Leadership Development BA 521 Sully Taylor

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Leadership DevelopmentBA 521 Sully Taylor

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Why is leadership development important?

• World has changed flatter organizations, more
  interdependencies (across the company and
  between), more need for collaborative innovation.
• Talent crunch so maximizing peoples potential
  is crucial.
• Lack of leadership skills, not technical skills,
  greatest derailer of executive careers.

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Lack of EQ is a key reason why executives derail

• Four key derailers
• Problems with interpersonal relationships
• Failure to meet business objectives
• Failure to build and lead a team
• Inability to change or adapt during a transition
• Center for Creative Leadership, Van Velsor
  and Leslie, 1995

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Agenda

• Introductions
• Our Leadership Approach
• Course logistics
• Definition of Emotional Intelligence (EQ)
• Connections between EQ and leadership
• Four aspects of Leadership (4 Ps)
• The First P Purpose
• Helping John find his purpose.

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12 minutes

• Introduce yourself to someone you dont know
  well.
• Find out their name
• Find out where they are from, and where/what
  studied
• Find out why they are getting an MBA
• Find out what they learned about themselves from
  their team experience last term OR what is the
  most salient characteristic of their best boss
  ever.
• Find out something about them that few people
  know
• And remember what you learn!

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Course Logistics

• Structure, class meetings, and deliverables
• Assessments
• 360 (Polaris) or Hogan complete as soon as
  possible!
• MBTI (complete by Monday January 16th, 800 a.m.)
• TKI Conflict Survey (complete by Monday, January
  16th, 800 a.m.)
• IES (complete by Monday, January 23rd, 800 a.m.)

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360 or Hogan?

• Yes on 360 if
• You had a boss, direct reports (preferable, not
  essential) and enough peers (more than 3) in
  present/recent job who can answer the questions
  about you. Some peers could be clients or
  vendors.
• Must be within last six months, and with whom you
  worked for at least 6 months.
• Provide Crystal Respondent names contact info
  by 1/20.
• If you dont have this, then a Hogan will replace
  it.

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This course is about personal leadership
development, not leadership theory

• There are many models and theories of leadership
• Traits
• Behaviors
• Contingency (e.g., LMX)
• Inspirational/Neocharismatic
• Charismastic leadership
• Transactional vs. Transformational
• Positive Value-based Authentic Leadership
• See Afsaneh Nahavandi, The Art and Science of
  Leadership, on reserve

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Many Leadership Frameworks e.g. Balaji
Krishnamurthy, Noel Tichy, Steve Farber, and Jim
Kouzes

• Commonalities
• Energy, Risk taking, Involvement, Emotional
  Commitment, Vision

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Our Definition of Leadership

• Effective leaders believe they are shaping the
  future and act in ways that model this belief.
  They think with the future in mind and act with
  strategic intent. Risk-taking is embraced and
  failure accepted as a necessary part of learning
  and growth. Effective leaders also act with
  diplomacy, demonstrating the willingness to
  change their own behavior in order to remain
  viable and achieve their purpose(s) within the
  larger system. Conflict is understood as a
  window into the leaders own personal development
  and is viewed as an essential part of team
  management. Ultimately, leadership is defined as
  bearing accountability for expanding scope of
  consciousness.

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Four key components

• Consciousness
• Authenticity
• Service
• Empowerment

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Consciousness

• Leaders who exhibit high levels of consciousness
  (external awareness, self-knowledge, emotional
  intelligence) seem to be wired with certain
  characteristics
• Curiosity
• Commitment
• Clarity
• Calm
• Concentration
• Choice Which is a
  strength for you?

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Authenticity

• Leaders who are committed to expanding scope of
  consciousness, exhibit high levels of
  authenticity . . .
• they see things as they are, rather than as they
  wish them to be
• they accept what is and work from there
• they use their whole selves to deal with whole
  systems
• Why do people NOT see things as they are?

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Service

• Authentic leaders who are committed to expanding
  scope of consciousness choose to be of service to
  others . . .
• they see interdependencies and connections, and
  seek to honor them
• they recognize the legitimate needs of the larger
  system as well as its component parts

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Empowerment

• Authentic servant leaders value the consciousness
  and empowerment of others . . .
• they are players, not victims, and they
  consistently model this choice
• they are generators of leadership, not merely
  consumers

Choice choosing how to be, and empowering
others to do the same
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All Leaders Need a Platform of Beliefs

• Carolyns
• Personal responsibility
• Economic empowerment
• Social equality
• Environmental stewardship
• Sullys
• Personal responsibility
• Enhancing learning
• Sustainability (social, economic and
  environmental)
• Fairness

Can People Intuit my Beliefs from my Behaviors?
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On the other hand . . .

• What about leadership pitfalls?
• -Desire/Greed
• -Fear/Aversion
• -Restlessness/Lack of Focus
• -Laziness/Burn-out
• -Doubt

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Important Guiding Thoughtswith thanks to
Angeles Arrien

• Show up (with all of yourself)
• Pay attention (to what has heart and meaning)
• Tell the truth (without judgment or blame)
• Stay open (not attached) to outcomes

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The Connection Between Leadership and Emotional
Intelligence

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What is Emotional Intelligence?

