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LDP Day 3 Slides Presentation Transcript

  • 1. INTERACTIVE SESSIONRecap of Day 1 & Day 2 1
  • 2. What, How and WHY• Trust is a feeling• We do not trust or gain trust rationally• It comes when actions and behaviour are in line with values• It comes when actions and behaviour are consistent over time The actions and behaviour PROVE what you believe (WHY you do things)
  • 3. Why Systems Thinking?"Systems thinking is a discipline forseeing wholes. It is a framework forseeing interrelationships rather thanthings, for seeing patterns of changerather than static snapshots...." Peter Senge, The Fifth Discipline 4
  • 4. Leadership involves working on the systemnot just in the system 5
  • 5. Congruence within theindividual systemCongruence in theSocial / organizationalsystem 6
  • 6. Incongruence• Become rich • Gamble• Be happy • Alcohol / drugs• Good education • Underpay teachers• Meritocracy • Elect candidates of same community• No corruption / • Elect people who are crime known to be corrupt / supported by criminals
  • 7. The Education System Parental involvementReward and Social Values/Recognition/ Content Objectives Sanctions Educational Methodology Teachers’ Objectivesperformance SchoolTraining Management LearningEvaluation Outcome Corrective Teacher measures Assessment training
  • 8. Adaptive Leadership• Adaptive leadership involves – identifying values mismatch –implementing changes that reduces the discrepancy between the group’s values and the reality of the group’s situation.
  • 9. COLLABORATION and ADAPTIVE Leadership• Collaboration on technical problems• Collaboration on adaptive challenges• Adapt our own behaviour• ‘Victims’ have to adapt too 10
  • 10. CONTROVERSY WITH CIVILITY• Controversy – involves differing opinions, but positions are not staked out. Controversy draws everyone together to discuss differing perspectives.• Civility – voicing disagreement and responding to disagreement from others in a way that respects others’ points of view. Civility can be a value, an attitude, or a behavior.
  • 11. Adaptive Leadership• The group must face incongruence head on and the leadership is seen as central to fulfilling the role of identifying and remedying the incongruence.• The gap between what is, and what should be, is an opportunity for leadership – An opportunity for change• This kind of change requires “work”
  • 12. Current thinking• Leadership is socially responsible.• Leadership is collaborative.• Leadership is a process, not a position.• Leadership is inclusive and accessible to all people.• Leadership is values-based.• Community involvement is a powerful vehicle for leadership. 13
  • 13. Current thinking• Leadership is not necessarily a position• Leadership is not necessarily a status• Leadership is different from authority 14
  • 14. Leadership v/s Authority• Authority, influence and power are critical tools• But they do not define leadership• When I become a leader, I shall … 15
  • 15. Leadership v/s Authority• Many people occupy positions of authority without ever mobilizing their organizations to address tough adaptive changes 16
  • 16. Democratization of Leadership - 1• From an elitist paradigm in which leadership resided in a person, to a new one in which leadership is a collective process that is spread throughout networks of people. 17
  • 17. Democratization of Leadership - 3• Shift of focus from LEADER to LEADERSHIP 18
  • 18. Transformational LeadershipLeaders transform followers, helpingthem to become leaders themselves 19
  • 19. Transformational v.s Transactional Leadership• Transactional leadership involves power wielders engaged in a politics of exchange • more interested in satisfying their own purposes than in the aspirations of their followers 20
  • 20. Leadership for social change• Leadership is a relational and ethical process of people together attempting to accomplish positive change – focus on values – focus on authentic relationships 21
  • 21. Leadership for social change• Change is the ultimate goal of the creative process of leadership – to make a better society / a better world or simply to live a better life 22
  • 22. “If leaders are to be successful, they must first lead themselve s.” (John Maxwell) 23
  • 23. "Be the change you want to seein the world." Mahatma Gandhi
  • 24. “Change will not come if we waitfor some other person or someother time. We are the ones wevebeen waiting for. We are thechange that we seek.” Barack Obama 25
  • 25. Leadership for social change• Change should be preceded by an in- depth understanding of the underlying root / systemic causes 26
  • 26. What do WE need to CHANGE• Ourselves • Responsibility – Why? • Vision – How? • Observation – What to do? • Analyse,• Society Understand – Why? • Plan – How? • ACT – What to do? • KOLB Cycle
  • 27. Kolb Model 28
  • 28. Relevance of the Kolb Model• Leadership has to do with –Doing –Learning –Becoming –Being• We need to be prepared to embark on an inner journey 29
  • 29. Leadership for social changeNeed to differentiate between• Technical problems / solutions• Adaptive challenges / solutions 30
  • 30. Leadership for social change• Leadership is a purposive process / activity that is inherently value-based• What are some of these values? 31
  • 31. THE MODEL Group Values • Collaboration • Common Purpose • Controversy with Civility CHANGE • Consciousness of Self • Citizenship • Congruence • CommitmentIndividual Values 32 Society / Community Values
  • 32. Leadership cannot be taught …but it can be learned… 33
  • 33. Quick Recap• Leadership as an ethical process• Leadership v/s authority or position• Democratization of leadership• Transformational leadership• Transactional leadership• Leading ourselves• Approach to change• Values-driven leadership model 34
  • 34. AFTER Days 1 &2• Has your understanding of Leadership changed?• BEFORE and AFTER
  • 35. COMMITMENT
