they cannot lead, for the populous will not be guided by someone in whom they have no confidence.

 

Moral Leadership is not About Rank

  • Any person holding any position can be a Moral Leader
  • Such individuals are always characterized by a deep sense of ethics
  • They are driven by core ideals (such as justice)
  • Motivated by the pursuit of a higher purpose

Moral Leadership Capacities and Skills

Moral Leaders know how to manage themselves.

Able to temper their egos and how to act with nobility and rectitude.

They are visionary and affect personal change Moral Leaders also have a highly developed sense of emotional intelligence and can master key social skills

Work to overcome obstacles and are skilled at the art of consultation.

Build consensus, navigate diversity and establish unity.

Moral Leaders are the conscience (i.e. moral compass) of an enterprise and are the glue that holds it together.

Bida Tamang (Teacher in Higher Sec School).

A Moral Leadership study was Led by Jim Lemoine, assistant professor of organization and human resources.The research team examined more than 300 books, essays and studies on moral leadership from 1970-2018.

Researchers discovered:

Leaders who prioritized morality had higher performing organizations with less turnover, and that their employees were more creative, proactive, engaged and satisfied.

The researchers found a strong sense of morality is positive for leaders and their organizations, increasing performance, engagement, motivation and other factors — but each specific approach to ethics had slightly different outcomes.

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Four Pillars of Moral Leadership

(Part of Fortune’s 2017 Change the World issue)
Moral leadership stems from and authority that must be earned every day to be sustainable

Moral Leaders are Driven by Purpose.

When leaders pursue their purpose in ways that are bigger than themselves, it creates the space for others to share in the mission. Moral leaders see the path ahead as a journey and frame it explicitly for those whom they lead.

Moral Leaders Inspire and Elevate Others .

Those with moral authority understand what they can demand of others and what they must inspire in them. Moral leaders ask people to be loyal not to them, but rather to the overall purpose and mission of the organization.

They don’t see direct reports but fellow journeyers, animated by hopes and longings, struggles and dreams. Therefore, every decision is made with consideration of others’ full humanity. Because they see that humanity in others, they are more inclusive and better able to listen to and learn from those whom they lead.

Moral Leaders are Animated by Both Courage and Patience.

Many leaders use their rank or position in the corporate hierarchy to keep doing the next thing right. Moral leaders, instead, focus on doing the next right thing. For a CEO or political leader to do the next right thing, it takes courage and patience. It takes courage to, for instance, speak out for a principle or larger truth, especially when such an action has the potential to put that leader in an uncomfortable or vulnerable territory.

Moral Leaders Keep Building Muscle.

Authentic leaders don’t stop learning and growing just because they’ve accumulated formal authority. They continue to build moral muscle by wrestling with questions of right and wrong, fairness and justice, what serves others and what doesn’t.

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Servant Leadership

Robert Greenleaf, founder of Greenleaf Center for Servant Leadership had great faith that servant leader organizations could change the world. in his second major essay, the institution as servant, he said:

“This is my thesis: caring for persons, the more able and the less able serving each other is the rock upon which a good society is built. If a better society is to be built, one that is more just and more loving, one that provides greater creative opportunity for its people, then the most open course is to raise both the capacity to serve and the very performance as servant of existing major institutions by new regenerative forces operating within them.”

According to Greenleaf and colleague writer and philosopher Larry Spears, Servant Leaders must posses:

  • Foresight.
  • Empathy.
  • Good Listening Skills.
  • Ability to Persuade.
  • Stewardship (Able to Efficiently Plan and Manage Resources).
  • Capable of Developing and Clarifying Concepts.
  • A Commitment to the Growth and the Development of People.
  • Community Building Skills.

Servant leaders use these fundamental principles to help employees grow and harness their maximum potential and perform as highly as possible, empowering both individual team members and the organization to be successful.

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Collaborative Leadership

​Creative breakthroughs and innovations occur most often when collective intelligence and various ideas collide and combine

  • A collaborative leader seeks not to control, but to influence and inspire.
  • They break down walls and silos, encourage information and knowledge sharing.
  • Build strong functional relationships and teams based on trust, shared values, cooperation, communication and collaboration.
  • Their objective is to create an inclusive, productive and joyful work culture.
  • A culture that promotes diversity and participation in goal setting and building problem-solving strategies.

