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Acosta Leadership

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Acosta Leadership

  1. 1. LEADERSHIP CHALLENGES: DR. NEREUS ACOSTA CONNECTING THE I’S SEPTEMBER 2007
  2. 2. LEADERSHIP CHALLENGES INTEGRITY
  3. 3. INQUIRY/IDEAS <ul><li>WHAT DO WE NEED TO KNOW? </li></ul><ul><li>WHAT DO WE DO? </li></ul><ul><li>WHAT IDEAS DRIVE OUR GOALS? </li></ul><ul><li>WHAT KNOWLDEGE BASE DO WE HAVE OR NEED TO DEVELOP? </li></ul><ul><li>HOW DO WE BUILD CAPACITY? </li></ul>
  4. 4. INSPIRATION <ul><li>WHY DO WE DO WHAT WE DO? </li></ul><ul><li>WHAT DO WE BELIEVE IN? </li></ul><ul><li>WHAT IS OUR PURPOSE? </li></ul><ul><li>WHAT IS OUR VISION? </li></ul><ul><li>WHERE DO WE DRAW ENERGY, INNER DRIVE TO DO THE THINGS WE DO? </li></ul>
  5. 5. INNOVATION/INITIATIVES <ul><li>HOW DO WE GO ABOUT DOING THE THINGS THAT NEED TO BE ACCOMPLISHED? </li></ul><ul><li>WHAT NEW WAYS, APPROACHES, STRATEGIES, TECHNOLOGIES DO WE TAKE OR USE? </li></ul><ul><li>HOW CREATIVE, PRO-ACTIVE CAN WE BE? </li></ul><ul><li>WHAT PARTNERSHIPS, CONVERGENCES CAN WE FORGE? </li></ul>
  6. 6. INTERESTS <ul><li>WHAT ARE THE STAKES? ISSUES? </li></ul><ul><li>WHO ARE THE STAKEHOLDERS?/WHO ARE INVOLVED? WHAT ARE THEIR RIGHTS? </li></ul><ul><li>HOW DO WE ACHIEVE CONSENSUS? </li></ul><ul><li>HOW DO COMPETING INTERESTS REACH CONVERGENCE? </li></ul>
  7. 7. IMPLEMENTATION <ul><li>HOW DO PUT OUR PLANS INTO ACTION? </li></ul><ul><li>WHAT ARE THE RESPONSIBILITIES THAT NEED TO BE EMBRACED? </li></ul><ul><li>WHAT ARE OUR MECHANISMS FOR ENFORCEMENT? FOLLOW-THROUGH? </li></ul><ul><li>WHO ARE ACCOUNTABLE? </li></ul><ul><li>HOW DO WE MEASURE IMPACT? </li></ul><ul><li>WHAT DO WE DO WHEN “THE RUBBER HITS THE ROAD?” </li></ul>
  8. 8. INSTITUTION-BUILDING <ul><li>HOW DO WE SUSTAIN OUR WORK, PROGRAMS, PROJECTS? </li></ul><ul><li>HOW DO WE STRENGTHEN SYSTEMS AND MAKE THEM SUSTAINABLE OVER THE LONG TERM? </li></ul><ul><li>HOW DO WE STRENGTHEN GOVERNANCE? </li></ul><ul><li>HOW DO WE CONSTRAIN ABUSE OF POWER, BUILD TRANSPARENCY/ ACCOUNTABILITY? </li></ul><ul><li>HOW DO WE BUILD TRUST WITHIN THE SYSTEM? </li></ul>
  9. 9. INTEGRITY <ul><li>INTEGRA – WHOLE, SOLID </li></ul><ul><li>SOCIAL TRUST, SOCIAL CAPITAL – LEADERS AND CONSTITUENCIES SHARE A COMMON VISION, TRUST ONE ANOTHER, DRAW INSPIRATION FROM WORKING TOGETHER </li></ul>
  10. 10. LEADERSHIP CHALLENGES INTEGRITY ENABLING FACTORS DISABLING FACTORS FREEDOM, DEMOCRATIC CONSENSUS-BUILDING, RESOURCES CORRUPTION GREED ENVY POVERTY ANTI-DEMOCRACY
  11. 11. LEADERSHIP AND TENSION/RESISTANCE <ul><li>LEADERSHIP as the management of tensions, building muscle when pain is greatest. </li></ul><ul><li>Leadership is formed and tested not in times of convenience or comfort but in times of controversy and conflict. (Martin Luther King) </li></ul><ul><li>taking the ‘difficult right’ over the ‘easy wrong’ </li></ul>
  12. 12. QUALITIES/ATTRIBUTES OF LEADERSHIP <ul><li>Insistent -- persistence/perseverance, self-sacrificing </li></ul><ul><li>Introspective – self-critique, would not run away from fear, self-doubt </li></ul><ul><li>Innovative – stepping out of comfort zones, conventional ways of thinking, seek impact </li></ul><ul><li>Integrative – interfacing/holistic, ‘the forest for the trees’, looking for new connections, linkages, global-local - ‘glocal’ approaches </li></ul>
  13. 13. <ul><li>Intuitive – faith, simplicity, humanism, inner strength, deep inspiration, life of example </li></ul><ul><li>Be the change you want to see in the world. </li></ul><ul><li>Mahatma Gandhi </li></ul>
  14. 14. PARADOXICAL COMMANDMENTS <ul><li>People are illogical, unreasonable and self-centered. LOVE THEM ANYWAY. </li></ul><ul><li>If you do good, people will accuse you of selfish ulterior motives. DO GOOD ANYWAY. </li></ul><ul><li>If you are successful, you will win false friends and true enemies. SUCCEED ANYWAY. </li></ul><ul><li>The good you do today will be forgotten tomorrow. DO GOOD ANYWAY. </li></ul>
  15. 15. PARADOXICAL COMMANDMENTS <ul><li>Honesty and frankness will make you vulnerable. BE HONEST AND FRANK ANYWAY. </li></ul><ul><li>The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds. THINK BIG ANYWAY. </li></ul><ul><li>People favor underdogs but follow only top dogs. FIGHT FOR THE FEW UNDERDOGS ANYWAY. </li></ul>
  16. 16. PARADOXICAL COMMANDMENTS <ul><li>What you spend years building may be destroyed overnight. BUILD ANYWAY. </li></ul><ul><li>People really need help but may attack you if you do help them. HELP PEOPLE ANYWAY. </li></ul><ul><li>Give the world the best that you have and you will get kicked in the teeth. GIVE THE WORLD THE BEST ANYWAY. </li></ul>
  17. 17. <ul><li>Leadership can be exhausting, thankless, frustrating, difficult. </li></ul><ul><li>BE LEADERS ANYWAY. </li></ul>

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