1(1)
Page S. Morahan, Ray Wells & Rita Sood with Juanita Bezuidenhout,
Ben van Heerden & Henry Campos
Positive, Appreciative, Strengths-based &
Collaborative Leadership
within a
Global Community of Practice!
2(1)
Community of Practice / Collaboration
3(1)
Positive Positive
StrengthsStrengths
Collaborative
Collaborative
Appreciative
Appreciative
SuccessSuccess
L and ML and M
4(1)
You completed the Positive Leadership Assessment Questionnaire before this session:
You completed the Positive Leadership Assessment Questionnaire before this session:
Reflect on the action(s) that you reported as doing frequently or always.
Share these with another person and explain why you perform this/these action(s) regularly.
Reflect on the action(s) that you reported as doing frequently or always.
Share these with another person and explain why you perform this/these action(s) regularly.
5(1)
Leadership:Leadership:ManagemeManagement:nt:
doing things doing things rightright
use in: error use in: error reduction, reduction, system system improvementimprovement
agenda: plan, agenda: plan, budget, budget, control, control, problem solveproblem solve
outcome: outcome: constancy, constancy, predictabilitypredictability
doing things doing things rightright
use in: error use in: error reduction, reduction, system system improvementimprovement
agenda: plan, agenda: plan, budget, budget, control, control, problem solveproblem solve
outcome: outcome: constancy, constancy, predictabilitypredictability
see & do the see & do the right thing right thing (vision)(vision)
use in: areas use in: areas with no with no precedent, no precedent, no datadata
agenda: agenda: establish establish direction, align direction, align people, people, motivate, motivate, inspireinspire
outcome: outcome: dramatic dramatic changechange
see & do the see & do the right thing right thing (vision)(vision)
use in: areas use in: areas with no with no precedent, no precedent, no datadata
agenda: agenda: establish establish direction, align direction, align people, people, motivate, motivate, inspireinspire
outcome: outcome: dramatic dramatic changechange
Kotter. A Force for Change: How Leadership Differs from Management. NY: Free Press, 1990
6(1)
Kotter, Leader to Leader, Fall 1998:27-33.
High High
Low Low
Unsustainable success
WeakWeakWeakWeak
Stagnation Aborted vision
SustainablSustainable successe success
Strong Strong Strong Strong
ManagementManagement
Leadership / VisionLeadership / Vision
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Leadership/ Leadership/ VisionVision
Management/ Management/ Disciplinary Disciplinary Expertise/ResultExpertise/Resultss
HOWHOW we do both will we do both will determine how effective determine how effective
we are we are
HOWHOW we do both will we do both will determine how effective determine how effective
we are we are
BE:
8(1)
influence people – provide purpose, direction, motivation
accomplish mission & improve organization
focus on identifying vital force, what is working & amplify that
influence people – provide purpose, direction, motivation
accomplish mission & improve organization
focus on identifying vital force, what is working & amplify that
Adapted from Gervase Bushe, Simon Fraser University. Clear Leadership
Leaders
hip: Leaders
hip:
BEING: BEING:
Management:Management:
Leadership Approach 1
Leadership approach: versatility, using all
together
9(1)
LEAD
Vision, Influencing Strategic Thinking
NT, NFMANAGE
Executing, Results
ST, SF
BE
Relationship Building
NF, SF
Positive,
Appreciative,
Strengths-based
10(1)
BEING: The Rule of 4 (Theories)
BEING: The Rule of 4 (Theories)
PositiveStrengths-basedAppreciativeCollaborative
PositiveStrengths-basedAppreciativeCollaborative
11(1)
Positive LeadershipPositive LeadershipAffirmative orientation Focus on strengths and
capabilities Affirm human potential Enabling, thriving, flourishing
Facilitate the best of the human conditionPositively deviant performance
Affirmative orientation Focus on strengths and
capabilities Affirm human potential Enabling, thriving, flourishing
Facilitate the best of the human conditionPositively deviant performance
Cameron. Positive Leadership: Strategies for Extraordinary Performance.
BK Publishers, San Francisco, 2008
12(1)
Positive Positive meaningmeaning
PositivPositive e
climateclimate
Positive Positive relationshirelationshi
psps
Positive Positive communicaticommunicati
onon
Cameron. Positive Leadership: Strategies for Extraordinary Performance.
BK Publishers, San Francisco, 2008
Positive Leadership: Positive Leadership: Also a Rule of 4!Also a Rule of 4!
