SESSION 7CONGRUENCE
RECAP         SESSIONS 1 TO 6•   Leadership•   Social Change•   Citizenship•   Collaboration•   Common Purpose•   Controve...
Kolb Model
The Model
Why do we need a          model?• A guide• A common understanding• A yardstick
Leadership for social           change• Leadership is a purposive process / an  activity / a behaviour that is inherently ...
• Leaders are those that practice  leadership… and its underlying  values…
Community Values• Citizenship: – Recognizing individuals and groups   have responsibility for the welfare of   others – A ...
Group Values• Collaboration:  – Working with others in a common effort,    sharing responsibility, authority, and    accou...
Individual Values• Consciousness of self:  – being self-aware of the beliefs, values,    attitudes and emotions that motiv...
Consciousness of self• Consciousness of Self refers to an  awareness of our own relatively stable  personality traits, val...
ASK     Unknown to self            Known to selfKnowntoothers        Open Area TELL                                      B...
Benefits of   Consciousness of self• It is important for leaders to understand their  own inner sense of identity.• This u...
Aspects of Individual        Identity1. our values and principles, culture, faith,   family, generational peers … our worl...
GEERT HOFSTEDE
Becoming Conscious of          Self• Developing consciousness of self requires  intentional actions.• These include1. a pr...
Mindfulness• Mindfulness focuses on more than simply  understanding our personality.• It is the ability to simultaneously ...
Metacognition• Reflection on what and how we are learning• Catching oneself in the act of learning – a  voice of a wise ob...
Food for thought• To live is to choose. But to choose well,  you must know who you are and what  you stand for, where you ...
Kotter’s 8-step model1. Establishing a sense of urgency2. Creating the leadership group3. Developing a vision and strategy...
DISCUSSION QUESTIONS Was Adolf Hitler a leader ?
SESSION 7 Congruence
OBJECTIVES OF SESSION 7• By the end of this session, participants  will be able to:  – demonstrate a clearer understanding...
WHAT IS CONGRUENCE?
What is Congruence?• Acting in ways that are consistent with  one’s values and beliefs.• Requires a person to have a deepl...
What is Congruence?• Congruence is the harmonious union of a  person’s inner and outer worlds.• Congruence means that a pe...
What is Congruence?• Congruence is not something that only  leaders are expected to experience, but  it a necessity in eve...
Discussion• Congruence requires constant  adjustment and taking inventory of  one’s intentions, actions, and motives.• How...
Congruence in content     and process• Content refers to a person’s goals or  purpose – what a person does• Process is how...
Congruence in content     and process• Leaders should not only be concerned  with congruent goals and purpose, but  also c...
Courage to Act          Congruently• It takes courage to be congruent, in a  world that is so diverse and ever  evolving.•...
Courage to Act         Congruently• Doing what feels right and is congruent  sometimes is not synonymous with  social norm...
Courage to Realize      One’s Potential• When being congruent leads to  standing alone, one must find comfort in  knowing ...
Congruence & Authentic      Leadership• Authentic leadership occurs when we  accurately represent ourselves in the  world ...
Congruence & Character• Leading with authenticity is synonymous  with having character• Character is closely tied with con...
Being Congruent in           Groups• Is it easier or harder?
Being Congruent in           Groups• It is easy to be congruent in a room by  oneself.• Congruence is harder to achieve wh...
Being Congruent in           Groups• Being a leader requires the realization that not  all the members of our group will s...
Adaptive Leadership• People in the group should be able to  identify when the group is being  incongruent.• Adaptive leade...
Adaptive Leadership     Ronald Heifetz• The group must face incongruence head  on and the leadership is seen as central to...
Conclusion• Congruence means not being afraid to  stand alone for what one believes in  and knows is right• It requires be...
LINKS WITH THE 7 C’S
Congruence & 7 Cs• Congruence is difficult to achieve without  consciousness of self• Congruence and the resulting credibi...
Congruence and         Leadership• True leadership happens whenever an  individual makes the decision to act  congruently ...
The Model
Questions
BREAK
INTERACTIVE SESSION
Individual Values• Consciousness of self:  – being self-aware of the beliefs, values, attitudes and    emotions that motiv...
Consciousness of Self• Personality Profiles• The JOHARI window• The Rokeach Values survey
CONGRUENCE•   Understanding our Values and Beliefs•   It takes Courage to be Congruent•   Transparency of Values and Inten...
CONGRUENCE• Being Congruent in Groups  – Leading with inclusivity towards people’s    values and perspectives, even when t...
CONGRUENCE• How do we know where the point of  accepting others’ approaches becomes  being incongruent with our own values...
