LEADERSHIP MIND AND HEART

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LEADERSHIP MIND AND HEART

• Damon Burton
• University of Idaho

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WARREN BENNIS QUOTE

• Theres no difference between being a really
  effective leader and becoming a fully integrated
  person.

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CAPACITY VERSUS COMPETENCE

• Competence is your knowledge, skills and
  abilities which is limited and quantifiable.
• Capacity is the potential each of us has to be
  more than we are now and is unlimited.
• Being a whole person means operating from mind,
  heart, spirit and body.

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• What are mental models?

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MENTAL MODELS

• Mental Models are theories people hold about
  specific systems in the world and their expected
  behavior.
• Systems are a set of elements that interact to
  form a whole and produce a specified outcome.
• Systems include an organization, a football team,
  a pledge class or the claims process for an
  insurance company.

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MENTAL MODELS - 2

• Leaders use many mental models that govern how
  they interpret experiences and how they act in
  response to people and situations.
• For example, one mental model about what makes
  an effective team is that members share a sense
  of team ownership and feel that they have
  authority and responsibility for team actions and
  outcomes.
• A conflicting model would be that every team
  needs a strong leader to take control and make
  the decisions.

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GOOGLE LEADERS MENTAL MODEL

• Stay uncomfortable,
• Let failure coexist with triumph,
• Use a little less management than you need,
• Defy convention,
• Move fast and figure things out as you go.

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ASSUMPTIONS

• Assumptions play an important role in shaping
  mental models.
• Theory X versus Theory Y are based on very
  different assumptions.
• Leaders make assumptions about events, situations
  and people.
• Assumptions are accepted as the truth which can
  be dangerous if faulty.
• Pets.com assumed people would start buying most
  pet food on-line.

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YAHOO

• Yahoo was started in 1994 by 2 engineers while
  they were still grad students at Stanford.
• When the dot.com bubble burst in the late 90s,
  Yahoo changed CEOs, and Terry Semel based his
  leadership on the assumption that Yahoo was a
  21st century entertainment and media company, not
  a technology company.
• Yahoo was reorganized to entertain and inform
  people in a new way, emphasizing ease of use.
• Yahoo increased profits by 300 million in 18
  months and by 2005 had earned 1.2 billion.

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LESSONS LEARNED

• Yahoos numbers have slipped a bit as competition
  has increased.
• They may need to shift some assumptions to define
  priorities, bring focus, and keep the company
  strong in a changing world.
• Assumptions work in some situations and are
  detrimental in others.
• Leaders must regard their assumptions as
  temporary ideas rather than fixed truths.
• Leaders must constantly question whether
  long-help assumptions fit the current reality.

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CHANGING MENTAL MODELS

• A Harvard study of the top 100 business leaders
  of the 20th century found they shared contextual
  intelligence, or the ability to sense the
  social, political, technological and economic
  context of the times and adopt a mental model
  that helped their organizations best respond.
• We are in volatile times. In 1985, 35 of
  companies were rated high risk by Standard Poor
  while 41 were low risk. In 2006, 73 were high
  risk and only 13 low risk.
• The forecast for companies is continued chaos
  with a chance of disaster.

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CHANGING MENTAL MODELS - 2

• A Leaders cannot afford to become prisoners to
  their own assumptions and mindsets.
• Lewandowsky (2005) surveyed people in the U.S.,
  Germany, and Australia about the U.S. invasion of
  Iraq and found people believed facts that were
  consistent with their mindsets.
• Leaders must constantly question their mindsets
  and learn from others.
• When Swedish furniture maker Ikea opened stores
  in the U.S., they found they had to take an
  American rather than a Swedish mindset to be
  successful.

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CHANGING MINDS

• According to psychologist Howard Gardner, after
  age 10 people tend to retreat to old ideas rather
  than opening new possibilities.
• Changing mindsets requires developing specific
  skills, including
• Take your time and approach change from many
  vantage points.
• Dont rely on reason alone touch peoples
  emotions (e.g., stories, events, or imagery).
• Dont underestimate how powerful resistance can
  be.

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• What characteristics are needed to create new
  mental models?

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NEW MENTAL MODELS

• independent thinking,
• open-mindedness,
• systems thinking, and
• personal mastery.

