Resonant Leadership: Inspiring Us and Developing Others to Be Our Best

1. Resonant Leadership:Inspiring Us and Developing Others to Be Our Best Richard E. Boyatzis, PhD Professor Weatherhead School of Management Case Western Reserve University Cleveland, OH richard.boyatzis@case.edu IPMA-HR Chicago, October 2, 2007

2. GREAT LEADERS MOVE US through resonance with others through our emotions

3. Exercise Think of a leader for whom or with whom you worked- one that brought out the best in you, one that you would gladly work with or for again. Think of a leader for whom or with whom you worked- one that you try to avoid, left you wishing for more, would help your organization more by working for a competitor. When you were around them, what did they say or do? How did they make you and others feel? © Richard E. Boyatzis and Annie McKee, 2005.

4. Leadership Is a relationship Is a resonant relationship Being in tune with or on the same wavelength as the others

5. What we know about great leaders • They are attuned: mind, body, heart and spirit. • They inspire through hope and vision. • They spread compassion. • They create resonance. © Richard E. Boyatzis and Annie McKee, 2005.

6. The Third Dimension: Mindfulness Overall Emotional Tone Positive Negative Yes Resonant Demagogue Leader In Touch With No Clueless Dissonant Leader Leader © Richard E. Boyatzis and Annie McKee, 2005.

7. Resonant Leadership Common Sense NOT Common Practice

8. We Feel Before We Think and the Power of Neurogenesis Prefrontal Area Amygdala, Thalamus, Limbic Brain © Richard E. Boyatzis and Annie McKee, 2005.

9. Emotions are contagious • The brain has an ‘open loop’ system • We are ‘wired’ to pick up subtle clues from one another Resonance is contagious…so is dissonance

10. Exercise

11. The sacrifice ofbeing a leader causes STRESS • Blood pressure increases • Large musclesprepare to fight or run • Brain shuts down non-essential neural circuits • Less open, flexibleand creative • RESULTS: • Brain losescapability to learn • We feel anxious,nervous, evendepressed • Perceive thingspeople say or doas threateningand negative • More stressis aroused Hormones activated: EPINEPHRINE & NOREPINEPHRINE Stressarouses the SYMPATHETIC NERVOUS SYSTEM Hormones activated: CORTICOSTEROIDS • Leads to reduction in healthy immune system • Inhibits creation of newneurons • Over stimulates olderneurons leading to • shrinkage of neurons The Sacrifice Syndrome © Richard E. Boyatzis and Annie McKee, 2005.

12. Dissonance is the default • Secret feelings that things are not ‘right’ and that we are unhappy • Denial: life becomes mechanical, meaningless and detached from our dreams • Negative self-talk A sense that we must ‘settle’ • We justify our behavior and blame others • ‘Act out’ at home or at work © Richard E. Boyatzis and Annie McKee, 2005.

13. Effective Leadership Resonant Relationships Mindfulness Sacrifice Syndrome Crisis Renewal Cycle Hope Compassion Threat Ineffective or Non-Sustainable Leadership Sustainable, Effective Leadership The cycle of sacrifice and renewal © Richard E. Boyatzis and Annie McKee, 2005.

14. Wanting to understand, care for another person, and to initiate some action contributing to their well-being Neural circuit activated: limbic system to the left pre-frontal cortex Release of oxytocin & vasopressin Adrenal-pituitary axis activated; arousal of the PSNS Aroused compassion Feeling hopeful, optimistic, at peace or exciting but look forward to the future Systolic & diastolic blood pressure decreased Increased secretion of immunoglobulin A and natural killer cells Renewal: Engaging the parasympathetic nervous system © Richard E. Boyatzis and Annie McKee, 2005.

15. EI Good Leadership Begins with Emotional Intelligence Social Awareness Self- Awareness Relationship Management Positive impacton othersandaction Self- Management

16. Financial Impact of Competencies Demonstrated By Senior Partners of a Multi-national Consulting Firm [Boyatzis 2006] Senior Partners who averaged 19 years with the firm, and 10 years in management. Self-Management Cluster: Achievement Orientation, Initiative, etc. Self-Regulation Cluster: Self-control, Adaptability, etc. Relationship Management and Social Awareness Cluster: Empathy, Networking, Developing Others, etc. Cognitive Abilities Cluster: Systems Thinking, Pattern Recognition, etc. © Richard E. Boyatzis, 2000.

17. Annualized Operating Profit for Senior Partners ABOVE versus BELOW the Tipping Point

18. How do you develop great leaders? How do you develop leadership resonance? © Richard E. Boyatzis and Annie McKee, 2005.

19. Relationships Build Leadership Who helped you? Think back over your life and career. Who were the people who helped you develop the most? What did they do and how did it make you feel? © Richard E. Boyatzis, 2001.