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Transformational Leadership

A model for motivating innovation

Transformational leaders inspire and motivate their workforce without micromanaging and trust trained employees to take authority over decisions in their assigned jobs.

It’s a management style that’s designed to give employees more room to be creative, look to the future and find new solutions to old problems.

Employees on the leadership track will also be prepared to become transformational leaders themselves through mentorship and training.

 

A transformational leader is someone who:

  • Encourages the motivation and positive development of followers
  • Exemplifies moral standards within the organization and encourages the same of others
  • Fosters an ethical work environment with clear values, priorities and standards.
  • Builds company culture by encouraging employees to move from an attitude of self-interest to a mindset where they are working for the common good
  • Holds an emphasis on authenticity, cooperation and open communication
  • Provides coaching and mentoring, but allowing employees to make decisions and take ownership of tasks

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Six Pillars of Leadership Excellence

To create this culture, you must educate and hold your management team accountable to living the “Six Pillars of Leadership Excellence.”

To achieve great results, leadership excellence must be made the prerequisite—not the goal. You must make leadership excellence a habit—not an event. You must make leadership excellence a commitment—not a program.

Pillar #1: Listen. Excellent leaders seek to attach meaning to their environment. Through a blending of both external listening (customers, stakeholders, employees, community) and internal listening (personal knowledge, experience, intuition), leaders listen intently to every possible source of information, insight, and wisdom.

Pillar #2: Envision. Excellent leaders create in their minds a clear and compelling picture of what the organization must become in the future. They passionately embrace the purpose of their company and strive to build the kind of culture that propels them toward achieving great results.

Pillar #3: Adapt. Excellent leaders must be willing and able to adjust to circumstances as necessary to reach the purpose. Whether it is incremental or transformational, leaders know how to effectively manage teams through both positive and negative changes.

Pillar #4: Develop. Organizational improvement is impossible without people who continuously improve. Excellent leaders enthusiastically drive the long-term education of their staffs to go beyond today’s skills training to prepare them now for the challenges of tomorrow.

Pillar #5: Emancipate. Excellent leaders give their people the freedom to succeed. They are more concerned with results than control, with outcomes more than credit.

Pillar #6: Recognize. Excellent leaders acknowledge the worth of others while constantly looking to satisfy the human needs of their colleagues and staff (pride, contribution, accomplishment, respect). They step beyond short-term rewards to inspire the long-term commitment of their teams.

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The Six Systems of Organizational Effectiveness.

How healthy is your leadership system?
By Bob Anderson and Bill Adams

When the Leadership System functions effectively, performance improves.

The Leadership System is the central organizing system that must deliver on all functions owned by the Top Team or C-suite. These functions include and require that leadership: become cohesive, define the future (vision), set direction, create and execute strategy, ensure alignment, communicate clarity, engage stakeholders, develop talent, manage performance, build accountability, ensure succession, allocate resources, craft the culture, and deliver results.

The Leadership System is the organization’s DNA–its genetic code or distinctive brand.

This leadership system sets the context that produces all outcomes, gives everything its meaning, and indicates what we are predisposed to doing and being.

The effectiveness of the Leadership System determines the performance of the business. Does your Leadership System predispose you for quality, agility, speed, stakeholder engagement, profitable growth, fulfillment, competitive advantage, and strong financial performance? How can we improve business performance by establishing a healthy Leadership System?

We use our proven Whole Systems Approach to advance the Six Systems of Organizational Effectiveness. This approach to developing the organization, with leadership at the core, balances the development of competence and capability with consciousness and character, and transforms any enterprise into a profitable and purposeful organization. Every essential system is integrated and aligned, and every stakeholder is involved.

The Six Systems are broader in scope than functional departments and must be understood independently and interdependently as part of an integrated whole. These Six Systems set up the conditions and components necessary to create a healthy, high-performing organization.

1. Leadership. To achieve high performance or sustain results, leaders must define and refine key processes and execute them with daily discipline. They must translate vision and values into strategy and objectives, processes and practices, actions and accountabilities, execution and performance.

Leadership address three questions:

1. Vision/Value. What unique value do we bring to our customers to gain competitive advantage? What do we do, for whom? Why?

2. Strategy/Approach. In what distinctive manner do we fulfill the unique needs of our customers and stakeholders? What strategy supports the vision for achieving competitive advantage?

