Leadership with a New Perspective Day 1

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  • Leadership with a New Perspective Day 1

    1. 1. Leadership with a New Perspective: “Do You Have the Will to Lead?” Instructor: Raymond R. Patchett
    2. 2. <ul><li>Please introduce yourself. </li></ul><ul><li>Why are you enrolled in the So Cal Leadership Academy? </li></ul><ul><li>What person in history would you like to be? </li></ul>
    3. 4. “ It appears that a community which organizes its activity so that it maximizes the number of healthy, intelligent, self-directing citizens, capable of viewing situations from perspectives other than their own, of weighing alternatives and making decisions, of defining new goals and inventing ways of achieving them, is in fact a democratic community and is producing members who can sustain it against all more pessimistic theories of human nature and the social order.” Foote and Cottrell Citizens
    4. 5. <ul><li>Share some stories of leadership excellence? </li></ul><ul><li>Identify characteristics or traits of excellence in local government leaders. </li></ul><ul><li>If you could imagine and describe the “ideal” local government leader what attributes and capabilities would they possess? </li></ul>Leadership Excellence
    5. 6. The Leadership Diamond By Peter Koestenbaum PhD.
    6. 7. Leadership <ul><li>Leadership is authentic self-expression that creates value (Cashman, p. 20). </li></ul><ul><li>A leader is an individual who significantly affects the thoughts, feelings, and/or behaviors of a significant number of individuals (Gardner, p.ix). </li></ul><ul><li>… leaders fashion stories –principally stories of identity (Gardner, p.ix). </li></ul>
    7. 8. Leadership <ul><li>… .leaders exercise their influence in two principal, though contrasting ways: through the stories or messages that they communicate, and through the traits that they embody (Gardner, p. 37). </li></ul><ul><li>Leadership is the willingness to initiate the world, to involve others in producing what did not exist before. This is the exercise of freedom, which means that leadership includes the task of confronting other people with their freedom. (Koestenbaum & Block p. 110). </li></ul>
    8. 9. The Leadership Diamond <ul><li>A Philosophy of Leadership </li></ul><ul><li>A Language </li></ul><ul><li>An Operating System </li></ul><ul><li>A Prescription </li></ul><ul><li>A Journey to Greatness </li></ul>
    9. 10. The Leadership Diamond
    10. 11. The Languages of the Leadership Diamond <ul><li>Free Will </li></ul><ul><li>Inner Self-Awareness </li></ul><ul><li>Mind </li></ul><ul><li>System’s Thinking </li></ul><ul><li>External World </li></ul><ul><li>Matter </li></ul><ul><li>Courage </li></ul><ul><li>Ethics </li></ul><ul><li>Reality </li></ul><ul><li>Vision </li></ul><ul><li>Going Deeper </li></ul><ul><li>Strive for Greatness </li></ul><ul><li>Face the Shadow </li></ul><ul><li>Manage Polarity </li></ul><ul><li>Being </li></ul><ul><li>Translating History </li></ul>
    11. 12. THE ARENA RINGS OF LIFE Copyright  2001 by Peter Koestenbaum All rights reserved. Where are you strongest? Where are you least strong? Where would you like to be? What stops you? WORK # SELF # FAMILY # Ecological Accountability # Social Responsibility # Financial Health # # #
    12. 13. The Leadership Conversation <ul><li>Leadership is more than what happens at work </li></ul><ul><li>Leadership is found in every part of life </li></ul><ul><li>Leadership is about making the decision to take responsibility for preserving the values that you treasure </li></ul><ul><li>Leadership is about asking deeper questions about what it means to lead </li></ul>
    13. 14. <ul><li>Ethics </li></ul><ul><li>(Service/Community) </li></ul><ul><li>Empathy/Caring </li></ul><ul><li>Principle </li></ul><ul><li>Vision </li></ul><ul><li>(Big Picture / </li></ul><ul><li>Space-time-complexity) </li></ul><ul><li>Creativity </li></ul><ul><li>Strategic/Systemic Thinking </li></ul><ul><li>Courage </li></ul><ul><li>(Initiative, Motivation, Commitment) </li></ul><ul><li>Managing Anxiety </li></ul><ul><li>Analysis of Resistance </li></ul><ul><li>Free Will / Responsibility </li></ul><ul><li>(for choosing shadow or leadership) </li></ul><ul><li>Reality </li></ul><ul><li>(Facts / Results) </li></ul><ul><li>Hardness </li></ul><ul><li>Brand </li></ul><ul><li>Polarity </li></ul><ul><li>(Opposites / Alternation) </li></ul><ul><li>Managing Uncertainty </li></ul><ul><li>Being Open-minded / Diversity </li></ul><ul><li>Systems Integration & Process Design </li></ul><ul><li>Engagement vs. Reflection </li></ul><ul><li>Greatness </li></ul><ul><li>( Significance / Grounding) </li></ul><ul><li>Credibility </li></ul><ul><li>Striving towards Excellence </li></ul><ul><li>Highest Standards / Perfection </li></ul><ul><li>Overcoming the Stuck Point </li></ul><ul><li>Finding Your Root Metaphor </li></ul><ul><li>Establishing a World View </li></ul><ul><li>Philosophy of Life </li></ul>The Leadership Diamond © Peter Koestenbaum PhD.