  • 36. OBJECTIVES OF THE SESSION• By the end of this session, participants will be able to: – demonstrate a clearer understanding meaning of ‘commitment’ – appreciate the link between commitment and leadership
  • 37. Commitment• Commitment refers to a strong passion or desire• It is the source of an intrinsic motivation• It can be enhanced by a clear awareness of a ‘congruence gap’• It comprises of both intensity and duration
  • 38. Congruence IntrinsicCommitment Motivation
  • 39. Authentic Leadership (individual /social) Commitment Congruence Consciousness of self
  • 40. Commitment• Requires –consciousness of self –reflection –mentorship from like-minded people –life experiences
  • 41. Commitment• May / may not be supported by external factors – supportive environment – being around others who have similar passions – financial incentives – recognition of good work – social status
  • 42. Commitment• reflects our authentic self as measured by congruence of actions, beliefs and passions.• sometimes related to being associated “something larger than oneself”• Sweat, tears …
  • 43. Quality v/s Quantity• Involved in too many activities/ relationships• Risk of conflicting interests / burnout• Requires – focus on priorities – living a balanced life • physical, intellectual, spiritual, emotional – living a congruent life – constant renewal via reflection, journaling
  • 44. Commitment in Groups• group commitment – only as great as the sum of each individual level of commitment• reflected in – regularity – attendance – punctuality – task completion
  • 45. Commitment in Groups• Fostered by – shared values – common purpose – collaboration – controversy with civility – authentic leadership
  • 46. Authentic Leadership (groups) Commitment Collaboration Common purpose
  • 47. Authentic Leadership (individual) Commitment Congruence Consciousness of self
  • 48. Authentic Leadership Quality of citizenship Commitment Collaboration
  • 49. The Model
  • 50. • Genuine commitment, perseverance and patience along with the right values / intentions can move mountains• Paradox: this requires detachment and freedom from obsession with rewards / personal credit• Willingness to go the extra mile
  • 51. Stew FriedmanVIDEO
  • 52. Video Summary• Leading self and leading others• Work, family, society, self• Self – physical, emotional, spiritual, professional• Balance v/s integration• Balance – trade-off … compromise
  • 53. Video Summary• Use leadership to integrate the 4 dimensions to generate support for sustainable change• Congruence• Being real – know one’s values, priorities, legacy• Consciousness of self• Need for introspection, reflection, discussion to identify gaps …& achieve congruence…
  • 54. Video Summary• Be real — acting with authenticity by clarifying what’s important• Be whole — acting with integrity by respecting the whole person• Be innovative — acting with creativity by experimenting with what / how things get done
  • 55. Stew Friedman
  • 56. • Leadership is a process or an activity that is inherently value-based and whose ultimate goal is positive and sustainable change.• Some of the key values are summed up in the 7 Cs: – Citizenship, Collaboration, Common Values, Controversy with Civility, Consciousness of Self, Congruence, Commitment• Leadership may or may not be linked to formal authority / titles
  • 57. • Leadership is a process or an activity that is inherently value-based and whose ultimate goal is positive and sustainable change• Some of the key values are summed up in the 7 Cs : – Citizenship, Collaboration, Common Values, Controversy with Civility, Consciousness of Self, Congruence, Commitment• Leadership may or may not be linked to formal authority / titles
  • 58. Questions
  • 59. Self-Leadership
  • 60. “If leaders are to be successful, they must first lead themselves.” (John Maxwell)
  • 61. SELF LEADERSHIP A Soul in a Mammal BodyRed Hawk : Self Observation-The Awakening of Conscience
  • 62. A SOUL in a MAMMAL BODY • We are ALL a Soul in a Mammal Body • Mammals learn in 5 ways – Observation, Repetition, Modeling, Trial and Error, Play • The fastest reaction of a mammal is the survival instinct, based on 2 primitive emotions: Rage and Terror • Fight or Flight ! (Immediate Action, powerful energy surge)
  • 63. A SOUL in a MAMMAL BODY• Humans have the same survival instinct, with its centre located at the navel• The 1st response to Pain or threat of pain is Instinctive – Rage or Terror• Most human beings live their lives and conduct their relationships out of the Survival Instinct (Selfish, Unconscious and Mechanical)• This is why the world is the way it is…
  • 64. A SOUL in a MAMMAL BODY • But Humans have a choice - Conscience • It builds a Rational (instead of Instinctive) response to Pain or threat of pain • I can choose to manage my body, observe without reacting, without judgement, understand and keep the body relaxed • Breathe in the Navel and relax the body • Transform the energy surge !
  • 65. A SOUL in a MAMMAL BODY • Use the energy to Assess and Understand Reactions • Decide on the most constructive action, regardless of survival • LEARN • UNLEARN inherited, instinctive responses
  • 66. What next ?
  • 67. How does CHANGE happen ?• Someone thinks differently• Someone starts something different• A few people believe and join in• More and more people show support• Critical mass reached• Public Support
  • 68. How does CHANGE happen ?“First they ignore us, then theylaugh at us, then they fight us,and then we win!” (Mahatma Gandhi)
  • 69. Commitment to Social Change – HOW ?• Know your strengths• Identify social issues based on your strengths• Identify complementary talents• Use the Social Change Model
  • 70. LDP-Action• 5-8 people• Core LDP content combined with a concrete action• Group meets, discusses LDP content for 45 mins, then works on an activity or action preceded by careful study
  • 71. GardenVIDEO
  • 72. The Model
  • 73. Q&AFEEDBACK