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INDEPENDENT THINKING

• Independent thinking means questioning
  assumptions and interpreting data and events
  according to ones own beliefs, ideas and
  thinking, not according to pre-established rules,
  routines and categories defined by others.
• Good leadership is not about following the rules
  of others, but standing up for what you believe
  is best for the organization.
• Mindfulness is continuously reevaluating
  previously learned ways of doing things in the
  context of evolving information and shifting
  circumstances.

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INDEPENDENT THINKING

• Leaders must employ critical thinking and explore
  things from all angles and integrate available
  information into possible solutions.
• They question all assumptions, vigorously seek
  divergent opinions and give balanced
  consideration to all alternatives.
• According to Bass (1985), leaders must provide
  intellectual stimulation to arouse followers
  imaginations and stimulate their ability to
  identify and solve problems creatively.

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OPEN-MINDEDNESS

• Open-mindedness is looking at things in a new
  way.
• Leaders must think critically, explore things
  from all angles and integrate available
  information into possible solutions.
• Learned helplessness is the belief that we
  cannot control the course of negative events.
  Once established it is hard to change.
• Being critical, questioning the status quo and
  thinking for yourself is essential.

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SYSTEMS THINKING

• Systems Thinking -- is the ability to see the
  synergy of the whole rather than just the
  separate elements of the system and learn to
  reinforce or the whole system patterns.
• Solving problems by breaking the system into
  parts and then changing one part doesnt
  guarantee a better working system.
• Relationships between parts form a complete
  system. Leaders must look for patterns over
  time and focus on the rhythm, flow, direction,
  shape and networks of relationships that make up
  the system.

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SYSTEMS THINKING - 2

• Systems are complex so leaders must understand
  the big picture using a wide angle rather than
  telephoto lens.
• Peter Senge talks about circles of causality
  rather than linear relationships. Changes in one
  circle impact other circles.
• The system must be tweaked based on feedback
  about how the entire system is functioning.
  Without understanding the system, changing parts
  may hurt overall performance.

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CIRCLES OF CAUSALITY
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• What is personal mastery?

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PERSONAL MASTERY

• Personal Mastery describes the discipline of
  personal growth and learning that facilitates
  leadership and achieving desired results.
• Personal Mastery embodies 3 qualities
• personal vision,
• facing reality
• holding creative tension.

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PERSONAL VISION

• Personal Vision knowing and clarifying what is
  important.
• Leaders focus on the end result that motivates
  them and their organization.
• They have a clear vision of a desired future, and
  their purpose for achieving it.
• Leaders continually focus and define what they
  want as their desired future and vision.

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FACING REALITY

• Facing Reality means commitment to the truth.
• Leaders committed to the truth will overcome
  denial in themselves and others.
• Their efforts will enhance self-awareness and
  deal with reality in order to achieve their
  goals.

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HOLDING CREATIVE TENSION

• Holding Creative Tension the gap between vision
  and current reality can be a source of creative
  energy.
• Resolve tension by letting the vision pull the
  reality toward it.
• Settling for less reduces the tension but
  engenders mediocrity.
• Progress is closing the gap between your vision
  and reality.

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• What is Emotional Intelligence (EQ)?

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EMOTIONAL INTELLIGENCE (EQ)

• Emotional Intelligence persons ability to
  perceive, identify, understand and successfully
  manage emotions in self and others.
• EQ is the ability to effectively manage ourselves
  and our relationships.
• Leaders must learn how to understand and manage
  emotions in themselves and others.

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WHAT ARE EMOTIONS?

• Emotions are transitory feelings or affective
  reactions that influence our behavior.
• Researchers have defined 8 categories of
  emotions, including anger, sadness, fear,
  enjoyment, love, surprise, disgust and shame.
• A recent survey showed that leaders have a great
  influence on whether employees have positive or
  negative feelings about work.

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FAMILIES OF EMOTIONS
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• What are the components of EQ?

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COMPONENTS OF EMOTIONAL INTELLIGENCE

• self-awareness,
• self-management,
• social awareness, and
• relationship management.

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EMOTIONAL INTELLIGENCE MODEL
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SELF-AWARENESS

• Self-Awareness the ability to recognize and
  understand your own emotions and how they affect
  your life and work.
• Aware leaders learn to trust their gut feelings
  because those feelings provide useful info when
  making tough decisions.
• When answers are not available from other
  sources, leaders have to rely on their own
  feelings.
• Self-awareness includes accurately assessing
  personal strengths and weaknesses along with a
  healthy sense of confidence.

