Understanding Authentic Leadership Skills

1. Understanding Authentic Leadership Skills Leadership in the 21st Century Empowering Women Officers in the US Public Health Service Dr. ShyamGiridharadas CONFIDENTIAL June 18, 2012

2. Meditation(3 minutes) End

3. Who is a leader? • People who inspire others to join with them in pursuing common goals • People who make a difference • People who are ambidextrous – ability to adapt* and align simultaneously • * For adaptive leadership see: • Heifetz, R. A., & Laurie, D. L. 1997. The work of leadership. Harvard Business Review, 75: 124-134.

4. What do leaders do? • Envision goals • Affirm values • Motivate • Manage • Achieve workable unity • Explain • Serve as a symbol • Represent the group • Renew • Communicate • Relate to people Source: Gardner, J. W. 1993. On leadership: Free Pr.

5. What differentiates leaders? • They think long-term • They grasp the relationship of the unit to larger realities • They reach and influence constituents beyond their jurisdiction • They place heavy emphasis on the intangibles of vision, values and motivation • They have the political skill to cope with the conflicting requirements of multiple constituencies • They think in terms of renewal Source: Gardner, J. W. 1993. On leadership: Free Pr.

6. What is an authentic leader? • Definition: The authentic leader brings people together around a shared purpose and empowers them to step up and lead authentically in order to create value for all stakeholders • Is genuine, sincere, true to themselves and what they believe in • Understand their passions & purpose; practice the values they believe in • Engenders trust and develops deep connections with others and, as a result, motivates/empowers others to high levels of performance • Has the self-discipline to get results • Stays on course in the face of severe challenges/pressures/distractions • Is prepared to be their own person • Is more concerned about serving others than their own success or recognition • Does this imply perfection? No. Acknowledging errors and exposing vulnerabilities helps to connect with and empower people Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

7. Share your leadership experience (2.5 minutes X 2) {Exercise 1} • AB • BA • Turn to a person next to you • Share a leadership experience of which you are proud • Explore any link to your core values/beliefs/priorities • Be a good listener • Reverse the process 6

8. Why life stories are important? • Authentic leaders find motivation through understanding their own stories • Those stories enable them to know who they are, uncover their passions and help them stay motivated and focused • Stories cover the full spectrum of life experiences: • Impact of parents, teachers, mentors, coaches, family, and community • Leadership roles in team sports, student governance, early employment • Difficult experiences • Positive experiences • Stories provide the context and meaning to connect the dots between the past and the future and provide the passion and inspiration to make an impact • Life stories provide followers with a major source of information on which to base the leader’s authenticity; authentic followership is a vital component of authentic leadership Source: Shamir, B., & Eilam, G. 2005. bWhat’s your story? Q: A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3); George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

9. Dr. Giridharadas Journey of Life • Giving back • Peak leadership • Stepping up to lead • Rubbing up against the world • Character formation • Age • 30 • 60 • 90 • Phase I • Preparing for Leadership • Phase II • Leading • Phase III • Giving Back 8 Source: George, B. 2007. True north: Discover your authentic leadership –from Chapter 1 Jossey-Bass.

10. Extracting your values from your life story {Exercises 2, 3 & 4} 9

11. Dimensions of an authentic leader? • Understand yourself, your purpose and your passions • Understand your values/deeply held beliefs that guide your actions • Lead with your heart by showing: • Passion for your work • Compassion for the people you serve • Empathy for the people with whom you work • Courage to make difficult decisions • Willingness to be rational and listen to the facts • Develop enduring relationships by: • Being genuinely interested in others • Treating others with respect • Being tough and fair • Practice self-discipline Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

12. Self- • Awareness • Self -Regulation • Impact • Self- • Renewal • Self-Expression Authentic leadership development model • Self-knowledge (mindful awareness) • Self-concept clarity (values, beliefs, convictions) • Self-concordant goals, motives, passion, vision • Setting standards • Self-verification, assessing gaps • Alignment of self-concept with intentions and actions • AUTHENTIC • LEADERSHIP • Trust • Engagement • Well-being • Sustainability • Hope and optimism; resilience and reinvention • Mapping your passion • Intentional change and learning agenda • Personal Board of Directors • Positive modeling; positive social exchanges • Emotional contagion • Personal and social identity Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

13. Authentic leadership development model • Self- • Awareness • Self -Regulation • Impact • Self- • Renewal • Self-Expression • Self-knowledge (mindful awareness) • Self-concept clarity (values, beliefs, convictions) • Self-concordant goals, motives, passion, vision • Setting standards • Self-verification, assessing gaps • Alignment of self-concept with intentions and actions • AUTHENTIC • LEADERSHIP • Trust • Engagement • Well-being • Sustainability • Hope and optimism; resilience and reinvention • Mapping your passion • Intentional change and learning agenda • Personal Board of Directors • Positive modeling; positive social exchanges • Emotional contagion • Personal and social identity Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature 12