    14. 15. Ethics: “The Healer” <ul><li>Ethics is Service </li></ul><ul><li>People matter—You reach out </li></ul><ul><li>Morality and integrity are important to you </li></ul><ul><li>You treasure your character because you are your character </li></ul><ul><li>You know the power of love </li></ul><ul><li>You act on wisdom </li></ul><ul><li>You appreciate the personal enrichment that comes from being of service </li></ul>
    15. 16. Ethics: “The Healer” <ul><li>You are interested in seeing the world from another person’s perspective </li></ul><ul><li>Mentoring is important to you </li></ul><ul><li>You know that, as a boss, you have the responsibility to train and develop others </li></ul><ul><li>You know that, as a subordinate, you have an obligation to train your boss </li></ul><ul><li>You are conscious of the central role that ethics & values play in making an organization effective. </li></ul>
    16. 17. Ethics: “The Healer” <ul><li>Key tactics of Ethics: </li></ul><ul><ul><li>Teamwork – Understanding that effective leadership involves accomplishing tasks through people working together </li></ul></ul><ul><ul><li>Meaning – There must be meaning in your work, and there must be meaning in the work you create for others </li></ul></ul><ul><ul><ul><li>In life, it is necessary to find something worthy to which one can make an unconditional commitment </li></ul></ul></ul>
    17. 18. Ethics: “The Healer” <ul><li>Why would a strong grasp of Ethics be important? </li></ul><ul><li>What are some of the shortcomings of an excessive attachment to Ethics? </li></ul>
    18. 19. Courage – “The Warrior” <ul><li>The willingness to initiate the world </li></ul><ul><li>A self-starter </li></ul><ul><li>Uses anxiety constructively </li></ul><ul><ul><li>Tolerates significant amounts of anxiety </li></ul></ul><ul><ul><li>Manages anxiety and guilt – this is not denial </li></ul></ul><ul><li>Takes charge of his/her our own life </li></ul><ul><ul><li>Conquer yourself first </li></ul></ul>
    19. 20. Courage – “The Warrior” <ul><li>Has the willingness to be alone </li></ul><ul><li>Understands that everyone has Free Will </li></ul><ul><ul><li>Everyone makes choices </li></ul></ul><ul><ul><li>Living with choices </li></ul></ul><ul><li>Has personal autonomy and independent thought </li></ul><ul><li>Willing to risk </li></ul><ul><li>Confronts his/her own freedom </li></ul>
    20. 21. Courage: “The Warrior” <ul><li>Why is courage important? </li></ul><ul><li>What are some of the shortcomings of an excessive attachment to Courage? </li></ul>
    21. 22. Reality – “The Merchant” <ul><li>In touch with: </li></ul><ul><ul><li>the market </li></ul></ul><ul><ul><li>the facts </li></ul></ul><ul><ul><li>the “Truth” </li></ul></ul><ul><li>You do not lie to yourself or exist in a state of self-deception </li></ul><ul><li>You think rather than feel </li></ul><ul><li>You are: </li></ul><ul><ul><li>objective </li></ul></ul><ul><ul><li>rational </li></ul></ul><ul><ul><li>competent </li></ul></ul>
    22. 23. Reality – “The Merchant” <ul><li>You are in command of the facts </li></ul><ul><li>You are connected to the economy </li></ul><ul><li>You are connected to the laws of the land </li></ul><ul><li>You cope with the “realities” of your chosen business </li></ul><ul><li>You focus on what is right not what is convenient </li></ul><ul><li>Realism also means being in touch with people </li></ul><ul><ul><li>You are conscious of how others perceive you </li></ul></ul><ul><ul><li>Others’ perception of you also limits you </li></ul></ul>