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SELF-MANAGEMENT

• Self-Management the ability to control
  disruptive, unproductive or harmful emotions.
• Research confirms that children who were able to
  and not able to resist temptation to eat a
  marshmallow immediately were looked at 20 years
  later.
• Resisters were able to handle stress better and
  embrace difficult challenges.
• They were also more confident, trustworthy,
  dependable and tenacious at pursuing their goals.

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SELF-MANAGEMENT - 2

• Leaders learn to balance their emotions so they
  dont get in the way.
• Managing emotions means understanding them and
  using that knowledge to deal with situations
  productively.
• Other characteristics of SM include
• Trustworthiness consistently displaying honesty
  and integrity,
• Conscientiousness managing and honoring your
  responsibilities,
• Adaptability the ability to adjust to changing
  situations and overcome obstacles.

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SOCIAL AWARENESS

• Social Awareness the ability to understand
  others.
• Socially aware leaders have empathy.
• Professional intimacy displaying compassion
  and concern for others without become so wrapped
  up in their emotions that it clouds judgment.
• Organizational Awareness the ability to
  navigate organizational life, build networks and
  effectively use political behavior to accomplish
  positive results.
• Service orientation ability to recognize and
  serve the needs of followers.

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RELATIONSHIP MANAGEMENT

• Relationship Management the ability to connect
  with others and build positive relationships.
• Leaders with high EQ treat others with
  compassion, sensitivity and kindness.
• RM involves developing others, inspiring them
  with a powerful vision, learning to listen and
  communicate clearly and convincingly, and using
  emotional understanding to influence others
  positively.
• Todays leadership paradigm requires great
  relationship management skills.

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EMOTIONALLY COMPETENT LEADERS

• EQ is strongly related to higher order
  leadership styles because they understand and
  control their own emotions and work to have
  empathy for followers and develop positive
  relationships with them.
• Emotional Contagion means that leaders who are
  able to maintain balance and keep themselves
  motivated are positive role models to help
  motivate and inspire those around them.
• Teams have greater energy when the coach is
  optimistic and composed.

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EQ AND MONEY
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EMOTIONALLY COMPETENT TEAMS

• EQ is also a team competency that include
• Creating a strong group identity,
• Building trust among members,
• Instilling a belief among members that they can
  be effective and that the team will succeed.
• Leaders must explore unhealthy team norms, bring
  the emotions to the surface, and understand how
  they impact team performance.

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• Is it better to lead with love or fear?

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LEADING WITH LOVE NOT FEAR

• Love for leaders means genuinely caring for
  others and sharing ones knowledge, understanding
  and compassion to enable others to grow and
  succeed.
• Fear is a powerful motivator.
• With success dependent on knowledge, mindpower,
  commitment and enthusiasm, fear-based teams lose
  their best people to more positive organizations.
• Fear promotes avoidance behavior, inhibiting
  growth, change and innovation.

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LEADING WITH LOVE NOT FEAR

• Love attracts people to teams, encourages them
  to take risks, learn, grow and move the
  organization forward.
• Showing respect and trust enables people to
  perform better, and they feel more emotionally
  connected work so their lives are richer and more
  balanced.
• Fear may fuel high productivity, but the cost is
  destroying peoples spirit.

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FEAR IN ORGANIZATIONS

• Fear weakens trust and communication.
• 70 of workers bit their tongue at work for fear
  of repercussions.
• Fear destroys the opportunity for feedback,
  blinding leaders to reality and denying them the
  chance to correct the problem.

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LEADER RELATIONSHIPS

• Reporting problems are difficult in fear-based
  organizations.
• When leaders operate based on fear, they create
  fear in others.
• Even tough leaders can also lead thru love. GE
  CEO told a top subordinate who had a bad year, I
  love you and I know you can do better.
• Love as motivation enables people to feel alive,
  connected, energized and in love with life and
  work.

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FOLLOWERS REPONSE TO LOVE

• Hear and understand me.
• Even if you disagree with me, please dont make
  me wrong.
• Acknowledge the greatness within me.
• Remember to look for my loving intentions.
• Tell me the truth with compassion.

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• The End