INTERACTIVE SESSION
CONGRUENCE To Be or Not to Be
CONGRUENCEAlways, Sometimes, Never
The Model
Q&AFEEDBACK
Session 7
Session 7
Session 7
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Session 7

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Session 7

  1. 1. SESSION 7CONGRUENCE
  2. 2. RECAP SESSIONS 1 TO 6• Leadership• Social Change• Citizenship• Collaboration• Common Purpose• Controversy with Civility• Consciousness of Self
  3. 3. Kolb Model
  4. 4. The Model
  5. 5. Why do we need a model?• A guide• A common understanding• A yardstick
  6. 6. Leadership for social change• Leadership is a purposive process / an activity / a behaviour that is inherently value-based• Leadership is not linked to titles and hierarchy - e.g., LDP
  7. 7. • Leaders are those that practice leadership… and its underlying values…
  8. 8. Community Values• Citizenship: – Recognizing individuals and groups have responsibility for the welfare of others – A concern for others – Ubuntu
  9. 9. Group Values• Collaboration: – Working with others in a common effort, sharing responsibility, authority, and accountability• Common Purpose: – Having shared aims and values• Controversy with Civility: – differences must be aired openly but with civility
  10. 10. Individual Values• Consciousness of self: – being self-aware of the beliefs, values, attitudes and emotions that motivate us to take action.• Congruence: – Acting in ways that are consistent our values and beliefs.• Commitment: – Having significant investment in an idea or person, both in terms of intensity and duration.
  11. 11. Consciousness of self• Consciousness of Self refers to an awareness of our own relatively stable personality traits, values, and strengths and being mindful of our actions, feelings, and beliefs.• It is not an end point that can be reached… it is an inner journey.
  12. 12. ASK Unknown to self Known to selfKnowntoothers Open Area TELL Blind AreaUnknown Unknownto others Hidden Area Area JOHARI WINDOW
  13. 13. Benefits of Consciousness of self• It is important for leaders to understand their own inner sense of identity.• This understanding helps building self- confidence while recognizing limitations. – thus helps in selection of change initiatives• We become aware of our motivation and consider new ways to contribute to groups and teams.
  14. 14. Aspects of Individual Identity1. our values and principles, culture, faith, family, generational peers … our worldview2. our personal style – timid aggressive, organized, optimistic, patient, easy-going3. our talents, skills and specialized knowledge4. our aspirations and dreams – how do we define success?5. others’ perceptions of us.
  15. 15. GEERT HOFSTEDE
  16. 16. Becoming Conscious of Self• Developing consciousness of self requires intentional actions.• These include1. a practice of reflection2. openness to feedback3. learning about the self through assessment
  17. 17. Mindfulness• Mindfulness focuses on more than simply understanding our personality.• It is the ability to simultaneously act and observe our actions in the present moment.• Simultaneously performing on the dance floor and watching oneself dance from the balcony• Being mindful allows us to choose how to respond in situations (Covey).
  18. 18. Metacognition• Reflection on what and how we are learning• Catching oneself in the act of learning – a voice of a wise observer looking over one’s shoulder and offering insight and raising questions for reflection• Am I attentive? What am I thinking? Do I agree with what is being said? How does this relate to my current situation? Where can I apply this? What am I afraid of?
  19. 19. Food for thought• To live is to choose. But to choose well, you must know who you are and what you stand for, where you want to go and why you want to get there Kofi Annan
  20. 20. Kotter’s 8-step model1. Establishing a sense of urgency2. Creating the leadership group3. Developing a vision and strategy4. Communicating the change vision5. Empowering broad-based action or aligning the organization6. Generating short-term wins7. Consolidating gains and producing more change8. Institutionalizing new approaches in the culture
  21. 21. DISCUSSION QUESTIONS Was Adolf Hitler a leader ?
  22. 22. SESSION 7 Congruence
  23. 23. OBJECTIVES OF SESSION 7• By the end of this session, participants will be able to: – demonstrate a clearer understanding meaning of ‘congruence’ – demonstrate a better congruence in their behaviour – appreciate the link between congruence and leadership
  24. 24. WHAT IS CONGRUENCE?
  25. 25. What is Congruence?• Acting in ways that are consistent with one’s values and beliefs.• Requires a person to have a deeply felt consciousness of self.• When values, beliefs, and convictions are intact and are echoed in person’s actions congruence will exist.
  26. 26. What is Congruence?• Congruence is the harmonious union of a person’s inner and outer worlds.• Congruence means that a person’s thoughts, feelings, and behaviors are guided by an unwavering honesty, authenticity, and genuineness towards others.
  27. 27. What is Congruence?• Congruence is not something that only leaders are expected to experience, but it a necessity in everyone’s everyday life.• Why ?• What happens when congruence is absent?