    23. 24. Reality – “The Merchant” <ul><li>Reality also means being in touch with your internal realities </li></ul><ul><ul><li>Your ideas </li></ul></ul><ul><ul><li>Your values </li></ul></ul><ul><ul><li>Your feelings </li></ul></ul><ul><ul><li>Your attitudes </li></ul></ul><ul><li>You are in touch with all aspects of the real world </li></ul>
    24. 25. Reality – “The Merchant” <ul><li>Realism includes existing comfortably at the interface between your inner and your outer world </li></ul>Perception Outer World Inner World Volition Mind Free Will Philosophy
    25. 26. Reality – “The Merchant” <ul><li>Instead of complaining you find solutions </li></ul><ul><li>You have no illusions </li></ul><ul><li>Realism means meticulous attention to practical details </li></ul><ul><li>Realism is the source of quality </li></ul><ul><li>Reality stands for detachment, research, facts and calculations </li></ul><ul><li>Reality is sharply focused attention on survival </li></ul><ul><li>Reality is results orientation </li></ul>
    26. 27. Reality – “The Merchant” <ul><li>Why would a strong grasp of Reality be important? </li></ul><ul><li>What are some of the shortcomings of an excessive attachment to Reality? </li></ul>
    27. 28. Vision – “The Seer” <ul><li>See the “Big Picture” </li></ul><ul><li>Open to different ways of viewing the world </li></ul><ul><li>System thinking (sees the connections between events, people, things), strategic thinking </li></ul><ul><li>Skilled at making logical connections (abstract reasoning) </li></ul><ul><li>Creativity, innovation, lateral thinking </li></ul><ul><li>Aware of possibilities </li></ul>
    28. 29. Vision – “The Seer” <ul><li>Vision includes an understanding of Time: </li></ul><ul><ul><li>“The sense of time is produced by the anticipation of death” </li></ul></ul><ul><ul><li>“The greatest source of time pressure is bureaucracy.” </li></ul></ul><ul><li>Time as an element effective decisions: </li></ul><ul><ul><li>What time scale do you use for decision making? </li></ul></ul><ul><ul><ul><li>Effects this minute, hour, day, week, month, year, lifetime, seven generations? </li></ul></ul></ul>
    29. 30. Vision – “The Seer” <ul><li>Why is a bold vision important? </li></ul><ul><li>What are some of the shortcomings of an excessive attachment to Vision? </li></ul>
    30. 31. The Shadow Diamond <ul><li>Each Leadership Diamond point has a shadow… </li></ul>
    31. 32. <ul><li>Depersonalization </li></ul><ul><li>(Greed) </li></ul><ul><li>Insensitive, Envy </li></ul><ul><li>Unscrupulous, Evil </li></ul><ul><li>Blinders On </li></ul><ul><li>(Narrow-Minded, Careless) </li></ul><ul><li>Dullard, Myopic </li></ul><ul><li>Undisciplined </li></ul><ul><li>Unimaginative </li></ul><ul><li>Timid </li></ul><ul><li>(Passive) </li></ul><ul><li>Security at all costs </li></ul><ul><li>Victim Mentality </li></ul><ul><li>Illusion </li></ul><ul><li>(Lies, Fantasy) </li></ul><ul><li>Wishful Thinking </li></ul><ul><li>Narcissistic </li></ul><ul><li>Monolithic </li></ul><ul><li>(Rigid Mindset) </li></ul><ul><li>Overwhelmed </li></ul><ul><li>Indifferent to Community </li></ul><ul><li>Devalues Diversity </li></ul><ul><li>Paralyzed </li></ul><ul><li>Naïve about the Future </li></ul><ul><li>Unambitious </li></ul><ul><li>Lethargic, Powerless </li></ul><ul><li>Infantilized, Superficial </li></ul><ul><li>Self Deception, Denial </li></ul><ul><li>Unaware </li></ul>The Shadow Diamond © Peter Koestenbaum PhD.