13(1)
Positive CommunicationPositive Communicationreframereframe
ELAM Applicant
ortho just ortho just dumped dumped another another train train wreck wreck onto my onto my service” service”
orthopaediorthopaedics has cs has given given another another vote of vote of confidence confidence in our in our clinical clinical skills . . .skills . . .
14(1)
Leadership Approach 2:
Reframe
Leadership Approach 2:
ReframeRain ruins my day
ORPeaceful view in
rain & read on my patio!
Rain ruins my dayOR
Peaceful view in rain & read on
my patio!
Glass half fullPeace in rain
Glass half fullPeace in rain
15(1)
BEING The Rule of 4 (Theories)
BEING The Rule of 4 (Theories)
PositiveStrengths-basedAppreciativeCollaborative
PositiveStrengths-basedAppreciativeCollaborative
16
Great leaders play chessGreat leaders play chess
Discover what is unique
about each person and
then capitalize on
it.
Discover what is unique
about each person and
then capitalize on
it.
17(1)
The most effective leaders:
• Are always investinginvesting in strengths. strengths. ““Who am I at my best?”Who am I at my best?”
• Surround themselves with the right people and then maximize their maximize their team. team. ““Who are you at your best?”Who are you at your best?”
The most effective leaders:
• Are always investinginvesting in strengths. strengths. ““Who am I at my best?”Who am I at my best?”
• Surround themselves with the right people and then maximize their maximize their team. team. ““Who are you at your best?”Who are you at your best?”
Strengths-based Leadership
Strengths-based Leadership
Rath & Conchie. Strengths-based Leadership:
Great leaders, teams and why people follow. GALLUP Press, NY, 2008.
18(1)
• Each person’s greatest room for Each person’s greatest room for growth is in his or her greatest growth is in his or her greatest areas of strengthareas of strength
• Excellent performers are rarely Excellent performers are rarely well-rounded. They capitalize on well-rounded. They capitalize on their strengths and minimize their their strengths and minimize their weaknessesweaknesses
• Each person’s greatest room for Each person’s greatest room for growth is in his or her greatest growth is in his or her greatest areas of strengthareas of strength
• Excellent performers are rarely Excellent performers are rarely well-rounded. They capitalize on well-rounded. They capitalize on their strengths and minimize their their strengths and minimize their weaknessesweaknesses
Assumptions
Strengths-based Leadership
Assumptions
Strengths-based Leadership
Buckingham and Clifton.
Now discover your strengths . The Free Press, NY, 2001
19(1)
BEING: The Rule of 4 (Theories)
BEING: The Rule of 4 (Theories)
PositiveStrengths-basedAppreciativeCollaborative
PositiveStrengths-basedAppreciativeCollaborative
20
The Appreciative Eye
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The Basic Two Lenses of BEINGEINGThe Basic Two Lenses of BEINGEING
Seeing the goodgood
ORSeeing what is not goodnot good enoughenough - the deficits
Seeing the goodgood
ORSeeing what is not goodnot good enoughenough - the deficits
“(An appreciative eye gives us) the capacity to see the best in the world
around us, in our colleagues, and in the
groups we are trying to lead . . . . to see the true and the good, the better
and the possible.”
“(An appreciative eye gives us) the capacity to see the best in the world
around us, in our colleagues, and in the
groups we are trying to lead . . . . to see the true and the good, the better
and the possible.”David L. Cooperrider, Ph.D.
Case Western Reserve UniversityWeatherhead School of
Management
David L. Cooperrider, Ph.D.Case Western Reserve University
Weatherhead School of Management
23(1)
Inquire with an appreciative eye To discoverdiscover what works with people
or in a system A story of what it looks like at its
bestbest “What we focus on becomes our reality”.
Source of energyenergy for changechange is storystory
Inquire with an appreciative eye To discoverdiscover what works with people
or in a system A story of what it looks like at its
bestbest “What we focus on becomes our reality”.
Source of energyenergy for changechange is storystory
Leadership Approach 3Leadership Approach 3
24(1)
See Track FanSee Track Fan
*Bushe. Clear Leadership. Chapter 5.*www.positivedeviance.org*Dorsey. Positive deviant. Fast Company. December 2000. 284-292.*Blanchard et al. Whale Done! The Power of Positive Relationships. 2002
*Bushe. Clear Leadership. Chapter 5.*www.positivedeviance.org*Dorsey. Positive deviant. Fast Company. December 2000. 284-292.*Blanchard et al. Whale Done! The Power of Positive Relationships. 2002
Leadership Approach 4
25(1)
Track like a blood hound
…or…Capture butterflies – those lovely small ideas that
float into a conversation
26(1)
Think of one person in your life – identify a strength in this person that you want to see more of?
