Daniel J Pesut PhD RN PMHCNS-BC FAAN Professor of Nursing & Faculty Fellow Indiana University School of Nursing Indianapolis, Indiana 46204 [email protected]Values and Strengths Assessment* * The First In a Four Part Leadership Development Series Sponsored by IUPUI Office of Faculty Appointment and Advancement http://academicaffairs.iupui.edu/faculty- advancement/leadership-development/
Values and Strengths Assessment*. Daniel J Pesut PhD RN PMHCNS-BC FAAN Professor of Nursing & Faculty Fellow Indiana University School of Nursing Indianapolis, Indiana 46204 [email protected]. - PowerPoint PPT Presentation
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Daniel J Pesut PhD RN PMHCNS-BC FAANProfessor of Nursing & Faculty FellowIndiana University School of Nursing
* The First In a Four Part Leadership Development Series Sponsored by IUPUI Office of Faculty Appointment and Advancement http://academicaffairs.iupui.edu/faculty-advancement/leadership-development/
Impromptu, Speed NetworkingPower of loose connections,
small things can make a big difference
What is your biggest challenge right now?
What do you hope to get from
and contribute to the workshop?
Find a partner…3-5 minutes sharing… Then find another partner… then find another.
Why start this way?
• Liberate energy• Invites deeper engagement with
a provocative or profound question
• Repeat and deepen stories• Listening and connecting• Power of loose connections• Little things can make a big
difference
Organizing Models & Shifts
1. Efficient Hierarchy,Closed SystemOne To Many
2. Hub & Spoke Network
Many To One
3. Open Platform, Core-Periphery
NetworkMany To Many
Keith McCandlessSocial Invention Grouphttp://socialinvention.net/default.aspx
The Transformation Will Not Be Televised
Liberating Structures Some examples of an expanding, adaptable mash-up of open source methods
1. Appreciative Interviews2. Agreement / Uncertainty Matrix3. Creative Destruction via TRIZ4. Wicked Questions5. Min Specs6. Chunking via Rapid Prototyping7. Improv8. 15% Solutions9. Open Space Technology 10. Ecocycle Sifting & Gathering11. Panarchy: Cross-Scale Change12. Conversation Café Dialogue13. Discovery & Action Dialogue14. Wise Crowds Group
One on one coaching to launch immediate use in local context
• Discuss a strengths and values approach to leadership development
• Discuss the differences between identity, and reputation through understanding the inside, bright side and dark side of leadership.
• Examine the role of emotional intelligence as it relates to leadership success.
• Discuss cycles of change and renewal that foster insight, and action for professional development.
Leadership Development Series
Normal State• Self-Focused – Ego
Driven, my interests ahead of collective interests or relationships
• Internally Closed I stay in my comfort zone denying external signals for change
• Externally Directed I define myself by how I think I am seen and how well I obtain external resources
• Comfort-Centered I tend to engage in problem solving activities and live in a reactive state
Quinn, Robert. (2004) Building the bridge as you walk on it San Francisco: Jossey Bass.
Leadership State• Other Focused – I am
transcending my ego and putting the common good first; enriching connectivity in networks
• Externally- Open I move outside my comfort zone, experiment and reach higher levels of discovery, competence and vision
• Internally Directed I examine my hypocrisy and close gaps between values and behavior
• Purpose- Centered I clarify what result I want to achieve; commit, engage and hold a standard as I pursue meaning.
Quinn, Robert (2004) Building the bridge as you walk on it San Francisco: Jossey Bass.
• Imposters – Lack self- awareness and self-esteem
• Rationalizers – Deviate from their values
• Glory Seekers– Motivated by seeking world’s acclaim
• Loners– Fail to build personal support structures
• Shooting Stars– Lack grounding of an integrated life
Why Leaders Fail
George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY
Emotional Intelligence
• “The ability to sense, understand and effectively apply the power and acumen of emotions as a source of human energy, information, connection and influence”
Cooper, Robert & Sawaf, Ayman (1997). Executive EQ: EmotionalIntelligence in Leadership and Organizations,Grosset Putnam, NY
Vulnerable but Hopeful(high in resonance low in recognition)
Wise ( But not Delusional)(high in renewal and high in reality)
Foolish and Despairing(low in resilience and low in recognition)
Cynical and Angry(high in reality and low in relationship)
Coaching for Renewal Assessment Perspectives
Low High Insight and Analysis
Reeves, Douglas & Allison, Elle (2010). Renewal Coaching Workbook, Jossey Bass, San Francisco, CA.
Renewal and Patterns of Change
New Goals & Purpose
Training & Relearning
UptimeUptime
DowntimeDowntime
Dreams & Plans
Accomplishments
The PredictableCycle of Renewal
• Discuss a strengths, values, and development approach to understanding leadership and followership.
• Discuss the Appreciation, Influence Control (AIC) dynamic as it relates to leading and following: self and others.
• Identify ways to build on personal strengths and values through leadership efforts and liberating structures.
Values and Strengths Assessment Outcomes
Values Centered Leadership Base Operating System*
MASTERY: What must we do well in order to accomplish objectives? What must we LEARN to achieve the necessary MASTERY?
CHEMISTRY: To achieve goals, who will be on the team? How will we build Relationships and inspire each other? With whom should we EMPATHIZE?
DELIVERY: Whom are we serving? How will we know that we have met their Needs? To whom and how will we LISTEN?
*Secretan, Lance (2010). The Spark, the Flame, and the Torch, the Secretan Center, Inc. Caledon, Ontario, Canada
Find Your Edge: Know Your Standout Strengths*
1. Your genius is precise2. You can’t respect what you don’t remember.3. You must reach beyond your roles