INTERACTIVE SESSIONRecap of Sessions 1 - 7                          1
WHAT IS LEADERSHIP?                      2
LEADERSHIP ANDAUTHORITY                 3
LEADERSHIP ANDCHANGE                 4
LEADERSHIP AND        CHANGE• Donne moi TOU Pouvoir, mo Change  TOU• Quand nou prend Pouvoir, nou pou  nettoye TOU• What S...
THE MODEL            6
7
WHAT DOES THE ‘MODEL’ HAVETO DO WITH LEADERSHIP?                         8
RECAP        SESSIONS 1 TO 7• Leadership, Social Change• Citizenship• Collaboration,• Common Purpose• Controversy with Civ...
RECAP        SESSIONS 1 TO 7• Social Change• Technical / Adaptive changes• Root Cause Analysis• Systems Thinking• Diversit...
CONGRUENCE To Be or Not to Be
CONGRUENCEAlways, Sometimes, Never
What, How and WHY• Trust is a feeling (Right Brain)• We do not Trust or gain Trust rationally• It comes when Actions and B...
THE BRAIN
A SOUL in a MAMMAL BODY • But Humans have a choice - Conscience • It builds a Rational (instead of Instinctive)   response...
A SOUL in a MAMMAL BODY • Use the energy to Assess and Understand   Reactions • Decide on the most constructive action,   ...
CONGRUENCE•   Patient, Honest, Relaxed self-observation•   See, Understand your instinctive responses•   Do not Judge Your...
Leadership involves       working    on the systemnot just in the system                     18
Why Systems Thinking?"Systems thinking is a discipline forseeing wholes. It is a framework forseeing interrelationships ra...
Kolb Model
HOW IS THE LDP AN     ILLUSTRATION OFADAPTIVE/ TRANSFORMATIONAL       LEADERSHIP ?                         21
WHY IS COLLABORATIONCRITICAL IN THELEADERSHIP PROCESS?                       22
DIVERSITYDiversity is an essential part ofcollaborationHow can diversity become a sourceof challenges ?                   ...
COLLABORATION and ADAPTIVE Leadership• Collaboration on technical problems• Collaboration on adaptive challenges• Adapt ou...
CONTROVERSY         WITH CIVILITY• Controversy – involves differing opinions,  but positions are not staked out.  Controve...
AFTER  SESSIONS 1,2,3,4,5,6,7• Has your understanding of Leadership  changed?• Do you feel you have started to change?• Ch...
What do WE need to        CHANGE• Ourselves       • Responsibility  – Why?          • Vision  – How?          • Observatio...
THE MODEL                    Group Values                    • Collaboration                    • Common                  ...
Today’s session COMMITMENT
Brief recapCONGRUENCE
Leadership involves       working    on the systemnot just in the system                     31
Congruence within theindividual systemCongruence in theSocial / organizationalsystem                      32
Adaptive Leadership• Adaptive leadership involves  – identifying values mismatch  –implementing changes that   reduces the...
The Education System                       Parental                                                                     in...
Incongruence•   Become rich      • Gamble•   Be happy         • Alcohol / drugs•   Good education   • Underpay teachers•  ...
Adaptive Leadership• The group must face incongruence head on  and the leadership is seen as central to  fulfilling the ro...