What would the behaviour look like with this “thing”?
If you see it, what would you do to fan it?
Think of one person in your life – identify a strength in this person that you want to see more of?
What would the behaviour look like with this “thing”?
If you see it, what would you do to fan it?
27(1)
BEING: The Rule of 4 (Theories)
BEING: The Rule of 4 (Theories)
PositiveStrengths basedAppreciativeCollaborative
PositiveStrengths basedAppreciativeCollaborative
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“Every serious effort at social change requires organized groups of people who can support each other when the demands of being a change agent threaten to overwhelm them and can generate the collective power necessary to make a difference.”
Parker Palmer. Change. 2007;Nov/Dec:11
29(1)
What’s the
purpose?
What holds it
together?
Who belongs?
How long does it last?
COP
Formal work group
Project team
Informal network
To develop members’
capabilities, build and exchange
knowledge
Wenger & Snyder. The Organizational Frontier. Harvard Business Review; Jan-Feb 2000, 139-145.
Members who
select themselv
es
Passion, commitment, identification
with the group’s
expertise
As long as there is
interest in maintaining the group
To deliver a product or
service
Everyone who report to the group’s
manager
Job requirement
s and common
goals
Until the next
reorganisation
To accomplis
h a specific
task
Employees assigned by
senior management
The project’s milestones and goals
Until the project has
been completed
To collect and pass on
business information
Friends and business
acquaintances
Mutual needs
As long as people have
reason to connect
Communities of practice are groups of people with a shared shared concernconcern or or passionpassion about a topic and who expand their expand their knowledge andknowledge and expertise expertise through interaction with other like-minded individuals (Wenger, McDermott and Snyder 2002:4).
Communities of practice are groups of people with a shared shared concernconcern or or passionpassion about a topic and who expand their expand their knowledge andknowledge and expertise expertise through interaction with other like-minded individuals (Wenger, McDermott and Snyder 2002:4).
30(1)
Positive Positive
Appreciative
Appreciative
Collaborative
Collaborative
Strengths
Strengths
SuccessSuccess
L and ML and M
31(1)
So, what do I do?
So, what do I do?I create a positive climate,
positive meaning, positive relationships and positive
communication, maximize my strengths and the strengths
of others, and apply appreciative leadership &
management in collaboration and in community with others.
32(1)
Our Destiny…. Our Destiny…. -Frank -Frank
OutlawOutlawOur Destiny…. Our Destiny…. -Frank -Frank
OutlawOutlaw
Watch your Watch your thoughtsthoughts; they become your ; they become your wordswords..Watch your Watch your wordswords; they become your ; they become your actionsactions..Watch your Watch your actionsactions; they become your ; they become your habitshabits..Watch your Watch your habitshabits; they become your ; they become your charactercharacter..Watch your Watch your charactercharacter; it becomes your ; it becomes your destinydestiny..
Watch your Watch your thoughtsthoughts; they become your ; they become your wordswords..Watch your Watch your wordswords; they become your ; they become your actionsactions..Watch your Watch your actionsactions; they become your ; they become your habitshabits..Watch your Watch your habitshabits; they become your ; they become your charactercharacter..Watch your Watch your charactercharacter; it becomes your ; it becomes your destinydestiny..
Leadership Approach 5
33(1)
I appreciate what you are saying, but it’s just not working for me. This approach just isn’t who I
am.
I appreciate what you are saying, but it’s just not working for me. This approach just isn’t who I
am.
34(1)
High Performin
g Team
MediumPerformin
g Team
Low Performin
g Team
Positivity vs.