• the ability to monitor ones own and others
  feelings and emotions, to discriminate among
  them, and to use this information to guide
  thinking and action
• -- Mayer Salovey

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Emotionally Intelligent Leadership (Resonant
Leadership)

• Views Leadership as Being in addition to
  Doing the How not the What!
• Measures Leadership in terms of recovery rate
• Builds Leadership intentionally rather than
  accidentally
• Focuses on components of Leadership (Four Ps)
  that are derived from EQ

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• The complex interdependencies that require a
  systems thinking approach make it as necessary
  for leaders to be able to see as to do, which
  goes against the action (doing) orientation in
  Western cultures (Hall, 1959). The ability of a
  leader to ask why should I do something is, in
  a sustainable world, more important than asking
  what should I be doing because it acknowledges
  the future rather than just the present (Posner,
  2008).

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Components of Emotional Intelligence
Self
Others
Self-Awareness/ Assessment
Social Awareness/Empathy
Awareness
Relationship-Building/Teamwork
Self-Control/Adaptability
Management
Source Daniel Goleman, Primal Leadership and
other materials
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Emotional Intelligence Leadership

• Purpose
• Presence
• Practice
• Partners

• Self-Awareness
• Social Awareness
• Self Management
• Relationship Management

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Purpose

• What is my purpose? For the sake of what?
• Who am I when I show up as my best self?
• Am I the subject of my own desires or the object
  of others?

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In pairs, 10 minutes

• Which alternative best suits Johns purpose?
• Why?
• What IS Johns purpose?
• Why are his friends recommending such different
  things?
• Why do you think John is so confused?

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What if.

• Johns describes his purpose as my life is about
  having the greatest impact on alleviating
  suffering, especially that which is
  health-related.
• John describes his purpose as my life is about
  having a significant impact on alleviating
  health-related suffering, contributing to the
  health of my society, and nurturing a healthy
  family.

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• Celtic Tiger download and finish reading See
  all the advice in Harvard Business Review, Nov.
  2005, Commentary to the case Celtic Tiger. You
  can find through PSU library.

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• See all the advice in Harvard Business Review,
  Nov. 2005, Commentary to the case Celtic Tiger.
  You can find through PSU library.

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(No Transcript)
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Can think of three general levels of purpose..

• Purposeful Self
• Purposeful Calling
• Purposeful Endeavor

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Purposeful Self

• Who do you want to be? How do you want to show
  up during each moment in life? How do you want
  others to experience you? Who would you be as
  your best rendition of yourself?
• I want to be a person whofor the sake of
• From Spark, 10 secrets to living a life you love,
  by Doug Mendenhall.

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Purposeful Self.some guides

• After a long weekend with the most special person
  in my life, how would I want them to describe how
  they felt being with me?
• What experience do you leave people with after
  spending time with you?
• My best qualities are.
• I shine when..
• I am most myself when..

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Purposeful Calling

• What is your mission? How do you want to change
  the world or interact with your neighborhood,
  city, country? When you are being who you want
  to be, what are you committed to in life? What
  will you cause in the world? What problems are
  worth committing your life to solving?

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Purposeful Calling.an exercise

• I excel at.
• The activities I love now are..
• I am repeatedly drawn to.
• If I knew this was my last five years on earth,
  what would I want to do?
• Remove all barriers.e.g., what would you do if
  only you were (younger, had more time, had more
  money, were not afraid of rejection or failure,
  etc.).

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Purposeful Endeavor(s)

• What is going to be your work? What groups are
  you going to join? What will be your day job(s)?

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Purposeful Endeavor(s) an exercise

• Create a list of all the endeavors or lines of
  work you could pursue that would fit your
  Purposeful Calling. Enlist friends and family to
  help.
• How does your current line of work fit your
  calling? Could it be a good fit if you
  approached it differently?

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Purposi A Cascade of Purposes

• Overarching purpose
• Purposeful Calling/Vocation/Profession
• Purposeful Job/Position
• Purposeful Work
• Purposeful Project
• Purposeful Meeting

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Presence

• How do others experience me?
• Is my presence consistent with my purpose, my
  game?
• What is my personal brand?
• relevant?
• unique?
• consistent?

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Practice

• What gaps currently exist between my purpose and
  my presence?
• What behaviors do I need to practice in order to
  develop the presence that will facilitate my
  purpose?
• What commitments am I willing to make on a daily,
  weekly, monthly basis?
• Remember, practice does not make perfect, it
  makes permanent.

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Partners

• Who will I rely on to hold and tend my dreams, to
  get behind me and move me toward my purpose?
• Am I willing to practice vulnerability in order
  to share and pursue my dreams?
• Where do I need to emotionally detach and let go?

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Partners for Peer Coaching

• Begin to think about who you would like to pair
  with for peer coaching assignments.
• Should be someone who
• Is not on your marketing team
• Is (preferably) significantly different from you
  industry, personality, nationality, gender etc.

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Principles of Partnering

• Be a person who sees others, who grasps who they
  are and what is important to them Who gets
  behind them and moves them ahead in their world.
• Be a person who puts your projects out to others,
  lets them know who you are and what is important
  to you And allows them to get behind you and
  move you ahead in your world.
• Barry Oshry

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Final Questions

• For the sake of what? What is my purpose?
• Zoom in and zoom out
• How do others experience me? What is my
  presence?
• Pay attention be a player not a victim
• Is it working? Is my practice yielding results?
• Make choices and own them, each moment
• Where do I get support? Do I have appropriate
  partners?
• Expect reciprocity