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Leadership During Times Of Change #1 Motivators & Values Ko

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A multi-media presentation (with songs and pictures) that seeks to uncover the ebb and flow of emotions swirling in workplaces every day.

A multi-media presentation (with songs and pictures) that seeks to uncover the ebb and flow of emotions swirling in workplaces every day.


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  • Stay Load Out Now the seats are all empty Let the roadies take the stage Pack it up and tear it down They're the first to come and last to leave Working for that minimum wage They'll set it up in another town
  • Tonight the people were so fine They waited there in line And when they got up on their feet they made the show And that was sweet-- But I can hear the sound Of slamming doors and folding chairs And that's a sound they'll never know Now roll them cases out and lift them amps Haul them trusses down and get'em up them ramps 'Cause when it comes to moving me You guys are the champs But when that last guitar's been packed away You know that I still want to play So just make sure you got it all set to go Before you come for my piano
  • But the band's on the bus And they're waiting to go We've got to drive all night and do a show in Chicago or Detroit, I don't know We do so many shows in a row And these towns all look the same We just pass the time in our hotel rooms And wander 'round backstage Till those lights come up and we hear that crowd
  • And we remember why we came
  • Now we got country and western on the bus R and B, we got disco in eight tracks and cassettes in stereo We've got rural scenes & magazines We've got truckers on the CB We've got Richard Pryor on the video
  • We got time to think of the ones we love While the miles roll away But the only time that seems too short Is the time that we get to play
  • People you've got the power over what we do You can sit there and wait Or you can pull us through Come along, sing the song You know you can't go wrong 'Cause when that morning sun comes beating down You're going to wake up in your town But we'll be scheduled to appear A thousand miles away from here
  • People you've got the power over what we do You can sit there and wait Or you can pull us through Come along, sing the song You know you can't go wrong 'Cause when that morning sun comes beating down You're going to wake up in your town But we'll be scheduled to appear A thousand miles away from here
  • People you've got the power over what we do You can sit there and wait Or you can pull us through Come along, sing the song You know you can't go wrong 'Cause when that morning sun comes beating down You're going to wake up in your town But we'll be scheduled to appear A thousand miles away from here
  • People stay just a little bit longer We want to play -- just a little bit longer Now the promoter don't mind And the union don't mind If we take a little time And we leave it all behind and sing One more song
  • Transcript

    • 1. A personal discovery journey through the maze of leadership motivators and values Leadership During Times of Change – Volume 1 Go to How to Navigate this Show ? Or Live dangerously … wing it!
    • 2. How to Navigate this Show
      • Overview
      • This multi-media journey takes approximately two hours to navigate due to the fact that it features songs and pictures (at the end).
      • Thus, it is not intended for those who are rushed for time  !
      • Users are guided through my personal discovery journey through the use of question marks which link from highest level perspectives of leadership motivators to lower perspective leadership values.
      • As I went through development of this work, I discovered that some of my leadership values linked, at times, to other lower perspective values.
      • Instructions on next slide
    • 3. How to Navigate this Show … Instructions
      • Clicking on “orange question marks” featured on every slide allows you to navigate the show.
        • Click here to begin the show
        • Later slides include “question marks” to navigate between high and lower perspectives of leadership motivators to leadership values.
      • Clicking on each “ ” in sequence (eg. 1, 2, 3, etc.) plays the songs.
        • The songs I selected are intended to reinforce, emotionally, the statement, leadership motivator and/or value beside which the “speakers” have been positioned.
      • The pictures featured on slides 42 to 67 are intended to be viewed as the song on slide 41 plays.
        • The text inserted at the top of the pictures quotes from the point in the song that each is intended to coincide with.
      • References to the works of others who served to inspire me are included at the end of the presentation
        • g o to Inspiration ?
    • 4. During times of change first, we … 1) Feel the change
      • … then, we mourn the past
      • … then, we let go
      • of the past and look
      • tentatively to the future
      • … and then, finally, when we look
      • to the future, we look for direction
      • … for leadership …
      The journey begins with …
    • 5. … Leadership Motivators Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavours. It seems natural: Leadership seems natural to me. More often than not, I wind up in a leadership role. Others often defer to me as the leader. When I volunteer to lead others are usually willing to allow me the role.