Negativity (P:N)
5.8 : 15.8 : 1 1.8 : 11.8 : 1 1 : 201 : 20
Losada & Heaphy, American Behavioral Scientist, 2004
Team Performance Research
Team Performance Research
35(1)
University of Michigan School of Business
University of Michigan School of Business
Criteria for hiring faculty world class scholar great teacher positive energizer & team player ( NOT “black hole”)
Network analysis - “when you interact with xxxx, what happens to your energy? “
1 = very de-energizing; 4 = neutral; 7 = very positively energized.
positive energy: 4x more important than information flow and decision-making
Criteria for hiring faculty world class scholar great teacher positive energizer & team player ( NOT “black hole”)
Network analysis - “when you interact with xxxx, what happens to your energy? “
1 = very de-energizing; 4 = neutral; 7 = very positively energized.
positive energy: 4x more important than information flow and decision-making
Kim Cameron, from September 2008 interview
36(1)
Indiana U School of Medicine culture change
Indiana U School of Medicine culture change
Redesigned admissions process admitted students with relational orientationStudents wrote professionalism stories & presented to new students at White Coat CeremonyPositive relational practices:
Faculty received collaborative feedback on student ratings of their teaching (versus negative form letter)
Administration used relationship-centered approaches, even in staff layoffs!
Redesigned admissions process admitted students with relational orientationStudents wrote professionalism stories & presented to new students at White Coat CeremonyPositive relational practices:
Faculty received collaborative feedback on student ratings of their teaching (versus negative form letter)
Administration used relationship-centered approaches, even in staff layoffs!
Cottingham et al. J General Internal Medicine 2008;23:715-722
37(1)
I know what is expected of mewhat is expected of me
I have the materials and equipmentmaterials and equipment I need to do my work right
I have the opportunity to do what I do best every daydo what I do best every day
In the last 7 dayslast 7 days, I have received recognition / praiserecognition / praise for good work
My supervisor /someone at work, cares about me as a personcares about me as a person
There is someone who encourages my developmentencourages my development
My opinionopinion seems to countcount
The mission/purpose makes me feel my work is importantfeel my work is important
My fellowfellow employees are committed to doing quality workcommitted to doing quality work
I have a best friendbest friend at work
In the last 6 months, someone at work talked to me about my talked to me about my progressprogress
This last year, I have had opportunities to learn and growopportunities to learn and grow
I know what is expected of mewhat is expected of me
I have the materials and equipmentmaterials and equipment I need to do my work right
I have the opportunity to do what I do best every daydo what I do best every day
In the last 7 dayslast 7 days, I have received recognition / praiserecognition / praise for good work
My supervisor /someone at work, cares about me as a personcares about me as a person
There is someone who encourages my developmentencourages my development
My opinionopinion seems to countcount
The mission/purpose makes me feel my work is importantfeel my work is important
My fellowfellow employees are committed to doing quality workcommitted to doing quality work
I have a best friendbest friend at work
In the last 6 months, someone at work talked to me about my talked to me about my progressprogress
This last year, I have had opportunities to learn and growopportunities to learn and grow
Rath, Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008.
38(1)
Leadership Approach 6
39(1)
Look at the person to your left and thank them for
something positive that they contributed to the success of
FAIMER
Look at the person to your left and thank them for
something positive that they contributed to the success of
FAIMER
Identify a strengthBe SPECIFIC
Identify a strengthBe SPECIFIC
40(1)
Into Action!Into Action!
41(1)
Reflect again on the positive leadership self-assessment. What are your strengths?
How does your MBTI fit in?
How would your staff answer the “why people follow” questions?
Which approaches will you find most helpful?Remember: “If everyone does 1 thing,
they are more likely to do 2, then 3 things.
Then they are likely to influence colleagues
And that’s how you build a movement. Change 1 thing. (adapted from quote by Laurie David, environmental activist, MS
Magazine, Spring 2007:38)
Reflect again on the positive leadership self-assessment. What are your strengths?
How does your MBTI fit in?
How would your staff answer the “why people follow” questions?
Which approaches will you find most helpful?Remember: “If everyone does 1 thing,
they are more likely to do 2, then 3 things.
Then they are likely to influence colleagues
And that’s how you build a movement. Change 1 thing. (adapted from quote by Laurie David, environmental activist, MS
Magazine, Spring 2007:38)
ReflectionReflection
42(1)
See Academic Toolkit for more “Leadership
Pearls”!
See Academic Toolkit for more “Leadership
Pearls”!
43
It’s a ChoiceIt’s a Choice“A fight is going on
inside me. It is a terrible
fight and it is between two
wolves.”
“A fight is going on
inside me. It is a terrible
fight and it is between two
wolves.”
44
One is Evil…One is Evil…
45
The Other is Good…The Other is Good…
46
Which one will win?