  28. 28. Discussion• Congruence requires constant adjustment and taking inventory of one’s intentions, actions, and motives.• How is this related to mindfulness?
  29. 29. Congruence in content and process• Content refers to a person’s goals or purpose – what a person does• Process is how a person accomplishes his/her goals or purpose.
  30. 30. Congruence in content and process• Leaders should not only be concerned with congruent goals and purpose, but also congruence in process.• The choice of end and of means must be equally ethical and value-driven.
  31. 31. Courage to Act Congruently• It takes courage to be congruent, in a world that is so diverse and ever evolving.• Includes standing up against peer pressure, forfeiting popularity, or risking looking foolish.
  32. 32. Courage to Act Congruently• Doing what feels right and is congruent sometimes is not synonymous with social norms and may not be in line with the status quo• It takes courage to be the only one standing in congruence• Mahatma Gandhi … Nelson Mandela
  33. 33. Courage to Realize One’s Potential• When being congruent leads to standing alone, one must find comfort in knowing that one is capable and full of overwhelming potential.• It takes courage to deny the internal antagonists known as insecurity and inadequacy that try to impede us from realizing our true potential.
  34. 34. Congruence & Authentic Leadership• Authentic leadership occurs when we accurately represent ourselves in the world in a manner that is ‘in tune’ with our nature.• Authentic leaders nurture relationships driven by a transparency of values and intentions.• Congruence is the foundation of trust and credibility
  35. 35. Congruence & Character• Leading with authenticity is synonymous with having character• Character is closely tied with congruence.• Character encompasses our uniqueness and our realization that we are purposeful only in relation to others.
  36. 36. Being Congruent in Groups• Is it easier or harder?
  37. 37. Being Congruent in Groups• It is easy to be congruent in a room by oneself.• Congruence is harder to achieve when one exists in a group, and even harder when one is a leader.• We often encounter situations where our values are in conflict with the values of members in a group.
  38. 38. Being Congruent in Groups• Being a leader requires the realization that not all the members of our group will share our values, but we are still required to lead them• Leading them effectively and congruently requires that a leaders validate their followers’ truths and learn to see from their point of view – leading with inclusivity towards people’s values and perspectives, even when they are not identical
  39. 39. Adaptive Leadership• People in the group should be able to identify when the group is being incongruent.• Adaptive leaders can identify the values that are conflicting and make the necessary changes to ensure an adjustment that mitigates the level of discrepancy between the group’s values and the reality of the group’s situation.
  40. 40. Adaptive Leadership Ronald Heifetz• 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”
  41. 41. Conclusion• Congruence means not being afraid to stand alone for what one believes in and knows is right• It requires being in tune with our spirit and constantly taking stock to ensure that our actions reflect our values and beliefs• Congruence is required both in private and public spheres
  42. 42. LINKS WITH THE 7 C’S
  43. 43. Congruence & 7 Cs• Congruence is difficult to achieve without consciousness of self• Congruence and the resulting credibility and trust leads to more effective collaboration, impacts the selection of a common purpose ( and vision)• Congruence contributes effectively to our ability to handle controversy with civility• Congruence encourages us to express our citizenship in social change initiatives
  44. 44. Congruence and Leadership• True leadership happens whenever an individual makes the decision to act congruently with the intention of making positive change• What is needed is not popularity or charm, but a sense of core purpose and values and the courage to take action that is consistent with those.
  45. 45. The Model
  46. 46. Questions
  47. 47. BREAK
  48. 48. INTERACTIVE SESSION
  49. 49. Individual Values• Consciousness of self: – being self-aware of the beliefs, values, attitudes and emotions that motivate us to take action.• Congruence: – Acting in ways that are consistent our values and beliefs.• Commitment: – Having significant investment in an idea or person, both in terms of intensity and duration.
  50. 50. Consciousness of Self• Personality Profiles• The JOHARI window• The Rokeach Values survey
  51. 51. CONGRUENCE• Understanding our Values and Beliefs• It takes Courage to be Congruent• Transparency of Values and Intentions• Realisation that we are only purposeful because we exist in relation to others.
  52. 52. CONGRUENCE• Being Congruent in Groups – Leading with inclusivity towards people’s values and perspectives, even when they are not identical – Adapt - identify when the group is being incongruent – leadership is seen as central to fulfilling the role of identifying and remedying the incongruence
  53. 53. CONGRUENCE• How do we know where the point of accepting others’ approaches becomes being incongruent with our own values?• Congruent Content and Processes
  54. 54. INTERACTIVE SESSION
  55. 55. CONGRUENCE To Be or Not to Be
  56. 56. CONGRUENCEAlways, Sometimes, Never
  57. 57. The Model
  58. 58. Q&AFEEDBACK

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