Effective Leadership over the Long-Term:

1. Effective Leadership over the Long-Term: A Process of Inclusion and Connection

2. Hard Times Cafe “Disadvantaged people are a resource to be tapped rather than a problem to be solved.”

3. Leadership without Authority • Every participant is responsible for the whole program • Decisions made by consensus of all present • Self-managing teams • Office, accounting, businesses, store, children’s program, membership, Elders etc. • Leader = advisor, clarifier, facilitator • Patron leaders emerge around specific issues

4. How well does the traditional approach to leadership fit the needs and opportunities of today’s world?

5. Political Leadership • Politics has become increasingly fragmented and adversarial • There is a lack of critical thinking and honest discussion of major issues. • Focus is on positions not needs, concerns, or solutions (dueling ads/dollars/talking points) • It may be impossible to discover common ground and find compromise under current conditions.

6. Organizational Leadership Gallup Survey 2000 to 2012

7. “Of the approximately 100 million people in America who hold full-time jobs, 30 million (30%) are engaged and inspired at work .”

8. “…roughly 20 million (20%) employees … are actively disengaged. These employees roam the halls spreading discontent.”

9. “…The other 50 million (50%) American workers are not engaged. They’re just kind of present, but not inspired by their work or their managers.”

10. “…Seven in 10 American workers are “not engaged” or “actively disengaged” in their work, meaning they are emotionally disconnected from their workplaces and less likely to be productive.”

11. "If you don't like your job, …you just go in there every day and do it really half-assed. That's the American way.“-Homer Simpson

12. “… having too few engaged employees means our workplaces are less safe, employees have more quality defects, and disengagement is driving up the country’s healthcare costs.”

13. “U.S. Gallup puts the price tag of active disengagement at up to $550 billion in lost economic activity each year. And even if America's unsatisfied workers have fulfilling home and social lives, boredom at the job means long days for everybody.”

14. Traditional models of leadership tend to be based on assumptions that humans are naturally competitive and aggressive and only a few gifted people are qualified to lead.

15. There are good reasons to question these assumptions • Robert Sapolsky,Baboon research • Steve Taylor – “The Fall“ • Story of the dogwood tree Adaptive nature and true nature • Emerging leadership @ HTC

16. Extremes of Ineffective Leadership Rigid • Total control from the top • Unresponsive • Data/$ Driven Chaotic • No clear responsibility • Reactive • Impulse Driven

17. The Golden Mean of Leadership Chaos--------Inclusion------Rigidity & Connection • Shared responsibility • Responsive • People Driven

18. Hypothesis #1: Effective leadership over the long term is a process of Inclusion and Connection

19. Inclusion and Connection • Provides multiple perspectives, See a larger picture more clearly • Facilitates shared vision and values • Leads to intrinsic motivation • More able to anticipate problems and recognize opportunities • Increases likelihood of finding creative solutions • Develops potential of participants

20. Hypothesis #2 The Process of Inclusion and Connection emerges from Balance and Clear Perception

21. Inclusion and Connection essentially involves seeing clearly with an open heart.

22. See Clearly ..……Open Heart • Connect by caring • Trust/confidence based on understanding • People are more than costs or means of production • Work becomes challenging and satisfying when it connects to worthwhile mission • Potential, Possibilities • What needs to be done • Who best to do it • How it fits together • Likely outcomes • Opportunities • Obstacles

23. How Do We Do That?

24. Balance takes us out of crisis mode

26. Effects of Stress and Tension • Narrowed vision • Increased reactivity, decreased receptivity • Tend to return to old methods • Increased rigidity • More errors, less efficiency • Short-term focus • More self-centered

27. Physical, Mental and Emotional Balance involve: • Stopping the build up of tension • Learning to adapt thoughts and perceptions to meet short and long-term needs and opportunities • Understanding the nature of emotion

28. How to Restore and Maintain Physical and Mental Balance • Establish autonomic nervous system balance through Natural Rhythmic Breathing • Use Grounding to recognize and stop the build up of tension • Use a Rhythm Phrase to redirect unproductive thinking • Clarify direction and helpfulness of thought • Meditation to fine tune awareness and skill of redirecting thought

29. Understanding Emotion • The function of emotion is to provide a quick assessment of the current situation, to help us connect with other people, and to get us moving. • All humans (and many animals) share the capacity to experience the same emotions

30. Understanding Emotion (cont.) • There are four kinds of emotion • Natural emotion – response to perception of the moment • Conceptual emotion – response to thought • Structural emotion – response to trauma • Sustained emotion – (attitude, motivation) response to emotional habits and beliefs

31. Balance allows us to see a larger picture more clearly

32. Clear Perception is Shared Perception

33. How We Limit Perception • Frame – Conceptual habits, beliefs • Filter – Emotional state • Focus – What we pay attention to

34. Obstacles to Clear Perception • Defensiveness • Blame, resentment, “should” • Seeing people as parts or costs • Narrow rigid frame • Short-term focus • Self-promotion, self centeredness (me frame) • Conceptual Fear

35. Components of Clear Perception • Compassion • Personal Responsibility • Hope • Humility

36. Opposite of Clear Perception • Defensiveness (blocks compassion) • Control (undermines personal responsibility • Fear (turns away from hope) • Self-centeredness (distorts reality – “me-frame”)

37. Choices