    • 6. Set Direction
      • Setting direction hard to do in times of change
        • Feels like …
        • But also, at times, like …
      • What leadership values are needed for setting direction
    • 7. Set Direction Values … Innovation
      • Innovation
        • Innovators of all types needed to set direction
        • Innovators needed at all levels of the organization to set direction
      • What other values are critical to innovation when setting direction ?
          • Fun
          • Integrity
          • Courage
          • Harmony
    • 8. Innovation … to Fun
      • Innovation is hard work
        • Thinking all the time …
        • Need to keep it fun
      • Can’t be all fun
        • Must be tempered with integrity in order for direction set to stand up to scrutiny
    • 9. Set Direction Values … Innovation
      • Innovation
        • Innovators of all types needed to “set direction”
        • Innovators needed at all levels of the organization to “set direction”
      • What other values are critical to innovation when setting direction ?
          • Fun
          • Integrity
          • Courage
          • Harmony
    • 10. Innovation … to Integrity
      • What does integrity look like?
        • Yikes! … looks like how we make choices every day, and …
        • We each make so very many choices every day
        • Gulp! … what if we make a mistake … ?
      • Walk away … maybe … ?
        • easier to walk away … physically ... emotionally … ?
        • we’re not alone, though, right?
        • … in the end, we all end up the same ?
      • Today could be the best day of your life … ?
        • … truth be told, more often than not standing still isn’t really an option?
        • … sounds good, but how does one move forward in the face of never-ending and continually evolving uncertainty … what’s the simple plan ?
      • Hmmm … maybe … ?
      • where to next? …
    • 11. Set Direction Values … Innovation
      • Innovation
        • Innovators of all types needed to “set direction”
        • Innovators needed at all levels of the organization to “set direction”
      • What other values are critical to innovation when setting direction ?
          • Fun
          • Integrity
          • Courage
          • Harmony
    • 12. Innovation … to Courage
      • … follow your heart and it will lead you in the right direction … ?
      • Hmmm … if this is true, what role does courage play in rolling out the simple plan …
        • … in fostering innovation required to set new directions
      • What does courage look like?
        • Persistence?
        • Determination?
        • Confidence enough to keep trying to make oneself understood?
        • Like this, maybe ?
      • Hmmm … need to not get lost in all them, there Pigeons and Crumbs ?
        • Need to keep your “eye on the ball”?
        • Maybe … is that all there is to it, though?
        • Nope … one more value to think about …
    • 13. Set Direction Values … Innovation
      • Innovation
        • Innovators of all types needed to “set direction”
        • Innovators needed at all levels of the organization to “set direction”
      • What other values are critical to innovation when setting direction ?
          • Fun
          • Integrity
          • Courage
          • Harmony
    • 14. Innovation … to Harmony
      • Courage is great, no doubt about it
      • Is innovation possible without harmony , tho?
      • Our destiny moves, no matter where we stand …
        • how do we temper—or balance — courage with harmony ?
      • hmmm … leads quite nicely to second leadership motivator: Service to Others …
    • 15. Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavours. It seems natural: Leadership seems natural to me. More often than not, I wind up in a leadership role. Others often defer to me as the leader. When I volunteer to lead others are usually willing to allow me the role. … Leadership Motivators
    • 16. Service to others …
      • Service to others leadership motivator needed in order for direction that is set to be a direction that others can follow?
        • Ahhh … Now’s when the fun begins …. Looks like …
      • Yup! Maintaining a service to others attitude is hard work because …
        • There are soooo many others to serve!
        • Feels, at times, like … ?
      • … I just wanna find a heart like mine … ?
        • Uh huh …  !
      • What leadership values are needed for maintaining a healthy service to others attitude ?
    • 17. Service to others Values … Balance
      • Balance
        • Service to others attitude needs to be tempered with balance to avoid …
        • Lest we forget … we’re all only human, after all
        • Truth be told, sometimes maybe we just need to …
      • What other leadership values does balance serve to preserve in support of a healthy service to others attitude ?
