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Commonwealth Center FOR HIGH-PERFORMANCE ORGANIZA
TIONS, INC.
MODULE V LEADERSHIP FORM
BUILDING HIGH-PERFORMANCE ORGANIZATIONS IN THE
TWENTY-FIRSTCENTURY
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LEADERSHIP Functions Philosophy Form
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LEADERSHIP FORM
QI, QIII
- -Urgencies
QII - - Leadership
SCVA V\V SSS Integration L\T\C\R EEE
Task Management
S4
S1 / S2
(Adult - Adult)
(Parent / Child)
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LEADERSHIP FORM
Parent
Child
My
5
LEADERSHIP FORM
- -Urgencies
Task /Mgt.
Parent
Parent / Child
My
Parent / Child
Child
NOG LeadershipTeam
S4
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LEADERSHIP FORM
Leadership Team
NETWORKED TALENTMODEL
QII - - Leadership
S4
(Adult - Adult)
PARALLEL ORGANIZATION
M
L
TS
T
M
L
M
L
TS
TS
T
T
M
L
M
L
TS
TS
T
T
Management Team
Task Team
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LEADERSHIP FORM
Parent
PARALLEL ORGANIZATION
Parent / Child
My
Parent / Child
Child
NOG LeadershipTeam
S4
NOG Management /Task Team
S3
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LEADERSHIP FORM
Hierarchy
Parallel Organization
QI, QIII
- -Urgencies
Task /Mgt.
QII - - Leadership
SCVA V\V SSS Integration L\T\C\R EEE
S1 / S2 S3
(Adult - Adult)
(Parent / Child)
Management Team
S4
(Adult - Adult)
S3
PARALLEL ORGANIZATION
S4
Leadership Team
Our
My
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LEADERSHIP FORM
Hierarchy
Parallel Organization
QI, QIII
- -Urgencies
Task /Mgt.
QII - - Leadership
SCVA V\V SSS Integration L\T\C\R EEE
S1 / S2 S3
teamleader
(Adult - Adult)
(Parent / Child)
S3
S4
(Adult - Adult)
Project Management Team
Project Leadership Team
PARALLEL ORGANIZATION
S4
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LEADERSHIP FORM
Hierarchy
Parallel Organization
QI, QIII
- -Urgencies
Task /Mgt.
QII - - Leadership
SCVA V\V SSS Integration L\T\C\R EEE
S1 / S2 S3
(Adult - Adult)
(Parent / Child)
Adult
Parent
Management Team
S4
(Adult - Adult)
S3
Adult
PARALLEL ORGANIZATION
Top Leadership Team
Parent / Child
S4
My
Our
My
Parent / Child
Mid-level LeadershipTeam
S4
Adult
S3
NOG LeadershipTeam
Child
S4
Adult
NOG Management /Task Team
S3
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GUIDELINES FOR OPERATING INSIDE THE PARALLEL
ORGANIZATION
Normal Hierarchical Organization Rules Are
Suspended. All team members are equal inside the
parallel organization decisions are by
consensus, but note that decisions inside the
parallel organization must also fly in the
hierarchy a key role of team members is
identifying, consulting with, and marketing to
major stakeholders inside and outside of the
hierarchy. Focus Is on Reaching The Best Solution
s Possible for the Whole. Members of teams must
be committed to a shared vision and values for
the organization a members worth is
determined by his/her contribution (e.g.., ideas,
conflict resolution, consensus building,
problem-solving) to helping the team reach the
best solution possible. Everyone Gets a Promotio
n. To eliminate turf and reach solutions that
are best for the whole, members of teams must
promote themselves at least two levels in the
organization so they can see themselves and their
units as parts of a larger, integrated whole
members must view themselves as part of a board
of joint owners of the whole.
A Regenerative Culture Is Critical.
Trust-Based Relationships while operating in the
parallel organization, all interactions must be
based on complete trust Honesty members are
expected to level with each other and to have no
hidden agendas Mutual Respect we can disagree
without being disagreeable no personal attacks
each team member must take personal
responsibility for the success of every other
team member. Confidentiality. It is often necess
ary, in order to achieve an open, innovative, and
candid discussion of difficult or sensitive
issues, for teams to establish a confidentiality
rule -- i.e., what is said and decided and why
decisions are reached is on the record but who
said what is not. No Retribution for Following T
hese Guidelines. Because a low threat, high trust
climate is critical in getting candidness and
promote creative problem-solving, no retribution
for following these guidelines can be permitted
however, if members do not follow the guidelines,
there must be consequences. Enforcing These Guide
lines Is Everyones Responsibility. Because
everyone is equal inside the parallel
organization, everyone is responsible for making
the process work.
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LEADERSHIP FORM
The movement of organizations to-ward
higher-performance will require relentless
patience over a long period of time. It took
many organizations a century or more to evolve to
the point they are now, so it will take a
dedicated, sustained, and steady effort at all
levels of the organization to change the future.
Darrell Maxwell, Navy Air Systems Command
(NAVAIR) 4.1E Briefing, January 2001
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STEPS 2 THROUGH 400 EXERCISE
OBJECTIVE This exercise is about building your
units/NOGs leadership/change team, which
will be responsible for driving performance
improvement in your part of the organization.
  PROCESS As a team, discuss and plan what you
will do when you get back to your work place to
start improving your organizational performance.
Pick a recorder who will be able to disseminate
information to everyone once back at your
workplace. Report out, table by table, the resul
ts of your efforts ask any remaining questions
at this time.     FOCUS OF DISCUSSION 1. Step
2 (for every group) Get organized for
improvement! a.    Who will be on your leadership
/change team? b.    When is your first leadershi
p team meeting (date/time/ location)?
c.    Read HPO Seminar Module VI together.
  2. Steps 3 through ??? Pick some bites of th
e elephant to work on with your leadership team
a.   What are the critical 3 to 5 subject matters
to address during the next 4 months? Hint use
the big sheet to assess what areas need work
most immediate b.   How will you know if you are
improving? What indicators (metrics) will you
use to measure improved performance?
c.   What is the most important thing (or two)
the larger organization could work on that, if it
were fixed/improved, would allow your unit to be
more effective in its performance improvement
efforts? Post HPO Seminar follow through with
your plans from this exercise performance.