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Day Five: Session 13: Loose Ends

Day Five: Session 13: Loose Ends. Program Talk Template Charter/Letter to Linda Bob Johnson: Self Leadership revisited Review the challenges agenda established on Monday What lingering questions or issues would you like to “tie up” this morning? Concluding Exercises.

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Day Five: Session 13: Loose Ends

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  1. Day Five: Session 13: Loose Ends • Program Talk Template • Charter/Letter to Linda • Bob Johnson: Self Leadership revisited • Review the challenges agenda established on Monday • What lingering questions or issues would you like to “tie up” this morning? • Concluding Exercises (c) James G. Clawson

  2. Levering the Program Impact • Letter to Self: What did you learn? What if you could implement that? What obstacles would you expect? How will you overcome them? • Complete as much of the evaluation as you can (minus last session). (c) James G. Clawson

  3. Session 14.Some Concluding Thoughts You cannot change the world around you, you can only change the way you deal with the world around you. Change begins with you. (c) James G. Clawson

  4. Can you change anything in the world “out there” without changing yourself first? Society Organization Team Self (c) James G. Clawson

  5. Leadership Point of View • Do you SEE what needs to be done? • Do you UNDERSTAND all of the forces at play? • Do you have the COURAGE to act? (c) James G. Clawson

  6. Elements in Effective Leadership Environment Legal, Cultural, Financial, etc. SELF RESULTS Financials? Customers? Efficiency? Employees? Learning? OTHERS TASK ORGANIZATION (c) James G. Clawson

  7. Leadership is about managing energy, first in yourself and then in others. (c) James G. Clawson

  8. VABE based BehaviorThe missing variable L3: VABEs LEVEL 3 EVENTS L2: CONCLUSIONS LEVEL 2 LEVEL 1 L1: BEHAVIOR FEELINGS (c) James G. Clawson

  9. Charters bring clarity … LEADERSHIP Strategy Mission Vision Goals Values 1. Mission Statement 2. Vision Statement 3. Values Statement 4. Strategy 5. Operating Goals and Milestones 6. Leadership (c) James G. Clawson

  10. L NEW BASELINE CONFIRMATION L L EXPERIMENT GENERAL CHANGE PROCESS SEARCH FOR ALTERNATIVES NEW DATA L DISCON- FIRMING L Change from Baseline ENTHUSIASM ENGAGEMENT LEARNING BASELINE BEHAVIOR HURT or PAIN DENY DISTORT DISCOUNT IGNORE L L L CURRENT COMFORT ZONE Discon- firming Data ENCOUNTER NEW DATA CONFIRMING DATA (c) James G. Clawson

  11. Good is the Enemy of Great “Conversely, perpetuating mediocrity is an inherently depressing process and drains much more energy out of the pool than it puts back in. … ‘I want them to have a great experience, and to have the experience of being part of something absolutely first class.’” Running Coach, p. 208 “WE TEACH WHAT WE TOLERATE.” Marietta Frey (c) James G. Clawson

  12. Importance of Learning The only real source of competitive advantage may be the capacity to learn. Arie de Geus, The Living Company (c) James G. Clawson

  13. Some additional resources … • Course Portal at UNH: • http://wsbe2.unh.edu/creating-future-leadership-and-change • URL will be emailed to you. • Recommended Bibliography on my website or in the book on page 464. • My website (or just Google “James Clawson”) for Balance Wheel, etc.: http://faculty.darden.virginia.edu/clawsonj/ • Powered by Feel: how individuals, teams and companies excel, World Scientific, 2009 • For career decision making (30 years of teaching career management now on the web @): www.CareerNextStep.com • Balancing Your Life: executive lessons for work, family and self. • E-mail me as you wish. JimClawson@virginia.edu. (c) James G. Clawson

  14. AN INVITATION / CHALLENGE (c) James G. Clawson

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