          • Integrity
          • Fun
          • Respect
    • 18. Balance … for … Integrity
      • Balance required to preserve integrity …
        • Lack of balance leads to exhaustion, which, in turn …
        • … increases risk of errors in judgement needed to ensure integrity
      • Need to preserve time and space required to
        • make sound choices, and
        • remain grounded
        • Time and space needed to examine the …
      • Hmmm … what’s next? …
    • 19. Service to others Values … Balance
      • Balance
        • Service to others attitude needs to be tempered with balance to avoid … running out’a steam!
        • Lest we forget … we’re all only human, after all … we do need a life, too!
        • Truth be told, sometimes maybe we just need to … let it be, for today!
      • What other leadership values does balance serve to preserve in support of a healthy service to others attitude ?
          • Integrity
          • Fun
          • Respect
    • 20. Balance … for … Fun
      • How does preserving balance support of a healthy service to others attitude?
        • … people— all people —need balance for workplace to be relaxed
        • … relaxed workplace needed to keeps things fun
      • If not fun , no one will want to work laterally, right?
        • A great idea isn’t great unless it’s shared by all.
      • Means we all need to keep things in perspective
        • Hmmm … perspective looks like … ?
      • … in the long run … or … as the saying goes …
        • Rome wasn’t built in a day?
        • … maybe? … where to next …
    • 21. Service to others Values … Balance
      • Balance
        • Service to others attitude needs to be tempered with balance to avoid … running out’a steam!
        • Lest we forget … we’re all only human, after all … we do need a life, too!
        • Truth be told, sometimes maybe we just need to … let it be, for today!
      • What other leadership values does balance serve to preserve in support of a healthy service to others attitude ?
          • Integrity
          • Fun
          • Respect
    • 22. Balance … for … Respect
      • Balance required for respect
        • Lack of balance leads to exhaustion which, in turn, …
        • … increases risk of errors in interpersonal judgement which, in turn …
        • … increases risks disrespectful behaviours … hmmm … looks like … ?
      • For all the men that you condemn, there’s got to be some kind of heaven …
        • … and … there’s got to be some kind of hell for you ….
      • … Ick? …. we’re all human, after all …
        • … and, when we’re hungry …
        • Hmmm … love will keep us alive … leads quite nicely to final leadership motivator: It seems natural …
    • 23. Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavors. It seems natural: Leadership seems natural to me. More often than not, I wind up in a leadership role. Others often defer to me as the leader. When I volunteer to lead others are usually willing to allow me the role. … Leadership Motivators
    • 24. It seems natural …
      • Must leadership feel natural in order for individual leaders to set direction and maintain service to others attitude ?
        • If so, what shared leadership values are needed?
          • Trust?
          • Faith?
      • In order for leadership to feel natural, do individual leaders not need to feel a sense of mastery too?
        • faith and trust , help a lot of course …
        • are there other values that leaders must share in order to feel a sense of mastery
    • 25. It seems natural Values … Mastery …
      • … hmmmm …what leadership values must leaders share in order to feel a sense of mastery ?
        • Security
        • Belonging & Diversity
        • Respect
        • Harmony
    • 26. Security … for Mastery
      • Is this what is required for leaders to feel secure in the role they must play on behalf of the collective ?
        • Hmmm … not quite, right?
      • This, then ?
        • Nope …
      • This, then … ?
        • Highly, doubtful …
        • Oh well … set aside security , for now …
      • Any other leadership values that, if shared , might contribute to feelings of mastery among individual leaders …
    • 27. It seems natural Values … Mastery …
      • … hmmmm …what leadership values must leaders share in order to feel a sense of mastery ?
        • Security
        • Belonging & Diversity
        • Respect
        • Harmony
    • 28. Belonging & Diversity … for Mastery
      • Is this what’s required for leaders to feel that they belong ?
        • Hmmm … not quite, right?
      • How important is diversity ?
        • Should we be open to diversity or expect all leaders to have the same
          • personalities;
          • thinking patterns; and,
          • leadership styles?
        • Is this what individual leaders feel like when diversity is valued ?