    32. 33. The Leadership Environment: Polarities—Opposites—Dilemma’s <ul><li>Is the Yin-Yang principle: that everything has its opposite, its counterpart, that nothing is either black or white. </li></ul><ul><li>Most of us feel compelled to choose between opposites. That may sometimes be appropriate. But just as often it means we are stuck in a rut. </li></ul><ul><li>To live in a world of opposites is a transformative step upward, a new way of perceiving an old reality. We do not need to choose. </li></ul><ul><li>We can be big enough to live in paradoxes. </li></ul>
    33. 34. “ The leadership mind can hold opposing ideas and contradictory feelings at one and the same time. It can achieve comfort with the tensions of ambiguity, polarity , and uncertainty” <ul><li>Black </li></ul><ul><li>Objective </li></ul><ul><li>Life </li></ul><ul><li>Right </li></ul><ul><li>Good </li></ul><ul><li>Outer World </li></ul><ul><li>White </li></ul><ul><li>Subjective </li></ul><ul><li>Death </li></ul><ul><li>Wrong </li></ul><ul><li>Evil </li></ul><ul><li>Inner World </li></ul>“ How we act, how we respond to those polarities – that is where we separate greatness from mediocrity” Koestenbaum Ambiguity
    34. 35. Perception <ul><li>Science and religion may not be compatible, nor can we say that one is right and the other is wrong. Both reflect reality with different emphasis. Rather than argue that one is right and the other wrong, it is often possible to realize that they represent different perceptions of a single reality. The perceptions differ because the values we wish to extract from reality may differ. This is known as the pragmatic theory of truth. Peter Koestenbaum </li></ul>
    35. 36. CHOICE <ul><li>We are all free to choose our attitude </li></ul><ul><li>Managing Polarity teaches us that there are no solutions – there are only changes of attitude </li></ul><ul><li>Koestenbaum </li></ul>
    36. 37. Attitudes <ul><li>I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you. We are in charge of our attitudes. </li></ul><ul><li>We cannot change our past. We can not change the fact that people act in a certain way. We can not change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude. </li></ul>Quotes from Charles Swindoll Charles Swindoll is an ordained pastor, the author of a number of books , and the founder of Insight for Living .
    37. 38. Principal Dualities within Being Among these dualities you make a choice, take a decision – free and defining – on which way to go, and under what circumstances. <ul><li>Reason </li></ul><ul><li>Thought </li></ul><ul><li>Conceptual </li></ul><ul><li>Engagement </li></ul><ul><li>Part </li></ul><ul><li>Apart </li></ul><ul><li>Analysis </li></ul><ul><li>Subject </li></ul><ul><li>Here </li></ul><ul><li>Then </li></ul><ul><li>Stability </li></ul><ul><li>Mind </li></ul><ul><li>Aware </li></ul><ul><li>Functional </li></ul><ul><li>Emotion </li></ul><ul><li>Feelings </li></ul><ul><li>Experiential </li></ul><ul><li>Reflection </li></ul><ul><li>Whole </li></ul><ul><li>Connected </li></ul><ul><li>Intuition </li></ul><ul><li>Object </li></ul><ul><li>There </li></ul><ul><li>Now </li></ul><ul><li>Change </li></ul><ul><li>Matter </li></ul><ul><li>Unaware </li></ul><ul><li>Dysfunctional </li></ul>
    38. 39. Greatness (Effectiveness) <ul><li>Greatness centers on character—that is, human authenticity and depth, the fully developed mind. </li></ul><ul><li>Emphasize results=Effectiveness </li></ul><ul><li>Leadership is an attitude, a mindset and a pattern of behaviors. A definite direction to the mind </li></ul><ul><li>New awareness. New expanded consciousness with respect to human potential and to cultures </li></ul><ul><li>Lead by teaching—teach by learning </li></ul><ul><li>E = A x D x S (Empowering = Fostering Autonomy, Providing Direction, Lending Support) </li></ul>