SESSION 8COMMITMENT
OBJECTIVES OF SESSION 8• By the end of this session, participants  will be able to:  – demonstrate a clearer understanding...
Commitment• Commitment refers to a strong passion  or desire• It is the source of an intrinsic motivation• It can be enhan...
Congruence                           IntrinsicCommitment                          Motivation
Authentic Leadership (individual /social)                             Commitment                Congruence                ...
Commitment• Requires  –consciousness of self  –reflection  –mentorship from like-minded people  –life experiences
Commitment• May / may not be supported by  external factors  – supportive environment  – being around others who have simi...
Commitment• reflects our authentic self as measured  by congruence of actions, beliefs and  passions.• sometimes related t...
Quality v/s Quantity• Involved in too many activities/ relationships• Risk of conflicting interests / burnout• Requires   ...
Commitment in Groups• group commitment – only as great as the  sum of each individual level of commitment• reflected in   ...
Commitment in Groups• Fostered by  – shared values – common purpose  – collaboration  – controversy with civility  – authe...
Authentic Leadership (groups)                          Commitment               Collaboration                             ...
Authentic Leadership (individual)                         Commitment                Congruence                            ...
Authentic Leadership                             Quality of                            citizenship               Commitmen...
The Model
• Genuine commitment, perseverance  and patience along with the right  values can move mountains• Paradox: this requires d...
VIDEO
Video Summary• Leading self and leading others• Work, family, society, self• Self – physical, emotional, spiritual,  profe...
Video Summary• Use leadership to integrate the 4 dimensions  to generate support for sustainable change• Congruence• Being...
Video Summary• Be real — acting with authenticity by  clarifying what’s important• Be whole — acting with integrity by  re...
Stew Friedman
• Leadership is a process or an activity  that is inherently value-based and whose  ultimate goal is positive and sustaina...
• Leadership is a process or an activity  that is inherently value-based and whose  ultimate goal is positive and sustaina...
Questions
What do WE need to        CHANGE• Ourselves       • Responsibility  – Why?          • Vision  – How?          • Observatio...
How does CHANGE          happen ?•   Someone thinks differently•   Someone starts something different•   A few people beli...
Commitment to Social    Change – HOW ?• Know your Strengths• Identify Social Issues based on your  Strengths• Identify Com...
LDP-Action• 5-8 people only• Core LDP content combined with a  concrete action• Group meets, discusses LDP content  for 45...
LDP-Action•   No big groups, no projector•   Motivated Friends or Friends’ Friends•   Values-Driven•   Willing to Learn an...
INTERACTIVE SESSION
The Model
Q&AFEEDBACK
Session8 batch2
Session8 batch2
Upcoming SlideShare
Loading in...5
×