          • Hmmm … not quite, right?
      • Oh well … set aside belonging and diversity, for now, …
      • Any other leadership values that, if shared , might contribute to feelings of mastery among individual leaders …
    • 29. It seems natural Values … Mastery …
      • … hmmmm …what leadership values must leaders share in order to feel a sense of mastery ?
        • Security
        • Belonging & Diversity
        • Respect
        • Harmony
    • 30. Respect … for Mastery
      • Is this what is required for individual leaders to feel respected … ?
      • … like poker chips or pawns in a chess game ?
      • Definitely not, right?
        • … why two way open and frank communication are the pillars of people management approaches and processes like succession planning?
      • … hmmm … set aside respect, for now … ?
      • Any other leadership values that, if shared , might contribute to feelings of mastery among individual leaders …
    • 31. It seems natural Values … Mastery …
      • … hmmmm …what leadership values must leaders share in order to feel a sense of mastery ?
        • Security
        • Belonging & Diversity
        • Respect
        • Harmony
    • 32. Harmony … for Mastery
      • Is this what is required for individuals to feel like masterful and natural leaders?
        • What does harmony “look like” on a day to day basis?
          • No one moves until everyone else is ready?
          • Everyone does what they’re told to do, when they’re told to do it?
          • or,
          • Something of a more harmonious and flexible approach … something like this, maybe ?
      • Might we finally be getting warmer …?
      • … Hmmm … Soooo …
    • 33. … what does it all mean?
      • Leadership during times of change is complicated, dynamic, stressful and scary … NOT for the faint of heart, and yet …
      • Critical to setting direction and moving steadily forward … critical …
        • To doing the right things; and,
        • To doing things right!
      • Maybe …
    • 34. … what it all means, is …
      • We don’t control our environment or changes occurring around us … influence, at best …
      • We do control
        • How we set direction
        • How we serve others; and,
        • Extent to which leadership feels natural to each and everyone of us … our workplace ... ?
      • Hmmm … if this is true then maybe what matters most, in the end, is answering the question …
    • 35. Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavors. … when does Leadership seem natural … to me? .. What does leadership look like in times of change? … hmmm … more importantly, …
    • 36. … When does leadership seem natural to me ?
      • Hmmm … if setting direction requires innovative , courageous and harmonious leaders who are blessed with a healthy helping of integrity …
      • If service to others attitude is needed to ensure direction set is a direction that others can follow …
      • If workplace … i.e., day-to-day interactions between leaders and followers impacts on both of above then, maybe leadership seems natural to me when …
      • … I do my best to live and breathe the leadership behaviours that best serve my organization, my clients and my colleagues …
      • Hmmm? … sounds good, but … there is one final …
    • 37.
      • … Burning question …
    • 38.
      • … is it “worth the pain”?
      • … more often than not, these days …
    • 39. … It all depends on the day …
      • … and on your perspective .
      • Hmmm … maybe that’s it … ?
      • it all depends on my perspective?
    • 40. If this is true …
      • … might it help me …
      • … to keep things …
      • … in perspective if …
    • 41. … I remember why I came …
    • 42. Series of slides showing staff setting up for citizenship ceremonies and promotion booths at trade shows and events “… intro music … now the seats are all empty … pack it up and tear it down … they’ll set it up in another town …
    • 43. “… Tonight the people were so fine … they waited there in line …”
    • 44. “… And when they got up on their feet they made the show …”
    • 45. “ I can hear the sound of slammin’ doors and folding chairs and that’s a sound they’ll never know… roll them cases out and lift them amps & haul them trusses down and get ‘em up them ramps …”
      • Series of slides depicting staff setting up for processing of refugees under poor conditions at refugee camps
    • 46. “… Cuz when it comes to movin’ me, you know you guys are the champs … just make sure you’ve got it all set to go before you come for my piano …”
    • 47. slides depicting staff travelling on buses to MM & EX Conf’s.) “… But the band's on the bus, and they’re ready to go … we’ve gotta drive all night …”
    • 48. “… and do the show in Chicago or Detroit, I don’t know know … we do so many shows in a row… and these towns all look the same …”
      • Pictures of our offices (eg. Chicago, Detroit, New Delhi, etc.)