20. Boyatzis’ Intentional Change Theory/Model (1970, 1999, 2000, 2005) [the theory formerly known as Self-Directed Learning Model ] The Ideal Self The Real Self Practicing being a Leader Strengths: where my Ideal Self and Real Self are Similar Trusting Relationships that help, support, and encourage each step in the process Experimenting as a Leader Gaps: where my Ideal Self and Real Self are Different My Learning Agenda: building on strengths while reducing Gaps © Richard E. Boyatzis, 2001.

21. Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005) The Ideal Self The Real Self Trusting Relationships that help, support, and encourage each step in the process Strengths: where my Ideal Self and Real Self are Similar Two Attractors Gaps: where my Ideal Self and Real Self are Different © Richard E. Boyatzis, 2003.

22. TWO ATTRACTORS Positive Emotional Negative Emotional AttractorAttractor PSNS arousal SNS arousal Left Prefrontal Cortex Right Prefrontal Cortex Ideal Self Real Self/Social Self Strengths Gaps/Weaknesses Future Present Hope Fear Possibilities Problems Optimism Pessimism Learning Agenda & Goals Performance Improvement Plan/ Development Plan © Richard E. Boyatzis, 2003.

23. Fractals, Scales, or Multiple Levels of Intentional Behavior Change or SDL Individual Dyad Team, Family, Coalition Organization Community Country, Culture Globe © Richard E. Boyatzis, 2003.

24. Fractals and Multi-Levels of Intentional Change Individual Dyad Team, Family, Coalition Organization Community Country, Culture Globe Leadership First degree Interaction: Leadership Second degree interaction: Resonant Relationships Third degree interaction: Reference/Identity Groups © Richard E. Boyatzis, 2003.

25. How do you develop leadership resonance? through Compassion

26. COMPASSION An Experience • Care and concern • Empathy—true understanding of others’ experience • A willingness to act on the care and the understanding in support of others

27. How do you develop leadership resonance? through Hope and Mindfulness

28. HOPE An experience: • An image of a better and feasible future • Optimism • The belief that you can make it happen

29. Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005) The Ideal Self Trusting Relationships that help, support, and encourage each step in the process The Motivation To Change: Finding their passion and dreams Breaking from the Ought Self © Richard E. Boyatzis, 2001.

30. The ideal self ... Catching Your Dreams and Engaging Your Passion • The power of positive imaging & visioning • Thinking in the Left Prefrontal Cortex • But we often skip over formulating the Ideal Self image in development or education and become anesthetized to our own ideal and dreams. • We cannot inspire this passion in others without engaging it ourselves © Richard E. Boyatzis, 2000.

31. Parts of “Pedra Filosofal” by Antonio Gedeão Eles não sabem que o sonho é uma constante da vida… Eles não sabem que o sonho é vinho, é espuma, é fermento, bichinho álacre e sedento, de focinho pontiagudo, que fossa através de tudo num perpétuo movimento. Eles não sabem que o sonho é tela, é cor, é pincel… Eles não sabem, nem sonham que o sonho comanda a vida o mundo pula e avança como bola colorida entre as mãos de uma criança.

32. An individual exercise/reflection • List “27 things I’d like to do or experience before I die.” • If you won the super lottery, and received 50 million dollars after tax, how would your life and work change? • NETCAM: If you were living your ideal life in 2020, what would a NETCAM show as it recorded the next week of your life? © Richard E. Boyatzis, 2000.

33. Developing a Personal Vision My Ideal Life and Work in 7-10 years What will I be doing? Where will I be? Who will I be with? What will my work and life be? What will I be?

34. The Ideal Self Optimism Feasibility Self-efficacy Hope Calling, Purpose Passion Dreams, aspirations, fantasies Image of a Desired Future Personal Vision Ideal Self Life/career stage, cycle Core Identity Values & Philosophy © Richard E. Boyatzis, 2004. Develop by Richard E. Boyatzis and Klio Akrivou-Napersky.

35. How do you develop leadership resonance? through Mindfulness, Hope and Compassion

36. MINDFULNESS A state of being: awake, aware, attending and attuned— to ourselves, to other people, and to the world around us.

37. The Leader’s Challenge Manage the Cycle of Sacrifice and Renewal through Mindfulness, Hope and Compassion © Richard E. Boyatzis and Annie McKee, 2005.

38. Are YOU a resonant leader? • Are you inspirational? • Do you create a positive, hopeful emotional tone? • Are you in touch with others? Do you know what is on people’s hearts and minds? Do you experience and demonstrate compassion? • Are you mindful—authentic and in tune with yourself, others, and the environment? © Richard E. Boyatzis and Annie McKee, 2005.

39. Living Your Passion – Inspiring Others We do not want to be bored or live routine lives- nor do those working with us. It is a waste of human talent, spirit, and potential. Remember the Moment © Richard E. Boyatzis, 2000.

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