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Definition of leadership
“Leadership is authentic influence that creates value.”
• Authenticity: Well-developed self-awareness that openly
faces strengths, vulnerabilities, and development
challenges.
• Influence: Meaningful communication with people by
reminding self and others what is genuinely important.
• Value Creation: Passion and aspiration to serve multiple
constituencies—self, team, organization, world, family,
community—to sustain performance and contribution
over the long term.
Source: Cashman, K. (2008). Leadership from the Inside Out, 2nd Ed. San Francisco
CA: Berrett-Koehler Publishers, p. 24.
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Leader development starts with yo
“What a long time it can take
to become the person one has always
been!
How often in the process we mask
ourselves
In faces that are not our own.
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The limitations of perception
“Reality is nothing
more than a
collective hunch.”
Lily Tomlin
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Perceptions, Prisms, and “VABEs”
We do not see things as they
are; we see them as we are.”
The Talmud
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What do you see?
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What do you see?
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What’s this a picture of?
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Believing is seeing
If the doors of perception were cleansed, everything would
appear as it is….William Blake, “The Marriage of heaven and Hell”
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My “prism”
Too Good to Be
True
• Childhood lessons learned
Individual • Beliefs, assumptions, and
values Legitimate,
• Formal theories and Proper, and
systems of thought Acceptable
• Paradigms
• Societal culture
Questionable,
V
Illegitimate,
and
Unacceptable
VABE
s
Adapted from: Marshak, R. J. Covert processes at work: Managing the five hidden dimensions
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of organizational change. San Francisco: Berrett-Koehler Publishers, p. 23.
Group discussion: VABEs
What VABEs do you have about you as a leader & how leadership is
actualized at work?
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“Managerium” Mm
New element for the periodic table:
Source: Unknown
[From: Mintzberg, H., Ahlstrand, B., and Lamper, J. (2010). Management? It’s not
what you Think! New York, AMACOM, p. 29.]
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Bottom line, it appears that we humans are not the
rational, objective decision makers we believe we are. We
are prone to systemic biases that can derail our decision
making that we may not even be aware of this fact until its
too late.
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Common Biases and Errors
Selective perception results in “shortcuts” in judging that results in
common biases and errors including:
Selective Perception - A perceptual filtering process based on
interests, background, and attitude. May allow observers to draw
unwarranted conclusions
Halo Effect - Drawing a general impression based on a single
characteristic
Contrast Effects - Our reaction is influenced by others we have
recently encountered
Stereotyping - Judging someone on the basis of the perception of
the group to which they belong
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Common Biases and Errors (cont.)
Overconfidence Bias - As managers and employees become
more knowledgeable about an issue, the more likely they are to
display overconfidence
Anchoring Bias - A tendency to fixate on initial information and
fail to adequately adjust for subsequent information
Confirmation Bias - Seeking out information that reaffirms our
past choices and discounting information that contradicts past
judgments
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Common Biases and Errors (cont.)
Availability Bias - The tendency to base judgments on
information that is readily available
Escalation of Commitment - Staying with a decision even when
there is clear evidence that it is wrong
Hindsight Bias - The tendency to believe falsely that we could
have accurately predicted the outcome of an event after that
outcome is already known
Can you think of others? What biases, either perceptual or
decision-making, do you find you use most commonly?
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Learning, unlearning, and relearning
Unlearning
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How we address…
Technical Challenges Adaptive Challenges
• Skill or information • Awareness or mindset
• Take a course • Shift of perspective
• Read a book • Make meaning of a situation
• Adds a new domain to your differently
repertoire • Skills alone not sufficient
• Modify previous action to • Reflect
get new result (single-loop • Development
learning)
• Transformation
• Growth, tools, tips
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Examples…
Technical Problems Adaptive Challenges
• Learning the subject matter of • Beginning to seek out and
a new account accept other people’s views
• Mapping the social network in • Developing attention to
a new environment longer-term goals and
outcomes
• Understanding the rules for
• Shifting from an either/or to
financial disclosures
a both/and mindset
• Identifying quality standards • Comprehending the
for your product area interplay of more complex
• “Tradecraft”(skills) systems
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Your turn
•Unlearning Exercise
•Making Sense Exercise
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Unlearning Exercise
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“Being willing to change allows you
to move from a point of view…
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…to a viewing point—a higher, more expansive
place, from which you can see both sides.”
Thomas Crum
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Two kinds of learning
Transformational
(vertical) learning
changes the form of what
you know, giving you a
bigger perspective
Informational
(horizontal) learning
increases the amount you
know
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Humans resist vertical/transformational
development
• Humans are hard-wired to desire consistent approaches to
managing life
• We have a biological imperative to achieve states of
symmetry, completion, and closure STAGE
Source: “Stages of Adult Thinking,” Steve Frieman presentation to OPM, February 2010
Creative and reactive
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Two structures of mind
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Creative competencies
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“The wise man doesn’t give the right answers,
he poses the right questions.” Claude Levi-Strauss
Have you ever been asked a great question? Can
you think of a great question that you asked
someone?
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The power of inquiry…
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See Systems
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Leadership is a relationship
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Emotional and social intelligence
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Today’s Knowledge Workers
Great listener Blank wall
Encourager Doubter
Communicator Secretive
Courageous Intimidating
Sense of humor Bad temper
Shows empathy Self-centered
Decisive Indecisive
Takes responsibility Blames
Humble Arrogant
Shares authority Mistrusts
Who would you work best for?
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Emotional and Social Intelligence
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Emotional Intelligence model
Self Social
Awareness Awareness
working co-operatively
addressing and resolving conflict
influencing individuals and groups
motivating a colleague
ACTIONS
inspiring a team
Self Relationship
Management Management developing or mentoring others
Performance
Self-awareness
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Values define the culture of the
organization
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Your Turn…at work
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The mind, body, brain connection
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Cultivating presence
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Theory U: The power of presence
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Meditation-based mindfulness practice
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The thought manifests as the word;
The word manifests as the deed;
The deed develops into habit;
And habit hardens into character.
So watch the thought and its ways with care,
And let it spring from love
Born out of concern for all beings.
- The Buddha
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Self-management
Persistence – despite
obstacles and setbacks
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Social awareness
Tuning in by:
Making a difference:
Self Social
Awareness Awareness
Turning conflict into agreement
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EI competencies