Mod 8 integration nt

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

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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

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OR

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EH

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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

ent

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

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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