    • 49. “… we just pass the time in hotel rooms and wander ‘round backstage … till those lights come up and hear that crowd and …”
      • Employees hanging out in airports awaiting planes, driving to remote areas of Canada, hanging around in hotel rooms
    • 50. “… We remember why we came …”
    • 51. … Music only …
    • 52. … Music only …
    • 53. “… Now we got country and western on the bus, R & B …”
    • 54. “… we got disco and 8 tracks and cassettes and stereo …
    • 55. “… Now we got rural scenes and magazines and we got truckers on c.b. …” Series of slides depicting rural scenes of Canada
    • 56. “… we got Richard Prior on the video …”
    • 57. “… We got time to think of the ones we love …”
    • 58. “… while the miles roll away …”
    • 59. “… but the only time that seems too short is the time that we get to play …”
    • 60. Series of slides depicting CIC staff from all walks of life: overseas, inland offices, RHQs, NHQ Branches “… People you've got the power over what we do …”
    • 61. “… Cuz when that mornin’ sun comes beatin’ down, you’re gonna wake up in your town …” CIC, NHQ Jean Edmonds Towers Slater & Laurier Streets Ottawa, Canada
    • 62. “… but we’ll be scheduled to appear a thousand miles away …”
    • 63. Series of slides depicting variety of multi-disciplinary teams at CIC: eg. GCMS, GTEC Award Ceremonies … “… People stay just a little bit longer …we wanna play just a little bit longer …”
    • 64. Development Team: Cost Management Online Data Gathering Tool
    • 65. “… now the promoters don’t mind and the unions don’t mind…”
      • group photos of DM, ADM’s, DGs and union reps as “promoters who don’t mind”
    • 66. … continue with slides of Canada/Canadians/staff until music finishes
    • 67. Refugee family’s first Christmas in Canada …
    • 68. Concluding thoughts …
      • … about Generations …
      • Did you notice that this journey features songs spanning all generations in our workplace ?
        • Waiting on the world to change … Really … ?
      • … or , is it possible that we all have more things in common than things that make us different … ?
        • Lend our voices only to sounds of freedom
        • No longer lend our strength to that which we wish to be free from
        • Fill our lives with love and bravery and we shall lead a life uncommon… ?
      • Hmmm … could be … then again, maybe not …
        • She sees the world through rose colored glasses …. where does she get off tellin’ me that love will save us all …
      • Ho hum … where to next? … Final …
    • 69. … Concluding thoughts …
      • … about rose colored glasses ….
      • … and here they are: what I think doesn’t matter much, in the end, to anyone but me , right? …
        • … hmmm … if this is true, whose thoughts do matter … whose decision is this …?
      • Here’s a hint …
        • who will live with the consequences?
      • Go to … Inspiration? …
    • 70. Inspiration …
      • Case Study: Jack Welch’s Creative Revolutionary Transformation of General Electric and the Thermidorean Reaction (1981-2004), by Pier A. Abetti, Creativity and Innovation Management: Vol. 15, #1, 2006 Blackwell Publishing.
      • Who moved my Cheese? , by Spensor Johnson, M.D.
      • The Leader’s Voice: How communication can inspire action and get results!, by Boyd Clarke and Ron Crossland
      • Building a brain compatible organization , by Lise M. Chowdhury, MA, Ph.D.
      • Leadership Motivators and Leadership Values courtesy of Bluepoint
      • The Dance of Change: the Challenges to Sustaining Momentum in Learning Organizations , by Peter Senge, et. al., A Fifth Discipline Resource, Doubleday, 1999.
    • 71. Jack Welch, CEO, GE
      • Case Study: Jack Welch’s Creative Revolutionary Transformation of General Electric and the Thermidorean Reaction (1981-2004), by Pier A. Abetti, Creativity and Innovation Management: Vol. 15, #1, 2006 Blackwell Publishing.
        • Jack Welch: there is a tremendous amount of research and information about Jack Welch. A search of the internet reveals thousands of hits. Some describe him as visionary, driven and the most flexible and successful leader of our times; others are highly critical of him for these very same reasons.
