Key skills to Intentional Leadership

transcript

06 October 2011

optimising your performance

key skills toIntentional Leadershipin work and life

BDS Hons, ACMC, CSP

Before we start

“There’s no growth in the comfort zone and no

comfort in the growth zone”

the challenge

Play FULL TILT!

Summary Notes

Group Discussion

the logistics

1. Unleashing your leadership potential to

better drive performance in work and life

2. Exploring the X-factor of Success

3. Leading Self and Others

4. Navigating Change

5. What do we commit to do moving forward?

the objectives

What if ....all you needed to know about

leadeRship you leaRnt fRom home?

“Wisdom was not at the top of the graduate school

mountain, but there in the

sand pile at school.”

Robert Fulghum, Author

self-leadership insight

Transformational Leadership for Professional Women

Transform or Die Can’t do it like we used 13

Concept 2

2009 And Beyond Good Food, Good Life.

A snapshot of the business atthe beginningof 2008...

The world is changing

2009 and Beyond Good Food, Good Life.

Oceania 2009

Ref: Prigogene 1977

dissipative structuresPrigogene: Nobel Prize 1977

DISSIPATIVE “POP”

Ref: Prigogene 1977

doing oRdinaRy well to be extRaordinaRy

managing change

“Few really welcome a

change

except for wet babies.”

What is my greatest

challenge today?

challenges in changing times

What do I want from this working session? Your outcomes

Your outcomesYour achievementYour name & role

16Introducing ...

Understanding High Performance Teams

What is the X-factor?

Defining your success Get clear. Get help.

the leadership definitionEffective leadership

EXCITES people to EXCEPTIONAL

PERFORMANCE

followersAnyone you need to excite to deliver exceptional performance

If you want to build a ship, don’t summon people to buy wood, prepare tools,

distribute jobs and organise the work … … teach people the yearning for the wide,

boundless ocean

Antoine de Saint-Exupery, Author of The Little Prince

the suggestionThe Golden Circle

...WHAT IF?

the disney pattern

Dreamer

Realist

Critic

Dreamer

the disney pattern

Realist

the disney pattern

Critic

the disney pattern

NOW FUTURE

Disaster

Mental Rehearsal

NOW FUTURE

Success

Mental Rehearsal

Present Situation Desired State

What if ... your future is compelling?

Pathway to Desired State What stops you?

Gap analysis

What Blocks & Stops? What resources needed?

The Human Condition We get in our own way!

Leading SelfThe Human Condition

The Human Condition: Paul Mitchell from Human Enterprise

“Wherever your heart is, there lies your treasure”

Paulo Coelho, Lyricist & Novelist

Putting Values Into Action Reviewing your pre-work

Putting Values Into ActionParticipant’s Workbook

ACHIEVEMENT (attaining goals, sense of accomplishment)

ADVANCEMENT (progress, promotion)

ADVENTURE (new and challenging experiences, risk)

AFFECTION (love, caring, fondness)

COMPETITIVENESS (striving to win, being the best)

COOPERATION (collaboration, teamwork)

CREATIVITY (being imaginative, inventive, original)

ECONOMIC SECURITY (steady, adequate income)

FAME (renown, distinction)

FAMILY HAPPINESS (close relationships with family members)

FREEDOM (independence, autonomy, liberty)

FRIENDSHIP (close relationships with others, rapport)

HEALTH (physical and mental well-being)

HELPFULNESS (assisting others, improving society)

INNER HARMONY (being at peace with yourself and others, tranquility)

INTEGRITY (honesty, sincerity, standing up for beliefs)

INVOLVEMENT (participating with and including others, belonging)

LOYALTY (commitment, dedication, dependability)

ORDER (organized, structured, systematic)

PERSONAL DEVELOPMENT (learning, strengthening, realizing potential)

PLEASURE (fun, enjoyment, good times)

POWER (influence, importance, authority)

RECOGNITION (respect from others, acknowledgment, prestige)

RESPONSIBILITY (accountability, reliability)

SELF-RESPECT (belief in your own abilities, self-esteem)

SPIRITUALITY (faith, strong spiritual and/or religious beliefs)

WEALTH (abundance, getting rich)

WISDOM (discovering knowledge, insight, enlightenment)

PERSONAL VALUES A + B = C ! Pre-work Others Work Choices

Values and SatisfactionThis exercise will help you look at your values from two viewpoints:value satisfaction you want to maintain and value satisfaction youwant to increase.