    39. 40. Greatness (continued) <ul><li>Have faith – Leadership can be learned and taught </li></ul><ul><li>Arena’s: Family, self, social responsibility, work, & financial health </li></ul><ul><li>Live from the “outside in” (reason and models) and the “inside out” (intuition and instincts) </li></ul><ul><li>Honor life by striving for depth and for perfection and by devoting yourself to what is worthy and noble. Have standards for their own sake. </li></ul>
    40. 41. Greatness (continued) <ul><li>Stand up to death and evil. </li></ul><ul><li>Be humble. Be open-minded. Understand the magnitude of self-deception, and identify our resistances to authenticity. </li></ul><ul><li>Appreciate the mystery and miracle of being. </li></ul>
    41. 42. Greatness (Character) <ul><li>Greatness is an intrinsic value, an inherent good, a pure virtue. </li></ul><ul><li>It is good in and of itself. It is to be sought for its own sake. </li></ul>
    42. 43. Is There Room for Greatness? Vision Courage Reality Ethics Vision Courage Reality Ethics
    43. 44. Leadership Means. . . <ul><li>Greatness in all you do. </li></ul><ul><li>Authentic self expression that creates value. </li></ul><ul><li>An attitude, a mindset, a pattern of behaviors. </li></ul><ul><li>A new state of awareness and consciousness. </li></ul><ul><li>Holistic. The Arena Rings of life. </li></ul>
    44. 45. Philosophers of the Leadership Diamond <ul><li>Polarity </li></ul><ul><ul><li>Rene Descartes – Systematic and universal doubt (Extreme doubt is the way to certainty) </li></ul></ul><ul><li>Greatness </li></ul><ul><ul><li>Friedrich Nietzsche – Elevating the person to supreme status in the universe </li></ul></ul><ul><li>Freedom </li></ul><ul><ul><li>Jean-Paul Sartre – Free will and total responsibility </li></ul></ul><ul><li>Anxiety </li></ul><ul><ul><li>Dane Soren Kierkegaard – The dominance of anxiety </li></ul></ul>
    45. 46. Philosophers of the Leadership Diamond <ul><li>Love, intimacy, empathy, dialogue, relationship </li></ul><ul><ul><li>Martin Buber </li></ul></ul><ul><li>Ethics </li></ul><ul><ul><li>Epictetus, Marcus Aurelius, Baruch Spinoza, Immanuel Kant </li></ul></ul><ul><li>Vision </li></ul><ul><ul><li>Plato – Comprehensive view of human beings, world and cosmos </li></ul></ul><ul><li>Self-Discovery </li></ul><ul><ul><li>Socrates – Discovery of self through the Socratic method </li></ul></ul>
    46. 47. Thank You <ul><li>What has shifted in your thinking—attitudes: </li></ul><ul><ul><li>Work </li></ul></ul><ul><ul><li>Life </li></ul></ul><ul><li>What concrete “actions” are you willing to take to address these leadership obligations? </li></ul>
    47. 48. <ul><li>Leadership Diamond Applications </li></ul><ul><ul><li>Work </li></ul></ul><ul><ul><li>Professional </li></ul></ul><ul><ul><li>Family </li></ul></ul><ul><ul><li>News Media </li></ul></ul>
    48. 49. Life’s Paradoxical Journey Thinking about Thinking
    49. 50. TWO Under heaven all can see beauty as beauty only because there is ugliness. All can know good as good only because there is evil. Therefore having and not having arise together. Difficult and easy complement each other. Long and short contrast each other; High and low rest upon each other; Voice and sound harmonize each other’ Front and back follow one another. Therefore the sage goes about doing nothing, teaching no-talking. The ten thousand things rise and fall without cease, Creating, yet not possessing, Working, yet not taking credit. Work is done, then forgotten. Therefore it lasts forever. Lao Tsu, Tao Te Ching
    50. 51. <ul><li>TWO illustrates the Paradoxical nature of life, human existence and organization life. </li></ul><ul><li>Our Constant task as Leaders, as human beings, is to confront the choice facing us, to make the choice, and live with the consequences. </li></ul>Paradoxical
    51. 52. Polarities & Leadership Dilemmas <ul><li>Definition: </li></ul><ul><li>Polarities: The Possession or manifestation of two opposing attributes, tendencies or principles. </li></ul><ul><li>Opposites: Directly contrary in nature or kind. Antithetical </li></ul><ul><li>Duality: The quality or state of being twofold. </li></ul><ul><li>Dilemma: A situation that requires a choice between two evenly balanced alternatives. </li></ul>Examples Individual-Team Growth-No Growth Socio-Technical