48(1)
Additional ResourcesAdditional Resources
49(1)
More on…*Leadership & Management basics
*Positive Leadership*Strengths-based Leadership
*Appreciative Leadership*Collaborative Leadership &
Communities of Practiceand
*Differences in Western & Eastern Views
More on…*Leadership & Management basics
*Positive Leadership*Strengths-based Leadership
*Appreciative Leadership*Collaborative Leadership &
Communities of Practiceand
*Differences in Western & Eastern Views
50(1)
Leadership is an influence
relationship among leaders and collaborators who
intend real change that reflect their mutual
purposes.
Rost JC. Moving from Individual to Relationship: a Post-Industrial Paradigm of Leadership. The Journal of Leadership Studies, 1997, Vol.
4, no. 4
Leadership is an influence relationship among leaders
and collaborators who intend real change that
reflect their mutual purposes.
Rost JC. Moving from Individual to Relationship: a Post-Industrial Paradigm of Leadership. The Journal of Leadership Studies, 1997, Vol.
4, no. 4
51(1)
Leadership & Management (adapted from USAID & Management Sciences for
Health)
Leadership & Management (adapted from USAID & Management Sciences for
Health)
Leading Scanning
Focusing
Aligning
Inspiring
Leading Scanning
Focusing
Aligning
Inspiring
Managing Planning
Organizing
Implementing
Monitoring Evaluating
Managing Planning
Organizing
Implementing
Monitoring Evaluating
52(1)
Right Thing
Doing Things
Right
Right Person Doing ItDoing It in Right Context
Leadership & Management
53(1)
Evolution of Leadership
Methods
2000: Everybody
improveswhole system
s
1965: Experts improve
whole systems
1950: Everybody solves
problems
1900: Experts solve
problems
Marvin Weisbord
Useful methods for all the Leadership Approaches
54(1)
Leadership Approach 2: Positive Communication - Reframe - Turn around your thoughts & words!
“Reframe obstacles
into stepping stones.”
Sam Luboga, Uganda, FAIMER Institute 2003
55(1)
“There are 2 ways to view your life.” Einstein
Nothing is a miracle Everything is a miracle
Leadership Approach 2: Positive Communication - Reframe
56(1)
Skill. Listening & Looking
Skill. Listening & Looking
“The first step in any strategy of leadership – to listen and look…For it is leadership, listening closely to the wants of the poor and recognizing them as actionable needs, that can marshal and direct resources.” James MacGregor Burns. Compass, Fall 2003.
TrackingTrackingLeadership Approach 4: Positive relationships – see, track, fan
57(1)
Special Difficulty for Scientists HOPE vs. DEFICIT Vocabulary
(Ludema, 1999)
Special Difficulty for Scientists HOPE vs. DEFICIT Vocabulary
(Ludema, 1999)HOPEInclusive communities positive topics for actionSearch for positive examples; best practicesCreate, validate, & spread vocabularies of HOPE fuel societal (re)construction
HOPEInclusive communities positive topics for actionSearch for positive examples; best practicesCreate, validate, & spread vocabularies of HOPE fuel societal (re)construction
DEFICITScientific disciplines illness categoriesProfessionals diagnose & cure illnessCreate, validate, & spread vocabularies of DEFICIT fuel societal enfeeblement
DEFICITScientific disciplines illness categoriesProfessionals diagnose & cure illnessCreate, validate, & spread vocabularies of DEFICIT fuel societal enfeeblement
Leadership Approach 4: Positive Relationships – see, track, fan
Leadership Approach 5: Positive Meaning – What you focus on becomes your reality
58(1)
“… “… the instinctive thing to do is to the instinctive thing to do is to find out find out what’s wrongwhat’s wrong and fix it… and fix it…You are much more successful You are much more successful coming in and finding out what’s coming in and finding out what’s going rightgoing right and nurturing that. and nurturing that. Along the way, you’ll find out what’s Along the way, you’ll find out what’s going wrong and fix that.”going wrong and fix that.”
Meg Whitman, CEO, eBay, in Fast Company, May Meg Whitman, CEO, eBay, in Fast Company, May 2001. 2001.
Leadership Approach 4: Positive Relationships – see, track, fan
Leadership Approach 5: Positive Meaning – What you focus on becomes your reality
59(1)
“We want to be kind, compassionate, knowledgeable & professional…[yet] an overwhelmingly negative training environment can crush us, turning us into hardened, cynical physicians.”