Session8 batch2

186

Published on

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
186
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Session8 batch2"

  1. 1. INTERACTIVE SESSIONRecap of Sessions 1 - 7 1
  2. 2. WHAT IS LEADERSHIP? 2
  3. 3. LEADERSHIP ANDAUTHORITY 3
  4. 4. LEADERSHIP ANDCHANGE 4
  5. 5. LEADERSHIP AND CHANGE• Donne moi TOU Pouvoir, mo Change TOU• Quand nou prend Pouvoir, nou pou nettoye TOU• What Social Change will be easier with a President with more powers? 5
  6. 6. THE MODEL 6
  7. 7. 7
  8. 8. WHAT DOES THE ‘MODEL’ HAVETO DO WITH LEADERSHIP? 8
  9. 9. RECAP SESSIONS 1 TO 7• Leadership, Social Change• Citizenship• Collaboration,• Common Purpose• Controversy with Civility• Consciousness of Self• Congruence 9
  10. 10. RECAP SESSIONS 1 TO 7• Social Change• Technical / Adaptive changes• Root Cause Analysis• Systems Thinking• Diversity and Trust ; being Trustworthy• Observing and Understanding Oneself• Always, Sometimes, Never 10
  11. 11. CONGRUENCE To Be or Not to Be
  12. 12. CONGRUENCEAlways, Sometimes, Never
  13. 13. What, How and WHY• Trust is a feeling (Right Brain)• 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)
  14. 14. THE BRAIN
  15. 15. 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 !
  16. 16. 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
  17. 17. CONGRUENCE• Patient, Honest, Relaxed self-observation• See, Understand your instinctive responses• Do not Judge Yourself• Make conscious choices• Keep on observing On-going fight between Instinct and Conscience
  18. 18. Leadership involves working on the systemnot just in the system 18
  19. 19. 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 19
  20. 20. Kolb Model
  21. 21. HOW IS THE LDP AN ILLUSTRATION OFADAPTIVE/ TRANSFORMATIONAL LEADERSHIP ? 21
  22. 22. WHY IS COLLABORATIONCRITICAL IN THELEADERSHIP PROCESS? 22
  23. 23. DIVERSITYDiversity is an essential part ofcollaborationHow can diversity become a sourceof challenges ? 23
  24. 24. COLLABORATION and ADAPTIVE Leadership• Collaboration on technical problems• Collaboration on adaptive challenges• Adapt our own behaviour• ‘Victims’ have to adapt too 24
  25. 25. 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.
  26. 26. AFTER SESSIONS 1,2,3,4,5,6,7• Has your understanding of Leadership changed?• Do you feel you have started to change?• Change Beliefs AND Behaviour• Do you NOW understand why you decided to follow LDP?
  27. 27. 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
  28. 28. THE MODEL Group Values • Collaboration • Common Purpose • Controversy with Civility CHANGE• Consciousness of Self • Citizenship• Congruence• CommitmentIndividual Values Society / Community Values
  29. 29. Today’s session COMMITMENT
  30. 30. Brief recapCONGRUENCE
  31. 31. Leadership involves working on the systemnot just in the system 31
  32. 32. Congruence within theindividual systemCongruence in theSocial / organizationalsystem 32
  33. 33. 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.
  34. 34. 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
  35. 35. 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
  36. 36. 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”
  37. 37. SESSION 8COMMITMENT
  38. 38. OBJECTIVES OF SESSION 8• 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
  39. 39. 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
  40. 40. Congruence IntrinsicCommitment Motivation
  41. 41. Authentic Leadership (individual /social) Commitment Congruence Consciousness of self
  42. 42. Commitment• Requires –consciousness of self –reflection –mentorship from like-minded people –life experiences
  43. 43. 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
  44. 44. 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 …
  45. 45. 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, – constant renewal via reflection, journaling
  46. 46. Commitment in Groups• group commitment – only as great as the sum of each individual level of commitment• reflected in – regularity – attendance – punctuality – task completion
  47. 47. Commitment in Groups• Fostered by – shared values – common purpose – collaboration – controversy with civility – authentic leadership
  48. 48. Authentic Leadership (groups) Commitment Collaboration Common purpose
  49. 49. Authentic Leadership (individual) Commitment Congruence Consciousness of self
  50. 50. Authentic Leadership Quality of citizenship Commitment Collaboration
  51. 51. The Model
  52. 52. • Genuine commitment, perseverance and patience along with the right values can move mountains• Paradox: this requires detachment and freedom from obsession with rewards / personal credit …
  53. 53. VIDEO
  54. 54. Video Summary• Leading self and leading others• Work, family, society, self• Self – physical, emotional, spiritual, professional• Balance v/s integration• Balance – trade-off … compromise
  55. 55. 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…
  56. 56. 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
  57. 57. Stew Friedman
  58. 58. • 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
  59. 59. • 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
  60. 60. Questions
  61. 61. 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
  62. 62. 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
  63. 63. Commitment to Social Change – HOW ?• Know your Strengths• Identify Social Issues based on your Strengths• Identify Complementary Talents• Use the Social Change Model
  64. 64. LDP-Action• 5-8 people only• Core LDP content combined with a concrete action• Group meets, discusses LDP content for 45 mins, then works on an activity or action or study or paper• Leadership Network guides and supports Group via email / FB / meet when necessary
  65. 65. LDP-Action• No big groups, no projector• Motivated Friends or Friends’ Friends• Values-Driven• Willing to Learn and DO Change• Table and Chairs, 1 Laptop• Passion, Patience, Perseverance!• Anything else ?
  66. 66. INTERACTIVE SESSION
  67. 67. The Model
  68. 68. Q&AFEEDBACK

×