14. Gaining self awareness is central to becoming authentic leaders? Why? Passion Purpose Impact AUTHENTICLEADERSHIP Comfort in your skin Increased self-confidence Aware of actions/intent Act consistently Gaintrust of others Self awareness Build strong connections/ relationships More authentic interactions Identifies strengths Roles that leverage Impact Identifies weaknesses Identify complementary skills Share vulnerabilities/ fears Empathy for others EQ Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

15. Self Awareness is a foundational element of EI Emotional Intelligence (EI) Domains SOCIALAWARENESS RELATIONSHIPMANAGEMENT Others SELF AWARENESS SELFMANAGEMENT Self Awareness Management Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005. Page 29

16. Impact of not developing self-awareness Bury memories of early life traumas Chase external symbols of success Errors/ lapses in judgment No time for self-exploration Self awareness Person you want to be Realize something is missing What breaks this cycle? Deep reflection Life changing event (death, illness) Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

17. Invisible Visible What prevents us from becoming self-aware? Denial OPEN BLINDSPOT TO OTHERS Blind spots HIDDEN UNKNOWN Self awareness Visible Invisible TO YOU Source: Johari Window

18. Increase transparency by sharing… Visible TO OTHERS Telling/Sharing Invisible Visible Invisible TO YOU Source: Johari Window

19. …and integrating feedback • To break blind spots need honest feedback on traits that need to be improved • Reflection on and re-framing of life story • Confront/share vulnerabilities which leads to greater trust • Need to accept and love yourself unconditionally (self-compassion) • Cannot wall yourself from past experiences • Focus on your values, principles, dreams and passions Feedback Visible TOOTHERS Telling/Sharing Invisible Visible Invisible TO YOU Source: Johari Window; Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

20. Getting to your core self - peeling back the onion • Outer layers are how you present yourself to the world – often tough and hardened to protect yourself: • Attire • Body language • Appearance • Leadership style • Inner layers: • Strengths and weaknesses • Values and motivation • Life story, vulnerabilities, blind spots, shadow sides Authentic Core Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

21. Beliefs Convictions Self-awareness and values key to leadership Ethicalboundaries Values Guides LeadershipPrinciples Self awareness • Set direction • Prioritize values • Demonstrate what is key Limits on actions Drift due to temptations, pressures Actions Values CommonPurpose Values=Actions under pressure Filter: What is important to you Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 5;Jossey-Bass.

22. Monetary comp Power Title Publicrecognition SocialStatus Winning Personalgrowth Satisfaction Helpingothersdevelop Findingmeaning Being true to one’s beliefs Making a difference What motivates you to be a leader? {Exercises 5 and 6} Strengths Positive Psychology* Appreciative Inquiry** Motivation Capabilities Motivated capabilities Weaknesses * Positive Psychology – MihalyCsikszentmihalyi ** Cooperrider, D. L., Whitney, D. L., & Stavros, J. M. 2003. Appreciative Inquiry Handbook: The First in a Series of AI Workbooks for Leaders of Change: Berrett-Koehler Publishers. Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 6;Jossey-Bass.

23. Self- • Awareness • Impact Authentic leadership development model • Self-knowledge (mindful awareness) • Self-concept clarity (values, beliefs, convictions) • Self-concordant goals, motives, passion, vision • Setting standards • Self-verification, assessing gaps • Alignment of self-concept with intentions and actions • Self -Regulation • AUTHENTIC • LEADERSHIP • Trust • Engagement • Well-being • Sustainability • Self- • Renewal • Self-Expression • Hope and optimism; resilience and reinvention • Mapping your passion • Intentional change and learning agenda • Personal Board of Directors • Positive modeling; positive social exchanges • Emotional contagion • Personal and social identity Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

24. Self- • Awareness • Self -Regulation • Impact • Self- • Renewal • Self-Expression Authentic leadership development model • Self-knowledge (mindful awareness) • Self-concept clarity (values, beliefs, convictions) • Self-concordant goals, motives, passion, vision • Setting standards • Self-verification, assessing gaps • Alignment of self-concept with intentions and actions • AUTHENTIC • LEADERSHIP • Trust • Engagement • Well-being • Sustainability • Hope and optimism; resilience and reinvention • Mapping your passion • Intentional change and learning agenda • Personal Board of Directors • Positive modeling; positive social exchanges • Emotional contagion • Personal and social identity Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