Michelle Elieff, MD & members of Discovery Team, Indiana University School of Medicine, RCCI Newsletter, Summer/Fall 2006
“We want to be kind, compassionate, knowledgeable & professional…[yet] an overwhelmingly negative training environment can crush us, turning us into hardened, cynical physicians.”
Michelle Elieff, MD & members of Discovery Team, Indiana University School of Medicine, RCCI Newsletter, Summer/Fall 2006
Leadership Approach 6: Positive Climate – Appreciate each other
60(1)
Leadership Approach 6: Practice Gratefulness & Acknowledgement
(adapted from Partnerworks Team/Wisdom Tips, 25 Nov. 2003)
Leadership Approach 6: Practice Gratefulness & Acknowledgement
(adapted from Partnerworks Team/Wisdom Tips, 25 Nov. 2003)
Think of 3 things at work for which you are grateful.
Answer the following:*Who did something that
moved your forward?*Who made your work a
little easier?*Who lightened your load
for a while so you could focus?
*Who protected you?*Who makes it possible for
you to do what you do?*Who spoke up for you?*Who trusted you?
Think of 3 things at work for which you are grateful.
Answer the following:*Who did something that
moved your forward?*Who made your work a
little easier?*Who lightened your load
for a while so you could focus?
*Who protected you?*Who makes it possible for
you to do what you do?*Who spoke up for you?*Who trusted you?
*Who nudged you?*Who expected more of you
than you expected of yourself?
*Who served you cheerfully?
*Who included you?*Who let you know they
value your work?*Who did you take for
granted that deserves your thanks?
NOW, in each case, who needs to know that you appreciate these things?
*Who nudged you?*Who expected more of you
than you expected of yourself?
*Who served you cheerfully?
*Who included you?*Who let you know they
value your work?*Who did you take for
granted that deserves your thanks?
NOW, in each case, who needs to know that you appreciate these things?
61(1)
“We have to encourage the future we want rather than trying to prevent the future we fear.” Bill Joy, founder Sun Microsystems
Leadership Approach 5: Positive Meaning - What you focus on is what you get - Develop future orientation & focus on strengths & assets vs. deficits
62(1)
How to encourage conversations
How to encourage conversations
Share important, relevant information build trust and meaning
Engage in dialogue processes
Ask questions about what we see or sense
Use storytelling
Use Open Space: explore people’s interests in a topic
Use Future Search: find out what is important to people
Use Appreciative Inquiry: open up conversation in positive ways
Use Susan Scott’ Fierce Conversations: for ‘hard conversations’
Use Glenda Eoyang’s ‘exploring difference to make a difference’Keep the conversations open, flowing and authentic – through documenting Knowles. World Business Academy Transformation. Aug. 10, 2006.
Share important, relevant information build trust and meaning
Engage in dialogue processes
Ask questions about what we see or sense
Use storytelling
Use Open Space: explore people’s interests in a topic
Use Future Search: find out what is important to people
Use Appreciative Inquiry: open up conversation in positive ways
Use Susan Scott’ Fierce Conversations: for ‘hard conversations’
Use Glenda Eoyang’s ‘exploring difference to make a difference’Keep the conversations open, flowing and authentic – through documenting Knowles. World Business Academy Transformation. Aug. 10, 2006.
Useful Methods for all the Leadership Approaches
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Positive Leadership: Positive Deviance Approach
Positive Leadership: Positive Deviance Approach
use when want to change BEHAVIOR vs. generate common ideafind example right in community, same resources & obstaclescommunity finds examples, NOT expert (though can facilitate)build in PRACTICEthen have quiet period check behavior modified? If not, design more practice
use when want to change BEHAVIOR vs. generate common ideafind example right in community, same resources & obstaclescommunity finds examples, NOT expert (though can facilitate)build in PRACTICEthen have quiet period check behavior modified? If not, design more practice
64(1)
Why people follow:Why people follow:
Strengths-based Leadership
Strengths-based Leadership
TrustTrustHonestyIntegrityRespect
HonestyIntegrityRespect
Compassion
CompassionFriendship Happiness Love
Friendship Happiness Love
StabilityStabilitySecurityStrengthSupportPeace
SecurityStrengthSupportPeace
Hope Hope DirectionFaithGuidance
DirectionFaithGuidance
Rath & Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008.
Also Also Rule Rule of 4!of 4!
65(1)
What did we learn today?What did we learn today?
