Basic Leadership Exam 2

Next Support the Vision with Affirmations of the Desired Change you Want

- Affirmation: positive expressions of our choices states as though they have already happened! - affirmations are verbal — reminds brain of where to solve according to desire — interrupts energy losses, supports motivational energy in desired direction - affirmations are visual — imagery research support— from sports psychology, performance — greater detail, more sensory input leads to better results - five elements of good affirmations, affirmations are: 1) personal— meaningful to you 2) positive— versus negative, in describing your goal or desire 3) present tense— versus in the future and without conditions 4) visual— makes an image 5) emotional— have strong feelings about it

Warren Buffet and Friends

- Buffett took advantage of his strengths and focused on his intrinsic motivators - motivation: find out what you are good at and what you like to do (how to discover intrinsic motivators) - both intrinsic and extrinsic are important, but extrinsic better serves intrinsic and balancing the two keeps us from derailing from our true north

Deontological Theories

- Duty driven, does also relate to consequences but has a greater emphasis on whether an action in and of itself is good or virtuous - focuses on the actions of the leader and his/her moral obligation and responsibility to do the right thing

conduct model

- Ethical Egoism: high concern for self, low concern for others - Utilitarianism: medium oncern for self and others - Altruism: low concern for self, high concern for others

Our life story

- George's research found a striking commonality among leaders in that their personal life events and responses to those events shaped them as a person and thus, as a leader - life stories shape how we see the world with a dramatic effect (they can propel us forward or hold us back)

Virtue-based theories

- about leader's character - focus on who people are as people - rather than tell people what to do, tell people what to be - help people become more virtuous through training and development - virtues are present within person's disposition; practice makes good values habitual (courage, honesty, fairness, integrity)

Principles of distributive Justice

- an equal share or opportunity - according to individual need - to that person's rights - to individual effort - to societal contribution To merit or performance

Feeling types need thinking types to...

- analyze consequences and implication - organize - find the flaws in advance

Altruism— show concern for the best interests of others

- authentic transformational leadership is based on altruistic principles - mother Theresa

Loners

- believe they can and must make it on their own - do not form close relationships, seek out mentors or develop networks - they may have many they call friends, but they do not listen to them even if the counsel is wise - become riding, make major mistakes Examples: Richard Fuld. Was CEO of Lehman Brothers - a global banking and investment company. Advisors, including the US Treasury Secretary who had about 50 conversations with him, repeatedly warned him that the company was severely financially vulnerable and undercapitalized. Fuld refused to listen to anyone. He was expecting a government bailout. It did not come. Finally, L Bros was forced to announce bankruptcy and this action triggered the greatest financial crisis since the Great Depression!!

Sensing types need intuitive types to...

- bring up n ew possibilities - read the signs of coming change - focus on preparing for the future

Intuitive types need sensing types to...

- bring up pertinent facts - face the realities of current situation - apply experience to problems

How tough are crucibles?

- can be intense and immediate onset with the actual events lasting a short time (being in a wreck but then healing) - can be moderately intense with immediate onset with the events lasting a long time (being asked to help raise a troubled child)

Ethical egoism— create greatest good for the leader

- closely related to transactional leadership - politicians

utilitarianism— create greatest good for the greatest number

- common in business and government - focus on hurting the fewest

Positive psychological capacities

- confidence - hope - optimism - resilience

Employer opinions

- content or technical knowledge — expected as basic for all candidates — remember skills model of leadership? Then... - communication skills (human) and emotional intelligence (managing self and others) skills matter — not as easy to determine but greatly sought after — higher prize for those who develop it — even greater need for those who want to move up - do what you can now to learn and grow

Reflection, an awareness building tool

- daily practice: pause before engaging in the world or before singing off at night — meditation or prayer practices — reflect on the life story, personal or meaningful moments— what might they mean, how am i now — journaling or daily notation (write thoughts, feelings and events. Keep a gratitude journal) — reflect on strengths, what you did well and want to do well in the day — release and move forward for this day, or night

Moral reasoning capacities

- deciding right and wrong, ethical considerations made in decision making - promoting justice, greater good of the organization or community

Operating in the Sweet Spot

- defined as motivated capabilities when motivations and strengths align - working through values, we gain clarity about our own values and our True North begins to guide our life

We involve the whole brain

- designed for problems and seeks them - use the entire brain for optimal performance - left brain — logic, verbal, parts and specifics, analysis (to break ideas apart and look at details) - right brain — intuition, creativity, relationship between parts, synthesis (to link ideas together)

The life story

- discover true north by reflecting and through introspection of life events - the influence of context or situation —- parents, teachers, coaches... organizations, community, and early empowerment — some had negative experiences such as major illness, death of friend or loved one, divorce of parents, seclusion, discrimination - the response for authentic leaders— regardless, was to reflect and somehow move forward in life to find a source of personal motivation, passion... what we care about most... and convert it in leadership

what is the purpose of your leadership?

