Leadership Development BA 521 Sully Taylor

1. Leadership DevelopmentBA 521Sully Taylor

2. Why is leadership development important? • World has changed: flatter organizations, more interdependencies (across the company and between), more need for collaborative innovation. • Talent crunch – so maximizing people’s potential is crucial. • Lack of leadership skills, not technical skills, greatest derailer of executive careers.

3. Lack of EQ is a key reason why executives derail Four key derailers* • Problems with interpersonal relationships • Failure to meet business objectives • Failure to build and lead a team • Inability to change or adapt during a transition *Center for Creative Leadership, Van Velsor and Leslie, 1995

4. Agenda • Introductions • Our Leadership Approach • Course logistics • Definition of Emotional Intelligence (EQ) • Connections between EQ and leadership • Four aspects of Leadership (4 Ps) • The First P: Purpose • Helping John find his purpose….

5. 12 minutes Introduce yourself to someone you don’t know well…. Find out their name Find out where they are from, and where/what studied Find out why they are getting an MBA Find out what they learned about themselves from their team experience last term OR what is the most salient characteristic of their best boss ever. Find out something about them that few people know And remember what you learn!

6. Course Logistics • Structure, class meetings, and deliverables • Assessments: • 360 (Polaris) or Hogan – complete as soon as possible! • MBTI (complete by Monday January 16th, 8:00 a.m.) • TKI Conflict Survey (complete by Monday, January 16th, 8:00 a.m.) • IES (complete by Monday, January 23rd, 8:00 a.m.)

7. 360 or Hogan? Yes on 360 if: • You had a boss, direct reports (preferable, not essential) and enough peers (more than 3) in present/recent job who can answer the questions about you. Some peers could be clients or vendors. • Must be within last six months, and with whom you worked for at least 6 months. • Provide Crystal: Respondent names & contact info by 1/20. • If you don’t have this, then a Hogan will replace it.

8. This course is about personal leadership development, not leadership theory • There are many models and theories of leadership: • Traits • Behaviors • Contingency (e.g., LMX) • Inspirational/Neocharismatic • Charismastic leadership • Transactional vs. Transformational • Positive; Value-based; Authentic Leadership • See Afsaneh Nahavandi, “The Art and Science of Leadership”, on reserve

9. Many Leadership Frameworks e.g.: Balaji Krishnamurthy, Noel Tichy, Steve Farber, and Jim Kouzes • Commonalities: • Energy, Risk taking, Involvement, Emotional Commitment, Vision

10. 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-taking is 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. Conflictis 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.

11. Four key components: • Consciousness • Authenticity • Service • Empowerment

12. Consciousness Leaders who exhibit high levels of consciousness (external awareness, self-knowledge, emotional intelligence) seem to be wired with certain characteristics: • Curiosity • Commitment • Clarity • Calm • Concentration • Choice Which is a strength for you?

13. Authenticity Leaders who are committed to expanding scope of consciousness, exhibit high levels of authenticity . . . • they see things as they are, rather than as they wish them to be • they accept what is and work from there • they use their whole selves to deal with whole systems • Why do people NOT see things as they are?

14. Service Authentic leaders who are committed to expanding scope of consciousness choose to be of service to others . . . • they see interdependencies and connections, and seek to honor them • they recognize the legitimate needs of the larger system as well as its component parts

15. Empowerment Authentic servant leaders value the consciousness and empowerment of others . . . • they are players, not victims, and they consistently model this choice • they are generators of leadership, not merely consumers Choice: choosing how to be, and empowering others to do the same

16. 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 Can People Intuit my Beliefs from my Behaviors?

17. On the other hand . . . What about leadership pitfalls? -Desire/Greed -Fear/Aversion -Restlessness/Lack of Focus -Laziness/Burn-out -Doubt

18. Important Guiding Thoughtswith thanks to Angeles Arrien • Show up (with all of yourself) • Pay attention (to what has heart and meaning) • Tell the truth (without judgment or blame) • Stay open (not attached) to outcomes

19. The Connection Between Leadership and Emotional Intelligence

20. What is Emotional Intelligence? “… the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide thinking and action” -- Mayer & Salovey

21. Emotionally Intelligent Leadership (Resonant Leadership) • Views Leadership as “Being” in addition to “Doing” – the How not the What! • Measures Leadership in terms of “recovery rate” • Builds Leadership intentionally rather than accidentally • Focuses on components of Leadership (Four P’s) that are derived from EQ

22. The complex interdependencies that require a systems thinking approach make it as necessary for leaders to be able to ‘see’ as to ‘do, which goes against the action (“doing”) orientation in Western cultures (Hall, 1959). The ability of a leader to ask “why should I do something” is, in a sustainable world, more important than asking “what should I be doing” because it acknowledges the future rather than just the present (Posner, 2008).