CCoolluummnn AA“How would I feel if my present satisfactionof this value was greatly reduced?”1 = It wouldn’t bother me2 =3 = Moderately concerned4 =5 = Devastated!

CCoolluummnn BB“How would I feel if my present satisfactionof this value was greatly increased?”1 = It wouldn’t matter2 =3 = Happy4 =5 = Terrific!

RATINGSCALE

28 Values

First LookOthersWork

ChoicesSatisfaction

Top 5Co-workers

12 Putting Values Into ActionParticipant’s Workbook

More like a clothesline___or a kite string___?

More likely to walk on thin ice___or to tiptoe through the tulips___?

More like a hotel___or a motel___?

More red___or green___?

More like a singer___or a dancer___?

More of a loner___or a grouper___?

More like a rose___or a daisy___?

More like a shark___or a sardine___?

More like a shoe___or a sock___?

More like a saver___or a spender___?

More like a window___or a door___?

More yes___or no___?

More of a talker___or a listener___?

More like a teacher___or a student___?

More like the country___or the city___?

More like a tree___or a bush___?

More like a dog___or a cat___?

More like a heel___or a sole___?

More like summer___or winter___?

More like the present___or the future___?

More likely to go along___or go against___?

More like coffee___or tea___?

More like a mountain___or a valley___?

More fast___or slow___?

More like an apple___or an orange___?

More like steel___or gold___?

More like an elevator___or an escalator___?

ChoicesCChhooiicceess

ChoicesChoices

Achievement___Advancement___Adventure___Affection___Competitiveness___Cooperation___Creativity___Economic Security___Fame___

Family Happiness___Freedom___Friendship___Health___Helpfulness___Inner Harmony___Integrity___Involvement___Loyalty___

Order___Personal Development___Pleasure___Power___Recognition___Responsibility___Self-respect___Spirituality___Wealth___Wisdom___

___________________________, ___________________________, ___________________________

Are you . . .

28 Values

First LookOthersWork

Choices

Things to Enhance

Plan family outings;visit my extendedfamily; come homeearlier during theweek.

Personal DefinitionMy definition of this value is . . .I feel satisfaction of this value when . . .

Things to EnhanceWhat actions are necessary to increase my satisfaction of this value?What are my must-do’s (important and urgent)? What are my want-to-do’s (important, but not urgent)?

Who plays a role in increasing my satisfaction of this value? Who is affected by actions I would take?

If I had an entire day just for myself, how would I spend it?

Of all the actions considered, which one would have the greatestimpact on my satisfaction?

Things to MaintainWhat must I keep doing to at least maintain my current level ofsatisfaction with this value?

What is bringing me a lot of satisfaction with minimal effort?

Who plays a key role in maintaining my current level of satisfaction?

Example

Value: Family Happiness

Definition: Close relationships with familymembers; weekends spent together; flex time for appointments, emergencies.

My Most ImportantValues on ________

Things to Maintain

Not bringing workhome on the weekend;spending holidaystogether; going tochild’s school events.

Putting Values Into ActionParticipant’s Workbook

25. Manager’s approach is directive;close supervision

2. Work projects are short cycle;frequent new activities

1. High structure; goals andprocedures established by others

3. An absorbing job; think about workon own time; take work home

4. Do whatever is needed to getthe job done

5. Work closely with others in thecompany; teamwork

6. Job requires coming up with ideasand getting support for them

7. Quantitative skills required(budgeting, forecasting, analysis, etc.)

8. Low risk, low likelihood of failure

9. Frequent communication with personto whom I report

10. Considerable contact with external customers

11. Job requires greater specializationof current skills

12. Work requires a fast pace, tightdeadlines, high pressure for results

13. Manage people; team manager

14. Little creativity or innovation required

15. High visibility of results to highermanagement

16. Work requires high level of attentionto detail

17. Working hours are flexibleand variable

18. Financial rewards are steadyand predictable

19. Casual atmosphere and dress

20. Lots of travel; overnights

21. Feedback on performance isfrequent and specific

22. High level of responsibility formaking decisions

23. Decision making is participative

Low structure; expected to establishown goals

Work projects continue for long periodsof time

Work at work and don’t have to thinkabout it at home

Following established procedures is important

Work mostly alone; independently

Job requires implementing ideas withoutsupport from others

Minimal quantitative work

High risk, high challenge

Infrequent communication with personto whom I report

Little contact with external customers

Job requires broadening skills rather thanmore specialization

Work allows a slower pace, less urgentdeadlines, lower pressure for results

Do not manage people or lead teams

Considerable creativity and innovationrequired

Low visibility of results to highermanagement

Work requires little attention to detail

Working hours are well defined and constant

Financial rewards are variable and linked to results

Formal atmosphere and dress

Little travel; rarely out of local area

Feedback on performance is infrequentand general

Limited responsibility for making decisions

Decision making is mostly “top down”