        • Two things are for sure: he is controversial and was so for the 20 years he lead GE; and, throughout his tenure and afterwards he spoke candidly and often about both successes and failures (lessons learned).
        • Back to Inspiration
    • 72. Inspiration …
      • Case Study: Jack Welch’s Creative Revolutionary Transformation of General Electric and the Thermidorean Reaction (1981-2004), by Pier A. Abetti, Creativity and Innovation Management: Vol. 15, #1, 2006 Blackwell Publishing.
      • Who moved my Cheese? , by Spensor Johnson, M.D.
      • The Leader’s Voice: How communication can inspire action and get results!, by Boyd Clarke and Ron Crossland
      • Building a brain compatible organization , by Lise M. Chowdhury, MA, Ph.D.
      • Leadership Motivators and Leadership Values courtesy of Bluepoint
      • The Dance of Change: the Challenges to Sustaining Momentum in Learning Organizations , by Peter Senge, et. al., A Fifth Discipline Resource, Doubleday, 1999.
    • 73. Who moved my cheese?
      • by Spensor Johnson, M.D.
        • A charming and very easy to read story about how different people react to change and how these reactions impact on group interactions and overall group success. Four types of people are described in the story:
          • Sniffs—those who are so open to change that they are adept and eager to sniff out change in the marketplace in order to help an organization position itself better.
          • Scurrys—those who like to get things done and aren’t afraid of moving forward in the face of uncertainty.
          • Haws—those who are hesitant to embrace change at first but will warm up to it once they’ve been given information and time to think things through.
          • Hems—those who are terrified of change and avoid it at all costs … to quote directly from the book, hems are the “anchors who slowed us down. They were either too comfortable or too afraid to change.”
        • While the story, itself, was interesting I found the last part of the book (A discussion: Later that Same Day) to be a must read too as it used real, every day workplace examples to explain the concepts communicated in the story.
        • Back to Inspiration
    • 74. Inspiration …
      • Case Study: Jack Welch’s Creative Revolutionary Transformation of General Electric and the Thermidorean Reaction (1981-2004), by Pier A. Abetti, Creativity and Innovation Management: Vol. 15, #1, 2006 Blackwell Publishing.
      • Who moved my Cheese? , by Spensor Johnson, M.D.
      • The Leader’s Voice: How communication can inspire action and get results!, by Boyd Clarke and Ron Crossland
      • Building a brain compatible organization , by Lise M. Chowdhury, MA, Ph.D.
      • Leadership Motivators and Leadership Values courtesy of Bluepoint
      • The Dance of Change: the Challenges to Sustaining Momentum in Learning Organizations , by Peter Senge, et. al., A Fifth Discipline Resource, Doubleday, 1999.
    • 75. The Leader’s Voice: How communication can inspire action and get results!
      • by Boyd Clarke and Ron Crossland
        • An excellent book that describes the importance of using facts, emotion and symbols when communicating vision during times of continual change.
        • Particular emphasis is placed on the need for leaders to be authentic and that in order to be authentic, leaders must be clear on who they are and what they stand for.
        • I decided it was about time that I engage in such a personal discovery exercise of my own and, thus, this deck emerged as the end product of that journey.
        • While there are a great many quotable quotes in this book, the following quote directly from the forward speaks volumes:
        • … the three most important words in the leader’s lexicon
        • are “I don’t know!” That is, leaders don’t “do things to”
        • people/followers. Rather, they help people/followers
        • find causes worth signing up for—and then the leaders
        • and followers create totally unexpected adventures, far
        • beyond each others’ initial comprehension …
        • Back to Inspiration
    • 76. Inspiration …
      • Case Study: Jack Welch’s Creative Revolutionary Transformation of General Electric and the Thermidorean Reaction (1981-2004), by Pier A. Abetti, Creativity and Innovation Management: Vol. 15, #1, 2006 Blackwell Publishing.
      • Who moved my Cheese? , by Spensor Johnson, M.D.