- emerges from the life story - understanding (key events of personal life), reframing (events as we week to understand), activating (the things that are meaningful to us) - single big revelations or multiple events that culminate in discovery, some have iterations of the purpose - life and our true north working together = fulfillment

Authentic Leadership

- focuses on genuine leadership - interest in authentic leadership is currently increasing - people want trustworthy leaders - first identified in transformational leadership

What to expect

- for the process to take time - some surprises as we observe the self and learn from others - that everything we experience to teach us something valuable that can help us learn, grow, and be able to better share with and influence others - this process helps make us more authentic an it gives us a path for our own leadership to develop in personal and unique ways

Post traumatic growth

- from new research findings on PTSD, psychological growth and development— ptsd recovery— that occurs as people face their pains, take responsibility for the own lives, accept what has indeed happened, and use that as a benchmark for forward movement - Nick Craig, founder of the authentic leadership institute has classes on the processing of crucibles and includes there ideas — we often start as a victim — we take responsibility and shift to becoming a survivor — then we take our learnings to become a thriver

leadership ethics description

- from the Greek word ethos, meaning customs, conduct, or character - is concerned with the kinds of values and morals ascribed as desirable or appropriate - focuses on the virtuous ness of individuals and their motivates

Strengths

- fulfills society's expressed need for trustworthy leadership. Fills a void in an uncertain world - like transformational and servant leadership, authentic leadership has an explicit moral dimension

Communication habits: Extra version to gain energy

- has energy and enthusiasm - responds quickly without long pauses - talks about externals... people and things

Application

- human resource departments may be able to Forster authentic leadership behaviors in employees who move into leadership positions - leaders are always trying to do the right thing, to be honest with themselves and others, and to work for the common good - leaders are shaped by critical life events that lead to growth and greater authenticity

Communication habits: Introversion to gain energy

- keeps energy and enthusiasm inside - likes to think before answering - talks about internal ideas and thoughts

Leader behaviors: shows justice

- leaders adhere to principles of distributive justice - all subordinates are treated in an equal manner - grounds for differential treatment are clear, reasonable, and based on sound moral values

Leadership Behaviors: manifests honesty

- leaders are not deception - tell the truth with a balance of openness and candor while monitoring what is appropriate to disclose in a particular situation - if you promise, deliver - honor obligations - be accountable - reject "survival of the fittest" pressures - acknowledge and reward honest behavior in the organization

Leader characteristic model

- leaders have a genuine desire to serve others - five characteristics of authentic leaders 1) understand their purpose (passion) 2) strong values (behavior) 3) trusting relationships (connectedness) 4) self-discipline (consistency) 5) act from the heart *mission* (compassion)

Intrapersonal definition of Authentic Leadership

- leadership based on self-concept and how it relates to actions - relies on the life story of the leader

Developmental definition of authentic leadership

- leadership can be nurtured and developed over a lifetime - can be triggered by major life events - leadership behavior is grounded in positive psychological qualities and strong ethics - this developmental model is our emphasis in authentic leading

Interpersonal Definition of Authentic Leadership

- leadership created by leaders and followers together - reciprocal process -- both leaders and followers are affected

The difference for authentic leaders

- lies in how they FRAME their stories — realize that life provides a context that is unique to each person — realize that the particular events are important... but also that it is not what happens to us that makes the biggest different, rather, it is how we respond to those events that does make the difference in who we become — another way to express this is: we do not always get to choose the vents of our life, but we do choose our response to those events — reframing: the process of reflecting and redefining events and history