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. Self-Awareness Social Awareness Self Management Relationship Management Purpose Presence Practice Partners Emotional Intelligence Leadership

25. 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’?

26. In pairs, 10 minutes • Which alternative best suits John’s purpose? • Why? • What IS John’s purpose? • Why are his friends recommending such different things? • Why do you think John is so confused?

27. What if…. • John’s describes his purpose as “my life is about having the greatest impact on alleviating suffering, especially that which is health-related. ” • John describes his purpose as “my life is about having a significant impact on alleviating health-related suffering, contributing to the health of my society, and nurturing a healthy family.”

28. Celtic Tiger – download and finish reading See all the advice in Harvard Business Review, Nov. 2005, Commentary to the case Celtic Tiger. You can find through PSU library.

29. See all the advice in Harvard Business Review, Nov. 2005, Commentary to the case Celtic Tiger. You can find through PSU library.

31. Can think of three general levels of purpose….. • Purposeful Self • Purposeful Calling • Purposeful Endeavor

32. Purposeful Self • Who do you want to be? How do you want to show up during each moment in life? How do you want others to experience you? Who would you be as your best rendition of yourself? • “I want to be a person who…for the sake of…” • From Spark, 10 secrets to living a life you love, by Doug Mendenhall.

33. Purposeful Self….some guides • After a long weekend with the most special person in my life, how would I want them to describe how they felt being with me? • What experience do you leave people with after spending time with you? • My best qualities are…. • I shine when….. • I am most myself when…..

34. Purposeful Calling • What is your mission? How do you want to change the world or interact with your neighborhood, city, country? When you are being who you want to be, what are you committed to in life? What will you cause in the world? What problems are worth committing your life to solving?

35. Purposeful Calling….an exercise • I excel at…. • The activities I love now are….. • I am repeatedly drawn to…. • If I knew this was my last five years on earth, what would I want to do? • Remove all barriers….e.g., what would you do if only you were (younger, had more time, had more money, were not afraid of rejection or failure, etc.).

36. Purposeful Endeavor(s) • What is going to be your work? What groups are you going to join? What will be your day job(s)?

37. Purposeful Endeavor(s) … an exercise • Create a list of all the endeavors or lines of work you could pursue that would fit your Purposeful Calling. Enlist friends and family to help. • How does your current line of work fit your calling? Could it be a good fit if you approached it differently?

38. “Purposi: A Cascade of Purposes” Overarching purpose Purposeful Calling/Vocation/Profession Purposeful Job/Position Purposeful Work Purposeful Project Purposeful Meeting

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

40. Practice • What gaps currently exist between my purpose and my presence? • What behaviors do I need to practice in order to develop the presence that will facilitate my purpose? • What commitments am I willing to make on a daily, weekly, monthly basis? • Remember, practice does not make perfect, it makes permanent.

41. Partners • Who will I rely on to hold and tend my dreams, to get behind me and move me toward my purpose? • Am I willing to practice vulnerability in order to share and pursue my dreams? • Where do I need to emotionally detach and let go?

42. Partners for Peer Coaching • Begin to think about who you would like to pair with for peer coaching assignments. • Should be someone who: • Is not on your marketing team • Is (preferably) significantly different from you: industry, personality, nationality, gender etc.

43. Principles of Partnering Be a person who sees others, who grasps who they are and what is important to them; Who gets behind them and moves them ahead in their world. Be a person who puts your projects out to others, lets them know who you are and what is important to you; And allows them to get behind you and move you ahead in your world. • Barry Oshry

44. Final Questions • For the sake of what? What is my purpose? • Zoom in and zoom out • How do others experience me? What is my presence? • Pay attention; be a player not a victim • Is it working? Is my practice yielding results? • Make choices and own them, each moment • Where do I get support? Do I have appropriate partners? • Expect reciprocity