25. Authentic leadership development model • Self- • Awareness • Self -Regulation • Impact • Self- • Renewal • Self-Expression • Self-knowledge (mindful awareness) • Self-concept clarity (values, beliefs, convictions) • Self-concordant goals, motives, passion, vision • Setting standards • Self-verification, assessing gaps • Alignment of self-concept with intentions and actions • AUTHENTIC • LEADERSHIP • Trust • Engagement • Well-being • Sustainability • Hope and optimism; resilience and reinvention • Mapping your passion • Intentional change and learning agenda • Personal Board of Directors • Positive modeling; positive social exchanges • Emotional contagion • Personal and social identity 24 Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

26. Characteristics of resonant leaders {Exercise 12} Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

27. Why do successful leaders lose their resonance? • Sacrifice syndrome – Giving of oneself excessively eventually leads to becoming ineffective • Defensive routines that lead to negative thoughts: • Fall back on bad habits - Take undue risks • Be in a state of denial - Become cynical • Attribute success to self - Engage in self - pity • (blame to others) • Some organizations encourage dissonant behavior • Overvalue achievement • Tolerate short-term dissonant behavior • Don’t provide honest feedback to dissonant leaders {Exercise 7} Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

28. How power stress results in dissonance Over-stimulates old neurons Affects production of new neurons Affects the immune system Shuts down non-essential neural circuits Reduces creativity Lose capacity to learn Releases corticosteroids Stress Places body on high alert Increases stress/anxiety Activates the Sympathetic Nervous System Sense of loss of control Releases epinephrene & norepinephrene Elevates blood pressure Sense threat/everything negative Dissonance 27 Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

29. Route to renewal Mindfulness (Aware, awake and attuned to ourselves, others and the environment in mind, body, heart and spirit) • Increases: • Cognitive flexibility • Creativity • Problem-solving skills Hope (Remaining optimistic and hopeful in the midst of difficulties) • Creates excitement about the future • Makes you believe that the future is attainable (not a fantasy) • Mobilizes energy towards goals • Radiates to others through emotional contagion Compassion (Deep understanding + concern + willingness to act on that concern to benefit others & oneself) • Being In tune with people around you and is contagious • Truly caring about the people being led • Experiencing compassion yourself 28 Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

30. Renewal mechanism Mindfulness Lowers blood pressure Hope Triggers renewal Activates the PSNS Releases oxytocin (women) and vasopressin (men) Strengthens the immune system Compassion View things positively Creates positive emotions 29 Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

31. Multiple Routes to Mindfulness – Essential for Good Leadership, Vital for Self-Development • Being outdoors/nature • Taking time to observe/listen/learn • Spending time with people • Grounding yourself • Gathering diverse opinions • Learning from failures • Meditating • Praying • Listening to music • Exercising • Reading 30 Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

32. How does renewal become a way of life? Wake-up to reality (Life events, business failures, friends abandoning you, powerful advice) Engage in intentional change/personal transformation Cultivate new habits to renew continually Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

33. Intentional change model Ideal Self {Exercises 8, 9, 11} Resonant, Supporting Relationships Experiment-ation Real Self Learning Agenda Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

35. Personal integration {Exercise 10} Spiritual eco-system Professional eco-system Personal eco-system Even the tallest trees rise from seedbed From whence we came gives strength on the way ahead It’s your imagination that will set the pace Create your dreams and pursue them with grace Calibrationsystem Foundational eco-system

36. Personal integration Spiritualeco-system Unconditionally elevating others Being a father-teacher Living my values everyday Personal eco-system Professional eco-system Thriving on ideas Thinking strategically and solving problems Having unbounded positive belief Blissfully merging my/my wife’s souls To love and be loved To keep love for my family paramount Being a loyal friend Living life to the fullest Calibration system Compromise without compromising To laugh and evoke laughter Foundational eco-system Assuming positive intent in collaborative transactions Maintaining a healthy mind, body and spirit Being calm Being humble

37. Authentic leadership development model • Self- • Awareness • Self -Regulation • Impact • Self- • Renewal • Self-Expression • Self-knowledge (mindful awareness) • Self-concept clarity (values, beliefs, convictions) • Self-concordant goals, motives, passion, vision • Setting standards • Self-verification, assessing gaps • Alignment of self-concept with intentions and actions • AUTHENTIC • LEADERSHIP • Trust • Engagement • Well-being • Sustainability • Hope and optimism; resilience and reinvention • Mapping your passion • Intentional change and learning agenda • Personal Board of Directors • Positive modeling; positive social exchanges • Emotional contagion • Personal and social identity Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature 36

38. Meaning "Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of your own past, out of your affections and loyalties, out of the experience of humankind as it is passed on to you, out of your own talent and understanding, out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something. The ingredients are there. You are the only one who can put them together into that unique pattern that will be your life. Let it be a life that has dignity and meaning for you. If it does, then the particular balance of success or failure is of less account." John Gardner – November 1990 speech to McKinsey & Company partners Source: Gardner, J. W. 1992. Personal renewal. West J Med, 157(4): 457-459.