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Leadership Development BA 521 Class 4 Winter, 2012 Sully Taylor

Leadership Development BA 521 Class 4 Winter, 2012 Sully Taylor. Purpose, Intention and Choice. Purpose overall? Purpose today? Intention today? Choice…..how will you show up?. One more reflection.

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Leadership Development BA 521 Class 4 Winter, 2012 Sully Taylor

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  1. Leadership DevelopmentBA 521Class 4Winter, 2012Sully Taylor

  2. Purpose, Intention and Choice • Purpose overall? • Purpose today? • Intention today? • Choice…..how will you show up?

  3. One more reflection • Find a partner, someone you haven’t talked much with before, and for 10 (5 each) minutes, describe for them the single most important thing you gained from the three reflection exercises, and ongoing challenges you face. These could be about about: • Your own self-awareness; • Your coaching skills; • The competencies you have for leadership, and which you will try to strengthen during the program. • Think of the Dance of Insight (Step 4) and FEELING model, p. 175 QL

  4. Feeling Model • Facts – staying out of the details….. • Emotions • Encourage • Learning • Implications • New Goal

  5. Was there a dilemma your partner is facing: competing values, conflicting patterns of behavior, challenges in developing competencies? Was it identified? • Did you stay away from advice, details, asking about the problem? Did your questions guide new thinking? • Had your partner already created new thinking?

  6. Purpose Today • Foreshadowing: Class 5 and Finals Week • Global Mindset and Leadership • Practice and Partners • Understanding our presence and practice in other contexts – expanding scope of consciousness. • Partners: • Learning to partner with others • Building the right relationships

  7. Class 5 and “Finals” (March 21st) • Class 5 (March 14th): • Turn in Personal Leadership Agenda • Presentations of Leadership Agendas (1/2 class) • “Finals” (March 21st): • Turn in Personal Development and Learning Plan • Presentations of Leadership Agendas (1/2 class)

  8. Presentation Schedule • Week One (March 14th) – Beck through Kukday • Week Two (March 21st) – Langer through Wellington

  9. Personal Leadership Agenda • 2-3 pages, double spaced (for presentation to class, no notes or powerpoints – musical instruments ok!) • A statement of your purpose/vision, what you hope to do in the world, for the sake of what • The platform of beliefs that underlie your leadership agenda and approach • The leadership approach best suited to you and your purpose

  10. Purpose • What is my purpose? “For the sake of what?” • Who am I when I show up as my best self? • Am I the subject of my own desires or the object of others’?

  11. All Leaders Need a Platform of Beliefs • Carolyn’s: • Personal responsibility • Economic empowerment • Social equality • Environmental stewardship • Sully’s: • Personal responsibility • Enhancing learning • Sustainability (social, economic and environmental) • Fairness

  12. In what way did the reading “Success that Lasts” help you in formulating your purpose and vision? --- categories of success? --- ‘gaps’ that exist? --- definitions of ‘enough’? --- other?

  13. Success that Lasts…..some principles 1. Everyone (and every business) has a unique vision of real success, and that notion changes over time. So formulate your purpose/vision as best you can right now, and know that it will change/shift over time. 2. There are four irreducible components of enduring success: happiness; achievement; significance; legacy.

  14. Those who achieved satisfying, enduring, multidimensional success consciously went after victories in all four categories without losing touch with their values and special talents. • Success has to rest on a paradigm of limitation in any one activity for the sake of the whole….”the reasoned pursuit of just enough”.

  15. Development Plan • Review the competencies (see syllabus, the competencies in the leadership definition and also the competencies in the 360 packet) • Review your assessments: MBTI, TKI, IES and Hogan/360 • Review your purpose and leadership agenda • Review what you learned from PL and QL • Review your reflection papers • And then…….

  16. Presence • How do others experience me? • Is my presence consistent with my purpose? • What is my personal brand? • relevant? • unique? • consistent?

  17. Think about the connections.. • EQ: self-awareness, self-management, social awareness, relationship management….. And • Hogan (adjustment and self-awareness & self-management); 360 (interpersonal skills and relationship management); MBTI (I/E and self-awareness); IES (global leadership skills and management) • TKI (relationship management)

  18. Our Definition of Leadership • Effective leaders believe they are shaping the future and act in ways that model this belief. They think with the future in mind and act with strategic intent.. Risk-takingis embraced and failure accepted as a necessary part of learning and growth. Effective leaders also act with diplomacy, demonstrating the willingness to change their own behavior in order to remain viable and achieve their purpose(s) within the larger system. Conflict is understood as a window into the leader’s own personal development and is viewed as an essential part of team management. Ultimately, leadership is defined as bearing accountability for expanding scope of consciousness.

  19. Risk Taking is likely to be one that many of you signal as a competency to work on…. • What is risk taking? • In work? • In life? • How are the two connected? • What helps us take risks? What impedes us? • What can we do to improve our capacity to fail? • Remember: fail fast, fail early, course correct with appropriate recovery rate.

  20. Risk-Taking: What makes it difficult? • Our social identity – • Being seen as dependable, not a failure • Cognitive dissonance – • The discomfort people feel when new ideas or experiences seem to contradict what they already know, believe or practice. Associated with ambiguity or uncertainty. • Personal values and attributes reinforce reluctance to take risks: • High security needs; being data driven in decision making

  21. Most highly successful organizational leaders have a great tolerance for ‘being up in the air’. “ Leaders risk more than others think safe.” Howard Schultz, Starbucks founder (from Appreciative Intelligence, Thatchenkery and Metzker, pg. 27)

  22. Developing Risk-Taking capability • Identify both work and personal opportunities for being ‘up in the air’, uncertain of outcome, and working through initial ‘incompetence’…. • Volunteering to lead a group: school, work, church • Taking dance lessons • Giving a presentation to a large group • Take 2 minutes and write down an opportunity you can think of that would stretch your comfort zone significantly…..that you would be willing to take!

  23. Components of Emotional Intelligence Self Others Self-Awareness/ Assessment Social Awareness/Empathy Awareness Relationship-Building/Teamwork Self-Control/Adaptability Management Source: Daniel Goleman, Primal Leadership and other materials

  24. Purpose, Presence and Practice in Other Contexts • “Actions speak louder than words”….. • “Time is money” • “God helps those who help themselves” • What are the implications for leadership of these proverbs and the beliefs they encompass?

  25. “Order is half of life” • “We will be known forever by the tracks we leave” • “The nail that sticks up gets hammered down” • “Sometimes you ride the horse; sometimes you carry the saddle” • Implications for leadership?

  26. “We must master that context if we are to solve our own problems, let alone societal ones, and to do that we must first examine it. Unfortunately, looking at our own context is as difficult for us as it is for fish to look at water.” Warren Bennis, On Becoming a Leader

  27. http://www.youtube.com/watch?v=SF3W2vCH9dU

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