    52. 53. The Breathing Polarity L + R + L - R - Solution? Get fresh Oxygen Too much carbon dioxide INHALE Clean out Carbon Dioxide EXHALE Problem? Lack of oxygen 1 3 2 4
    53. 54. Polarity Map L- R- Polarity Topic Dimension Dimension R+ L+
    54. 55. L + R + L - R - Individual Initiative Individual Creativity Entrepreneurial Spirit Meetings: Fewer-Short Individual Freedom Addressing Personal Needs Cohesive Unit Common Direction Synergistic Effect Team Support Personal Sacrifice Isolated No Common Direction Only Rewarded “ Home Runs” No Synergistic Effect No Team Support Selfish “Me” Talk Too Much Conformity Bland Sameness Meetings: Too Many – “ Too Long” Least Common Denominator Team Building Neglect of Personal Needs Individual Team Individual/Team Polarity
    55. 56. L + R + L - R - Decisive Efficient (short term) Clear Responsibilities Support for Decisions Group wisdom used Synergy Enthusiasm Indecisive Inefficient (short term) Unclear responsibilities Autocratic Participatory Autocratic/Participatory Lack of Support for Decisions Lack group wisdom Lack of synergy Lack of enthusiasm
    56. 57. <ul><li>Reconciliation with Ambiguity as fact. </li></ul><ul><li>Co-creation and Networking – Results through others. </li></ul><ul><li>Subjective Perspective – Diversity. </li></ul><ul><li>Prediction – Cycles, S Curves and Pendulum. </li></ul>Polarity Alteration & Integration
    57. 58. Black White Life Death Right Wrong Good Evil Perfect Imperfect “ How we act, how we respond to those polarities – that is where we separate greatness from mediocrity” Peter Koestenbaum “ The leadership mind can hold opposing ideas and contradictory feelings at one and the same time. It can achieve comfort with the tensions of ambiguity, polarity, and uncertainty” Koestenbaum
    58. 59. CHOICE <ul><li>We are all free to choose our attitude </li></ul><ul><li>Managing Polarity teaches us that there are no solutions – there are only changes of attitude. </li></ul><ul><li>Koestenbaum </li></ul>
    59. 60. <ul><li>I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you. We are in charge of our attitudes. </li></ul><ul><li>We cannot change our past. We can not change the fact that people act in a certain way. We can not change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude. </li></ul>Attitudes Quotes from Charles Swindoll Charles Swindoll is an ordained pastor, the author of a number of books , and the founder of Insight for Living .
    60. 61. <ul><li>How can we harness the best of both opposites? </li></ul><ul><li>How does polarity help us understand resistance? </li></ul><ul><li>How does polarity help us understand other perspectives? </li></ul><ul><li>What are the implications of Polarity for decision-making? </li></ul><ul><li>What if you get stuck in one of the poles? </li></ul><ul><li>How do we as a Community, Organization or Individual manage the dynamic Rhythm of Life’s polarities? </li></ul>Discussion Questions
    61. 62. <ul><li>Science and religion may not be compatible, nor can we say that one is right and the other is wrong. Both reflect reality with different emphasis. Rather than argue that one is right and the other wrong, it is often possible to realize that they represent different perceptions of a single reality. The perceptions differ because the values we wish to extract from reality may differ. This is known as the pragmatic theory of truth. Peter Koestenbaum </li></ul>Perception
    62. 63. Principal Dualities within Being Among these dualities you make a choice, take a decision – free and defining – on which way to go, and under what circumstances. <ul><li>Reason </li></ul><ul><li>Thought </li></ul><ul><li>Conceptual </li></ul><ul><li>Engagement </li></ul><ul><li>Part </li></ul><ul><li>Apart </li></ul><ul><li>Analysis </li></ul><ul><li>Subject </li></ul><ul><li>Here </li></ul><ul><li>Then </li></ul><ul><li>Stability </li></ul><ul><li>Mind </li></ul><ul><li>Emotion </li></ul><ul><li>Feelings </li></ul><ul><li>Experiential </li></ul><ul><li>Reflection </li></ul><ul><li>Whole </li></ul><ul><li>Connected </li></ul><ul><li>Intuition </li></ul><ul><li>Object </li></ul><ul><li>There </li></ul><ul><li>Now </li></ul><ul><li>Change </li></ul><ul><li>Matter </li></ul>
