Transcript
Effective Leadership
Integration of
Concepts
Primal Leadership = Empathy = Resonance = Emotional Intelligence
HA-HA-HA-AHA-HA-HA-AHA-AHA-AHA-HAH-HAH-HAH!!!(shared laughter is the fastest path to resonance)
…uncovering the truth and an organization’s reality is the leader’s primal task…identifying the emotional reality and the norms of an organization begins the process for change. – Goleman, Boyatzis & McKee
What are you aware of?
SELF AWARENESS Emotional Self-Awareness Accurate Self-Assessment Self-Confidence
SOCIAL AWARENESS Empathy Organizational Awareness Developing others Diversity
SELF MANAGEMENT Self-control Adaptability Trustworthiness Innovation
RELATIONSHIP MANAGEMENT Leadership Influence Change Catalyst Communication Team building
PERSONAL COMPETENCE (Internal)
How are you managing yourself and relationships?
Em
otio
nal I
ntel
ligen
ceSOCIAL COMPETENCE (External)
Are you assessing how to work with others more effectively?
D.i.S.C.EQSituational LeadershipInfluence StrategiesPersonal RelationshipsMy Ideal Self
• Achiever• Agent• Appraiser• Counselor• Creative• Developer• Inspirational• Investigator• Objective Thinker• Perfectionist• Persuader• Practitioner• Promoter• Result-Oriented• Specialist
S1
SU
PP
OR
TIV
E B
EH
AV
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DIRECTIVE BEHAVIORlow
high
high
- High Task Directive- High Relationship Supportive Behavior
S2
- Low Task Directive- High Supportive Relationship Behavior
S3
S4
- High Task Directive- Low Supportive Relationship Behavior
- Low Task Directive- Low Supportive Relationship Behavior
FOLLOWER DEVELOPMENT READINESS
D4 D3 D2 D1
Situ
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How is your diagnostic skill of other’s confidence and competence?
Situational Leadership Behaviors
S3/D3“SUPPORTING”
Let’s discuss, we decide
S2/D2“COACHING”
Let’s discuss, I decide
S4/D4“DELEGATING”
Let’s discuss, you decide
S1/D1“DIRECTING”
You listen, I decide
High
Hig
hLo
w
LowCompetence
Com
mitm
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High
Hig
hLo
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Low Directive Behavior
Sup
port
ive
Beh
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Primal Leadership Styles
Visionary (S4 Situational Leadership)Coaching (S2)Affiliative (S3Democratic (S3)Pacesetting (S2)Commanding (S1)
Coaching Conversation Model
EstablishFocus
Step 1
DiscoverPossibilities
Step 2
Plan theAction
Step 3
RemoveBarriers
Step 4
Recap
Step 5CURRENT
REALITY
COACHEE
GOALS
Coaching Skills Contextual Listening®
Discovery Questioning®
Messaging Acknowledging and
Celebrating
The Coaching Conversation Model® is a registered copyright of Coach Works International, Dallas, TX USA and is used by CCUI with permission.
Coaching Through the Gap
What Influence Strategies work for each level?
Superiors Peers Subordinates
Empowerment Empowerment Empowerment
Interper Awaren Interp Awaren Interp Awaren
Bargaining Bargaining Bargaining
Relationship Bldg Relationship Bldg Relationship Bldg
Org Awareness Org Awareness Org Awareness
Common Vision Common Vision Common Vision
Impact Mgmt Impact Mgmt Impact Mgmt
Logica Persuasion
Logica Persuasion
Logica Persuasion
Coercion Coercion Coercion
How transparent are you?
OPEN ARENA
BLIND SPOT
FACADE UNKNOWN
Known to Others
Not known to Others
Known to Self Not known to selfE
xp
os
ure
Feedback
Johari Window – Personal Relationships
Feedback is the breakfast of leaders!
•Humor•Esteem•Listen•Praise
Give and receive with grace and compassion
Huh ?
Acknowledge Start here
Explore 90% of time
Respond if necessary
Your brain’s neural pathways and connections change with mindfulness and practice – think, feel, and act on purpose!
Neuroplasticity
• Align the visions of My Ideal Self with the shared vision of My Ideal CompanyUse Dynamic Inquiry - by McMillen & McKee – to uncover the company’s emotional reality.• This leads to the creation of a shared language about My Ideal Company:
• What people care about• What helps them succeed• What gets in the way
Creating & Sharing the Vision of My Ideal Company
Who are you being? What are you doing?
Be the change you wish to see in the world - Mahatma Ghandi
Go with attunement, not just alignment – it moves people emotionally as well as intellectuallyAttunement is managing attention through the vision - Warren Bennis
The Journey continues…name 25 ways you will be in the company – ala Keki Dadiseth & Hindustan Lever
Affiliative + Democratic Leadership styleOpen door policyListen 100%Break down hierarchyEat with everyone in the cafeteriaKnow and care about employee family membersAcknowledge and praiseCoach others for solutions they ownEncourage initiative at every levelBe accountable
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