3. Structure/Alignment. What is the designed alignment of structure and strategy, technology and people, practices and processes, leadership and culture, measurement and control? Are these elements designed and aligned to create optimal conditions for achieving the vision?

2. Communication. Everything happens in or because of a conversation, and every exchange is a potential moment of truth—a point of failure or critical link in the success chain. Strategic communication ensures that the impact of your message is consistent with your intentions, and results in understanding. What you say, the way you say it, where, when, and under what circumstances it is said shape the performance culture.

When leaders maximize their contribution to daily conversations, they engage and align people around a common cause, reduce uncertainty, keep people focused, equip people for moments of truth that create an on-the-table culture, prevent excuses, learn from experience, treat mistakes as intellectual capital, and leverage the power of leadership decisions to shape beliefs and behaviors.

3. Accountability. Leaders translate vision and strategic direction into goals and objectives, actions and accountabilities. Performance accountability systems clarify what is expected of people and align consequences or rewards with actual performance. Leaders need to build discipline into their leadership process and management cycle to achieve accountability, predictability, learning, renewal, and sustainability.

4. Delivery. The best organizations develop simple processes that are internally efficient, locally responsive, and globally adaptable. Complexity is removed from the customer experience to enable them to engage you in ways that are both elegant and satisfying.

Establishing and optimizing operational performance is an ongoing journey. Operations need to be focused on the priority work, using the most effective techniques—aligning initiatives and operations with strategy; continuously improving operations; pursuing performance breakthroughs in key areas; using advanced change techniques in support of major initiatives; establishing a pattern of executive sponsorship for all initiatives; and building future capability and capacity.

5. Performance. The Human Performance System is designed to attract, develop, and retain the most talented people. The idea is to hire the best people and help them develop their skills, talents, and knowledge over time. Of course, it becomes more critical, as they add abilities and know-how, that we reward them properly so they feel good about their work and choose to remain with the organization as loyal employees.

6. Measurement. A system of metrics, reviews, and course corrections keeps the business on track. Organizations need concrete measures that facilitate quality control, consistent behaviors, and predictable productivity and results. Within these parameters, control is instrumental to viability and profitability. Every activity has a set of daily rituals and measures. Leaders establish and maintain the measurement system to ensure disciplined processes. They track progress against strategy and planning; review status on operational results through clear key metrics; update the strategy regularly; and ensure action is driven by insight based on relevant, current information that is focused on achieving the vision.

This Six Systems frame helps people see how everything is integrated. Again, until the Leadership System operates effectively, all other systems are degraded. We work with leaders to ensure their Leadership System is highly effective, and we have dozens of cases that demonstrate the power of using a Whole Systems Approach.

Throughout our careers, we have partnered with CEOs and their teams across dozens of organizations and can say with confidence that successful transformation efforts were those in which the Extended Leadership Team “did its work” of mastering leadership and improving their individual and collective effectiveness while tending to the health of the Leadership System.

These transformation efforts were not only successful, but more importantly, the success was sustained over time. Sadly, we also witnessed transformation efforts that were less than successful and in some cases failed. These failures could be linked directly to a failure of leadership to consciously transform individually and collectively.

“Without a mature, highly evolved, and fully functioning Leadership System, transformation efforts will not succeed—PERIOD!”

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Co-Intelligence

Together we can be wiser than any of us can be alone

How do we tap that wisdom?

Healthy communities, institutions and societies — perhaps even our collective survival — depend on our ability to organize our collective affairs more wisely, in tune with each other and nature.

This ability to wisely organize our lives together — all of us being wiser together than any of us could be alone — we call co-intelligence. Co-intelligence is diverse people working really well together in ways that make things better from a bigger picture perspective – especially in the face of challenge and change.

In its broadest sense, co-intelligence involves accessing the wisdom of the whole on behalf of the whole.

Co-intelligence is emerging through new developments in democracy, organizational development, collaborative processes, the Internet and systems sciences like ecology and complexity. Today millions of people are involved in co-creating co-intelligence. Our diverse efforts grow more effective as we discover we are part of a larger evolutionary enterprise, and as we learn together and from each other.

The Co-Intelligence Institute works to further the understanding and development of co-intelligence. It focuses on catalyzing co-intelligence in the realms of politics, governance, economics and conscious evolution of ourselves and our social systems. We research, network, advocate, and help organize leading-edge experiments and conversations in order to weave what is possible into new, wiser forms of civilization.

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