    63. 64. <ul><li>Under heaven nothing is more soft and yielding than water. </li></ul><ul><li>Yet for attacking the solid and strong, nothing is better. </li></ul><ul><li>It has no equal. </li></ul><ul><li>The weak can overcome the strong; </li></ul><ul><li>The supple can overcome the stiff. </li></ul><ul><li>Under heaven everyone knows this, </li></ul><ul><li>Yet no one puts it into practice. </li></ul><ul><li>Therefore the sage says: </li></ul><ul><li>He who takes upon himself the sadness of the people </li></ul><ul><li> is fit to rule them. </li></ul><ul><li>He who takes upon himself the country’s disasters </li></ul><ul><li>deserves to be king of the universe. </li></ul><ul><li>The truth often sounds paradoxical. </li></ul><ul><li>Tao Te Ching, # 78 </li></ul>Prescription for a Leader
    64. 65. Teams <ul><li>A Team Development Process </li></ul><ul><li>Characteristics of High Performance Teams </li></ul><ul><li>Stages of Team Development </li></ul>
    65. 66. Characteristics of High Performance Organizations <ul><li>Clear on mission </li></ul><ul><li>Define outcomes and focus on results </li></ul><ul><li>Empower employees </li></ul><ul><li>Motivate and inspire people to succeed </li></ul><ul><li>Flexible and adjust nimbly to new conditions </li></ul><ul><li>Competitive in terms of performance </li></ul><ul><li>Work processes meet customer needs </li></ul><ul><li>Maintain communication with stakeholders </li></ul><ul><ul><ul><li>….Popovich 1998 </li></ul></ul></ul>
    66. 67. <ul><li>The Essentials of a Successful Team </li></ul><ul><ul><li>A Small Number of People </li></ul></ul><ul><ul><li>Commitment to Common Purpose and Performance Goals </li></ul></ul><ul><ul><li>Mutual Accountability </li></ul></ul><ul><ul><li>Complementary skills </li></ul></ul><ul><ul><ul><li>Interpersonal </li></ul></ul></ul><ul><ul><ul><li>Technical/Functional </li></ul></ul></ul><ul><ul><ul><li>Rational </li></ul></ul></ul><ul><ul><ul><ul><li>Situation Analysis & Evaluation </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Problem-Solving </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Plus-Side Thinking & Planning </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Goal-setting </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Decision-making </li></ul></ul></ul></ul>
    67. 68. <ul><li>Center on Purpose </li></ul><ul><ul><li>Understanding the role and importance of Purpose in team performance </li></ul></ul><ul><ul><li>Discussion to clarify and reach consensus (or concordance) on Purpose </li></ul></ul><ul><ul><li>Establishing mutually understood Task/Work context </li></ul></ul>
    68. 69. <ul><li>Establishing the Process for Decision-making </li></ul><ul><ul><li>Understand decision making options and choose which will be used when </li></ul></ul><ul><ul><li>Understand extent of team’s authorities </li></ul></ul><ul><li>Understand Group Dynamics </li></ul><ul><ul><li>Understand and anticipate the phases of group development and group decision-making </li></ul></ul><ul><ul><li>Understand task versus process tensions and need for attention to both </li></ul></ul>
    69. 70. <ul><li>Defining Performance Indicators/Feedback Mechanisms </li></ul><ul><ul><li>Task track measures </li></ul></ul><ul><ul><li>Process track measures </li></ul></ul><ul><ul><li>Individual Performance </li></ul></ul><ul><li>Understand and Appreciate the Positive Power of Differences </li></ul><ul><ul><li>Behavioral preferences </li></ul></ul><ul><ul><li>Conflict styles </li></ul></ul><ul><li>Experience Camaraderie & Build Trust </li></ul><ul><ul><li>Teamwork focused experiential learning opportunities </li></ul></ul>
