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Level 5 Leadership

Level 5 Leadership. The Five Pillars. “A leader is a person you will follow to a place you wouldn't go by yourself. ” ~Joel Barker. Level Five Leadership. Taking Responsibility for One’s contribution. Linking sub-organizations toward common vision. Authentic Discussions – Shared Successes.

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Level 5 Leadership

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  1. Level 5 Leadership The Five Pillars

  2. “A leader is a person you will follow to a place you wouldn't go by yourself.” ~Joel Barker

  3. Level Five Leadership Taking Responsibility for One’s contribution Linking sub-organizations toward common vision Authentic Discussions – Shared Successes Knowledge of Organizational & Human Systems Using humility & competence to build strong relationships

  4. Under your leadership? • Is there trust and mutual respect? • Do they explore and learn together? • Do they debate ideas with veracity? • Are they committed to shared results? • Do they hold themselves accountable?

  5. The Paradoxes of Trust • Fundamental Attribution Error • We attribute errors by others to them personally • We attribute errors by ourselves to our environment • Time together • You have to spend time together (face time) • Meet at least once a quarter.. (virtual teams)

  6. Which behavior is more common? When trust is lacking: • conceal their weaknesses and mistakes from one another • hesitate to ask for help or provide constructive feedback • don’t offer help to people outside of their own areas of responsibility • jump to conclusions about the intentions and aptitudes of others without attempting to clarify them • fail to recognize and tap into one another’s skills and experiences • waste time and energy managing their behaviors for effect • hold grudges • find reasons to avoid spending time together

  7. LET”S DEFINE TRUST!Think of the most trustworthy person you know… Write down 4-5 words that describe this person’s behavior

  8. CHARACTER AND COMPETENCE Covey’s Two Dimensions of Trust

  9. Accepting interpersonal vulnerabilitiesShowing Humility “The crucial point is that when ego isn’t balanced it doesn’t turn our strengths into polar opposites – but into close counterfeits. That subtle modification becomes the ultimate blind spot, because our weaknesses feel almost the same to us as our strengths. While the difference isn’t discernable to us, it is clear to others.” Marcum and Smith, egonomics

  10. Grow trust accounts THE EMOTIONAL BANK ACCOUNT1 ® 1Gottman, John (2003)

  11. Alignment

  12. The 2nd Pillar Curiosity Moving to Hyper-Trust

  13. Curiosity

  14. Intrinsic Curiosity Needs Balance1 1Beswick, David – Univ of Melbourne

  15. Intrinsic Curiosity • Intrinsic Curiosity People: • See things differently! • A desire to figure things out. • An interest in exploring something new. • Belief that multiple answers exist. • Opposable mindset.

  16. Four Ways to Raise Curiosity

  17. Veracity The 3rd Pillar “On some positions, Cowardice asks the question. ‘Is it safe?” Expediency asks the question, ‘Is it politic?” And Vanity comes along and asks the question, ‘Is it popular?’ But Conscience asks the question, ‘Is it right?’ And there comes a time when one must take a position that is neither safe, nor politic, nor popular, but he must do it because Conscience tells him it is right. [Our] lives begin to end the day we become silent about things that matter.” William Morely Punshon

  18. Veracity Productive Conflict Silence Violence

  19. Real Time Permission

  20. Commitment to a Common Purpose The 4th Pillar A Culture of Accountability The 5th Pillar

  21. Paradoxes along the way The ultimate paradox! Although most of us complain when someone asks us to achieve a specific level of accomplishment… Psychological, we all want to know what is expected of us and where we are on the journey to achieve results! Collectively – We need more accountability! Individually – I am accountable, it is everybody else! When do we ask the question, “who is accountable? When things go wrong!

  22. ALIGNMENT Toward a Shared Destination

  23. Gaining Team Commitment 1Block, Peter (2008) • How do we establish team commitment? • Conflict - Veracity • Clarity • Consensus

  24. Commitment & Accountability

  25. Under your leadership? • Is there trust and mutual respect? • Do they explore and learn together? • Do they debate ideas with veracity? • Are they committed to shared results? • Do they hold themselves accountable?

  26. Level Five Leadership Taking Responsibility for One’s contribution Linking sub-organizations toward common vision Authentic Discussions – Shared Successes Knowledge of Organizational & Human Systems Using humility & competence to build strong relationships

  27. Recommended Reading Block, Peter (2008). Community: The Structure of Belonging. Collins, Jim (2009). How the Mighty Fall and Why Some Companies Never give up Connors, Roger & Smith, Tom (2002). Journey to the Emerald City. Lencioni, Patrick (2002). The Five Dysfunctions of a Team. Marcum, David & Smith, Steven (2007). Egonomics: What Makes Ego Our Greatest Asset (Or Most Expensive Liability).

  28. Growing the Future – Strengthening Leaders Mitch Owen Mitch_Owen@ncsu.edu 919-414-5860

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