Infrequent written communication24. Frequent written communicationrequired

Manager’s approach encourages self-management and coaching by peers

HighlyDescribes

ModeratelyDescribes

HighlyDescribes

ModeratelyDescribes Balance

X = Ideal JobO = Current Job

GreatlyPreferPreferGreatly

Prefer Prefer Balance

XJob Characteristics

Action Plan! By taking this action, how will my work and life be better?

! If this action would really increase my satisfaction, why haven’t I done it before?

! What’s been getting in my way?

! What steps must I take to eliminate these barriers?

! What’s the risk of not taking this action?

Action to Get to “Better”:

Resources Needed (people, knowledge, skills, equipment, etc.):

Key Initial Steps:

Who What When

Coach:

Pathway to Desired State What is your first step?

Action Plan

Expectation

EventPresent time

Gap = Magnitude

of emotional intensity

managing expectations

...Making specific requests of one another

VulnerabilitiesKey FrustrationsNeeds

managing expectations

LOSE YOUR MIND

COME TO YOUR SENSES

INSANITY:doing the same thing and

expecting a different Result

Find the Gems

SUMMARYWhat you learnt today that you can apply immediately

•Review•Summarize•Action•Tell someone•Teach someone•S.E.E.

memory: review - retain - recallHow to ‘warp’

memoryto your advantage

Review What You Learnt Team Presentation

07 October 2011

optimising your performance

key skills toIntentional Leadershipin work and life

BDS Hons, ACMC, CSP

PHILOSOPHER’S WALKTake an elbow buddy to review and reflect

54PHILOSOPHER’S WALK

open frame

competence

connection

“...how you do anything is how you do everything...

Your ‘character’ or ‘nature’ just refers to how you handle all the day-

to-day things in life...”

Derek Siver, Music entrepreneur

Founder CD Baby, Winner World Technology Award 2003,

59personality filters

60MBTI instrument

Carl Jung

"I dream that long after I'm gone, my work will go on helping people." Isabel Myers, 1979

61Extraversion or Introversion

The direction in which we focus our attention and energy

62Extraversion or Introversion

The direction in which we focus our attention and energy

63some key words

ExtraversionAction

OutwardPeople

InteractionMany

ExpressiveDo-Think-Do

IntroversionReflectionInwardPrivacyConcentrationFewQuietThink-Do-Think

64self-assessment

Given the choice, which do you prefer: Extraversion or Introversion?

VeryClear

FairlyClear

Slight Slight FairlyClear

VeryClear

65E-I splitting exercise

Create 3 questions that will give you better insight into the opposite to your preference on this dichotomy.

(5 minutes)Elect a spokesperson to ask the questions.

66implications & applications

Communication breakdown

Conflict between the two types

67Sensing or iNtuition

The way we take in information and the kind of information we like and trust

68Sensing or iNtuition

The way we take in information and the kind of information we like and trust

69some key words

SensingFacts

RealisticSpecificPresent

KeepPracticalWhat is

IntuitionIdeasImaginativeGeneralFutureChangeTheoreticalWhat could be

70self-assessment

Given the choice, which do you prefer:Sensing or Intuition?

VeryClear

FairlyClear

VeryClear

71S-N splitting exercise

Look at the following picture for 11/2 minutes, in silence.

Then be prepared to share with the group what you think you have been looking at

We must remember that we all trust our own perceptions, while knowing that there are many other ways of seeing the same object/situation.

74Thinking or Feeling

The way we make decisions

75Thinking or Feeling

The way we make decisions

76some key words

ThinkingHead

DistantThings

ObjectiveCritiqueAnalyse

Firm but fair

FeelingHeartPersonalPeopleSubjectivePraiseUnderstandMerciful

77self-assessment

Given the choice, which do you prefer: Thinking or Feeling?

VeryClear

FairlyClear

VeryClear

78T-F splitting exercise

Imagine that you have been invited to a party with your partner or a close friend.Your partner/friend arrives, ready for the party. You look at what the person is wearing and say to yourself, ‘Oh no! Is he/she really going to wear that?’What do you do and say in this situation? Discuss in your groups.

Thinking types look for faults and helpfully point them out.Feeling types look for good things and point them out.Which is the best approach?