    70. 71. <ul><li>Articulate Team Norms/Behavioral Expectations </li></ul><ul><ul><li>Build on members’ past positive experiences </li></ul></ul><ul><ul><li>Address the question, “How will we work successfully together? </li></ul></ul><ul><li>Clarify Member Roles & Responsibilities and Assure Team Sufficiency </li></ul><ul><ul><li>Divisions of labor </li></ul></ul><ul><ul><li>Who is not here, who should be? </li></ul></ul><ul><ul><li>Communications: who, what, how? </li></ul></ul>
    71. 72. <ul><li>Members understand and support the team’s Purpose, its Driving Force. </li></ul><ul><li>Members accept and are clear on the team’s goals and the directions the team is taking to realize them. </li></ul><ul><li>Members have clearly defined roles, responsibility and authorities. </li></ul><ul><li>There is an effective planning system. </li></ul><ul><li>There is an effective decision-making system. </li></ul>15 Characteristics of High Performance Teams
    72. 73. <ul><li>There is an effective feedback system on team and individual performance to support rewards, recognition and continuing improvement. </li></ul><ul><li>There is flexibility in the organization and procedures to accommodate change when needed. </li></ul><ul><li>Team members communicate effectively. </li></ul><ul><li>Team meetings are effective. </li></ul><ul><li>Leadership is shared based upon the situation. </li></ul>
    73. 74. <ul><li>Members actively contribute to the group and support one another. </li></ul><ul><li>Members accept and respect different perspectives and opinions. </li></ul><ul><li>Members handle conflict in a direct and productive fashion. </li></ul><ul><li>The team has the right mix of technical knowledge and skill to accomplish its Purpose. </li></ul><ul><li>The team has the right mix of styles and interpersonal skills to do the job. </li></ul>
    74. 75. <ul><li>This survey asks you and your colleagues to assess where our organizations currently stands on this scale. </li></ul><ul><li>How well do you think our organization is doing right now on these characteristics? WE… </li></ul><ul><li>What ideas do you have for making changes that could help improve your effectiveness and the performance of our organization? </li></ul><ul><li>What next steps do you think you can help us take to achieve those goals? What role would you be willing to play? </li></ul>5 4 3 2 1 Maintain communications with stakeholders I 5 4 3 2 1 Restructure work processes to meet customer needs H 5 4 3 2 1 Are competitive in terms of performance G 5 4 3 2 1 Are flexible and adjust to changing conditions F 5 4 3 2 1 Motivate and inspire E 5 4 3 2 1 Empower employees D 5 4 3 2 1 Focus on results that matter C 5 4 3 2 1 Define Outcomes B 5 4 3 2 1 Are Clear on our mission A Good Aver. Poor
    75. 76.       Can’t Say Never Always   Contributions are additive 0 1 2 3 4 5   There is a sense of Team Spirit 0 1 2 3 4 5   Decisions are made by consensus 0 1 2 3 4 5   Commitment to decisions is strong 0 1 2 3 4 5   Team continually evaluates itself 0 1 2 3 4 5   Team is clear about its goals 0 1 2 3 4 5   Conflict is dealt with openly 0 1 2 3 4 5   Alternative solutions are generated 0 1 2 3 4 5   Leadership goes to the best qualified 0 1 2 3 4 5   Feelings are dealt with openly 0 1 2 3 4 5           From Chris Argyris as reported in The Team Trainer, Gorden et al. 1996
    76. 77. Forming Optimistic Excited Proud Storming Frustration Stalled Feeling Boredom Discomfort Norming Renewed Optimism Common Purpose Sense of Belonging Satisfaction Sense of Accomplishment Camaraderie Organizing & Preliminary Planning/Training Initial Progress is slow Meet Resistance to new proposals Early Achievements Significant positive change begins Set-backs Performing Stages of Team Development
    77. 78. Know Your Leaderships Strengths: Discover Your Power
    78. 79. Adjourn Day 1 <ul><li>What has shifted in your attitudes and thinking toward: </li></ul><ul><ul><li>Work? </li></ul></ul><ul><ul><li>Life? </li></ul></ul>

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