Executing Relationship
building
Executing Relationship
buildingInfluencingStrategic
thinking
InfluencingStrategic
thinking
Executing Relationship
building
Executing Relationship
buildingInfluencingStrategic thinking
InfluencingStrategic thinking
Positive Positive meaninmeanin
gg
PositivPositive e
climateclimate
Positive Positive relationshiprelationship
ss
Positive Positive communicatiocommunicatio
nn
Trust Trust
Stability Stability HopeHope
CompassionCompassion
Approach 2 Positive
Communication- reframe
Approach 3 Positive
meaning – appreciative
inquiryApproac
h 1 versatility
Approach 4Positive
relationships – see, track, fan
Approach 6 Positive Climate
Foster Gratitude - Appreciate Each
Other!
Approach 5 Positive Meaning
What you focus on becomes your reality
66(1)
What strong teams have in common:
Conflict doesn’t destroy – focus on results
Prioritize what’s best – move forward
As committed to personal life as work
Embrace diversity
Are magnets for talent
What strong teams have in common:
Conflict doesn’t destroy – focus on results
Prioritize what’s best – move forward
As committed to personal life as work
Embrace diversity
Are magnets for talent
Strengths based Leadership Research
Strengths based Leadership Research
Rath & Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008.
67(1)
Four distinct domains of strength:Four distinct domains of strength:
Strengths-based Leadership
Strengths-based Leadership
AnalyticalAnalyticalContextContextFuturisticFuturisticIdeationIdeationInputInputIntellection Intellection LearnerLearnerStrategic Strategic Strategic
thinkingStrategic thinking
InfluencingInfluencing
ActivatorActivatorCommandCommandCommunicatiCommunicationonCompetitionCompetitionMaximiserMaximiserSelf-Self-assuranceassuranceSingnificanceSingnificanceWoo Woo
AchieverAchieverArrangerArrangerBeliefBeliefConsistencyConsistencyDeliberativeDeliberativeDisciplineDisciplineFocusFocusResponsibiliResponsibilitytyRestorativeRestorative
ExecutingExecuting
Relationship buildingRelationship building
AdaptibilityAdaptibilityDeveloperDeveloperConnectednesConnectednesssEmpathyEmpathyHarmonyHarmonyIncluderIncluderIndividualisatiIndividualisationonPositivityPositivityRelatorRelator
Executing
Influencing
Relationship building
Strategic thinking
Executing
Influencing
Relationship building
Strategic thinkingRath & Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP
Press, NY, 2008.
68(1)
Appreciative Inquiry
Appreciative Inquiry
See/envision What Might BeTrack: Appreciate & value best of What IsFan: Dialogue What Should BeFan: Innovate What Will BeAssume mystery to be discoveredFront Door: What is it we ultimately want?Possibility & Health Thinking
See/envision What Might BeTrack: Appreciate & value best of What IsFan: Dialogue What Should BeFan: Innovate What Will BeAssume mystery to be discoveredFront Door: What is it we ultimately want?Possibility & Health Thinking
“Felt need” & problem identificationAnalysis: causesAnalysis: possible solutionsAction planningAssume: problem to be solvedBack Door: What’s in the way of what we want?Deficit & Disease Thinking
“Felt need” & problem identificationAnalysis: causesAnalysis: possible solutionsAction planningAssume: problem to be solvedBack Door: What’s in the way of what we want?Deficit & Disease Thinking
Problem Solving
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When I dream alone, it is just a dream
When we dream together, it is the beginning of reality
When we work together, following our dream, it is the
creation of heaven on earth. (adapted Brazilian Proverb)
70(1)
“Agbajo owo l’o ngbe eru d’ori”
“The coming together of hands makes easier the lifting of the load, onto the head”
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“relationships among leaders across normal boundaries might be the most crucial ingredient to major change.” Hal Hamilton, Sustainable Food Lab, quoted in Reflections 2006;7:6
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Journey in Company of Others
“Moving into new territory, doing work that seems unconventional and perhaps even foolish to some, requires
companions!” Bob Stiger, Enspirited Leadership
“Success in life lies in relationships.” Cire Kane, Senegal
73(1)
Capacity of a Community of Positive,
Appreciative Strengths-based Leaders!
Capacity of a Community of Positive,
Appreciative Strengths-based Leaders!“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead
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Western & Eastern Differences in Viewing the World
Western & Eastern Differences in Viewing the World
Western - dissect to study contents & structure
Western - dissect to study contents & structure
Eastern - contemplate in natural environment
Eastern - contemplate in natural environment