80Judging or Perceiving

Our attitude toward the external world

and how we orient ourselves to it

81Judging or Perceiving

Our attitude toward the external world

and how we orient ourselves to it

82some key words

JudgingOrganised

DecisionControl

NowClosure

DeliberatePlan

PerceivingFlexibleInformationExperienceLaterOptionsSpontaneousWait

83self-assessment

Given the choice, which do you prefer: Judging or Perceiving?

VeryClear

FairlyClear

VeryClear

84J-P splitting exercise

Assuming that you are all friends, plan a social picnic for your group.

Judging types form a poor opinion of Perceiving types.Perceiving types have to look like Judging types if they are to succeed in organisational settings.Judging types pay a price for their need to organise everything – continuous low-grade stress.

86personality type

When combined, your preferencesindicate your personality type.

8716 personality types

Be an authentic chameleon

“Know thyself for the truth shall set thee free”

Authenticity

Being pResent

Common sense

ESSENCE of Leadership

Authenticity

Being pResent

Common sense

nspiRing

ESSENCE of Leadership

Authenticity

Being pResentCommon sense

nspiRing

LeadershipESSENCE

truthlose your mind

be yourself

Authenticity

know youR self

Assets Vulnerabilities

Strengths Allowable weaknesses

Life & business experiences Perceived obstacles or history

Values Limiting beliefs

your balance sheet

know youR self authenticity 1.Differentiate yourself

through your assets.

2.Show allowable

vulnerabilities.

Express your Best Engage your strengths and partner to your weaknesses

Authenticity

nspiRing

LeadershipESSENCE

pre-senseshow yourself

see & hear others

Being pResent

read the book

building trust early

RAPPORT

WHAT IS RAPPORT?

building similarities at an

unconscious level

IGNITING YOUR SENSORY CHANNELS

be sense-able

Add Ted.com Evelyn Glennie

building trust early

pace, pace, pace ....... and leadRAPPORT

PACING USING OUR 5 SENSES....

gustatory

kinesthetic

visualauditory

Olfactory

LEARNING TO LEAD come in early as a partner...not late as a judge

BEING CURIOUS ....

?Asking Quality

Questions

WHAT QUESTIONS UNCOVER....

Generalisations

DeletionsDistortions

stoRy selling Inspire with full technicolour,

soundtrack, emotions......

Authenticity

nspiRing

LeadershipESSENCE

sense-ableapply yourselfthink of others

Common sense

INNOVATION @ WORK

Family: most basic unit of a tRibe

tribal leadership

Lead a Movement

Tell a Story to those who want to listen

Connect a TribeMake change

tribal leadership

Seth Godin on Leadership

common sense leadership steps

1. BEING INSIGHTFUL

2. BEING STRATEGIC

3. BEING TACTICAL

Being insightful

being insightful & strategic

Present Situation Desired State

being strategic

being tactical

leaRning paRtneRships in tRibes

“The world we have created is a product of our thinking; it cannot be changed without changing our thinking…” Albert Einstein

No-one anywhere really knows what the hell is

going on…

So we are all simply just making it up

as we go along…

Authenticity

nspiRing

LeadershipESSENCE

visionlose yourselfempower others

nspiRing

be response-able

the C.A.S.E. for leadership http://www.youtube.com/user/BlessingWhite?blend=4&ob=5#p/u/0/8sYX0Zoeiwk

http://www.thehumanenterprise.com.au/leadership-services/leadership-development/Why_Should_Anyone_Be_Led_By_YOU_Workshop\

the suggestionThe Golden Circle

Simon Sinek YouTube

What if?

the disney pattern

Dreamer

Realist

Critic

inspiring to step up...

pace, pace, pace ....... and lead

the big “Why?”

unfReeze youR passion

....go for the sweet stuff....

Pass onI

LeaRn fRom unexpected

quaRteR

live morelead more

leave a legacy

Team presentations Your key insights & learning

Action Plan

find youR gemsevaluate youR outcomes

START CONTINUE STOP

key insightspeRsonal leaRning jouRnal

What do I commit to?my next steps

Any questions?comments and insights

we value feedback

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The latest innovation, research and best practice

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Compiled and edited by

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StaRt Kidding

YouRselfleaRning leadeRship fRom paRenting

by DR Yvonne Sum

INSPIRED CHILDREN

How leading minds of today raise their children

http://www.dryvonnesum.com/Product/The-7Rs-of-Parenting.html

Key skills to Intentional Leadership

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