      • The Leader’s Voice: How communication can inspire action and get results!, by Boyd Clarke and Ron Crossland
      • Building a brain compatible organization , by Lise M. Chowdhury, MA, Ph.D.
      • Leadership Motivators and Leadership Values courtesy of Bluepoint
      • The Dance of Change: the Challenges to Sustaining Momentum in Learning Organizations , by Peter Senge, et. al., A Fifth Discipline Resource, Doubleday, 1999.
    • 77. Building a brain compatible organization
      • by Lise M. Chowdhury, MA, Ph.D.
        • A series of concepts suggesting that workplace and day-to-day interactions between individuals (i.e. climate and culture) are critical to individual well-being and ultimately to overall organizational success. To name but a few of these:
          • avoid triggering reptilian brain behaviours (i.e. fight or flight responses), the notion being that once the reptilian brain has been triggered, all creativity, judgement and logical processing is quashed.
          • Avoid triangulation (i.e. hording of information/idle gossip/making negative statements about others behind their backs), the notion being that the best and most productive approach to solving problems and avoiding triggering of reptilian brain is to put issues and concerns on the table and deal with them respectfully and constructively.
        • Back to Inspiration
    • 78. Inspiration …
      • Case Study: Jack Welch’s Creative Revolutionary Transformation of General Electric and the Thermidorean Reaction (1981-2004), by Pier A. Abetti, Creativity and Innovation Management: Vol. 15, #1, 2006 Blackwell Publishing.
      • Who moved my Cheese? , by Spensor Johnson, M.D.
      • The Leader’s Voice: How communication can inspire action and get results!, by Boyd Clarke and Ron Crossland
      • Building a brain compatible organization , by Lise M. Chowdhury, MA, Ph.D.
      • Leadership Motivators and Leadership Values courtesy of Bluepoint
      • The Dance of Change: the Challenges to Sustaining Momentum in Learning Organizations , by Peter Senge, et. al., A Fifth Discipline Resource, Doubleday, 1999.
    • 79. Leadership Motivators and Leadership Values
      • courtesy of Bluepoint
        • Two separate decks of cards designed to help individual leaders learn more about themselves.
          • Leadership motivators—each card has a statement that describes what might motivate someone to be a leader. Users of the cards are instructed to pick 3 from the deck that most resonate with who they believe themselves to be.
          • Leadership values—each card has one word (a value). Users are instructed to pick 5 … in the end, I could not narrow the values down to 5 so went with what felt best to me.
        • The Leadership Motivators and Values put forward in this deck are those that I selected for myself during the exercise
        • Back to Inspiration
    • 80. Inspiration …
      • Case Study: Jack Welch’s Creative Revolutionary Transformation of General Electric and the Thermidorean Reaction (1981-2004), by Pier A. Abetti, Creativity and Innovation Management: Vol. 15, #1, 2006 Blackwell Publishing.
      • Who moved my Cheese? , by Spensor Johnson, M.D.
      • The Leader’s Voice: How communication can inspire action and get results!, by Boyd Clarke and Ron Crossland
      • Building a brain compatible organization , by Lise M. Chowdhury, MA, Ph.D.
      • Leadership Motivators and Leadership Values courtesy of Bluepoint
      • The Dance of Change: the Challenges to Sustaining Momentum in Learning Organizations , by Peter Senge, et. al., A Fifth Discipline Resource, Doubleday, 1999.
    • 81. The Dance of Change: the Challenges to Sustaining Momentum in Learning Organizations
      • by Peter Senge, et. al., A Fifth Discipline Resource, Doubleday, 1999.
        • While an excellent book on a variety of levels, my use of songs and pictures in this deck flows from a chapter which speaks to the virtues of music to creative thinking, self-discovery and communication.
        • I, personally, find it both intriguing and reassuring to know that there are songs “out there” that describe much of the ebb and flow of emotions swirling day-to-day within organizations. Puts it all in perspective!
        • Go to last two “ bonus ” songs?
        • Begin Show?
    • 82. Prepared by: Kathleen O’Connor December 17, 2006 (updated March 29, 2009) Leadership During Times of Change A personal discovery journey through the maze of leadership motivators and values … besides,