Bandura's model of self and change & our story

- life stories and life habits emerge from events we have and reflect on. The repeated reciprocal interaction of three factors cause neurotransmitter release which trains neurons that have "fired together" eventually to "wire together". Thus, the brain builds stories through association. This sequence explains how we have come to think, feel, and act in some of the typical ways that we do. It also is a model of growth and development if we reflect to consider how the same events can be meaningfully linked into a different, reframed story. 1. Context: people, events, words, what we see or saw, and heard 2. Thought/Feeling: our response to context in through and feelings. Can be word recall, images, sensations. Probably with limbic system (emotional) intensifiers (thought leads to feeling, feeling enhances the thought 3. Actions: behaviors or actions we take, often in response to feeling — actions complete a response, often in a new context, which then gets incorporated into the current story of builds on our existing story

Communication habits: Sensing the outside world for information

- likes evidence (facts please!) first - relies on direct experience in discussion - uses step by step approach

Communication habits: Inviting the inside world for information

- likes global, broad issues first - relies on insights and imagination to discuss - uses a round-approach

Leader behaviors: respects others

- listens closely - is empathic - is tolerant of opposing viewpoints - treat other people's values and decisions with respect - approach others with a. Sense of unconditional worth and value individual differences

Developing communication skills

- look at your communication scores — know your strengths — choose to improve weaker areas (be proactive) — begin with the end in mind by setting goals, considering specific behaviors that support those goals, and begin acting on them now (use the Bandaranaike model of self and change)

Meaningful moments: life story elements

- meaningful moments are extracted from situations, large or small that somehow remain in our memory. Can include people, places, or things: form events— can be positive or negative - we may not know exactly how our moments link together. But we can start understanding our life story by compiling our own meaningful moments - creative problem solving steps applied to comprehending the life story 1. Indeed to understand. Set a mental goal or intention to know what you need to know. Then engage as below 2. Logically: left brain processing. List, jot down features of the moments. Reflect on how they could be linked. Consider what makes logical sense. 3. Mentally release the moments list to right brain processing, the intuition. Allows "back burner" processes to operate based on our intentional effort 4. Turn up intention to be more self aware. Begin to pay more attention to personal response we make in life and also to observe others as they navigate in life... watch for intuitions/ideas to pop up, they will. 5. Validate the new possibilities intuition has brought forward using logic and hedging to reframe your story... or to understand your life from a new angle. Retreat.

Leader behaviors: serves others

- mentoring - empowering - team building - citizenship - leaders have a duty to help others pursue their own legitimate interests and goals - to be stewards of the organizations vision and clarify, untrue, and integrate the vision with members - align people and purpose organizationally and personally

moving from "I" to "we"

- most important process that leaders go through to become authentic (its a mental and psychological process) - the leader must set aside personal beliefs as the main focus - must align people around a common group mission - empower follows to fulfill their own potentials and become leaders also

Collaborating = win/win

- no real cons for this style - may be an optimal way to utilize or express our principled life style - combines other styles — can be more challenging to learn at first — sometimes requires a paradigm shift in our thinking - excellent focus of development for leadership and success in general

Thinking types need feeling types to

- persuade - conciliate - forecast how others will feel

PTSD and outcomes

- post traumatic stress: after trauma pain from a critical life event, worsened if the issue has not been resolved/processed — flashbacks and nightmares: when we suddenly relive or recall a moment of trauma or pain from the past. Often stimulated by an inadvertent sight/sound in our environment that pings a memory or emotion; can occur during a dream - common response: i don't want to dig up things form my past... they are in the past and i want them to stay there. Unfortunately, the brain and psyche seek wholeness and issues often wont stay buried. — the negatives form the event can increase (greater anxiety) — George warns that a habit of avoiding pain can ensue and lead to inability to recognize emotions generally or adopting personas of being cold and critical (these masks keep pain at bay, for a time)

Then involve the left brain to watch for changes to occur

- practice for 2-3 minutes daily. Verbalize and visualize affirmations and goals — after 2 weeks, start watching for unplanned events that relate to the change, opportunities to "do different" — take advantage of them... give it a try! — even if you do not do as well as you like, growth has started

Communication habits: Thinking is the way to decide

- prefers to be brief and concise - wants all the pros and cons - can be intellectually critical and objective

Communication habits: Feeling is the way to decide

- prefers to be sociable and friendly - wants to knew why its good, affect on people - cAN BE INTERPERSONALLY APPRECIATIVE

ethical theory

- provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation - a basis for understanding what it means to be morally decent human being - domains: conduct and character (focus on consequences or outcomes of leaeders' actions; the results)

Heroes of their leadership journey

- realize the role of the leader is not to serve personal goals but to achieve goals for the benefit of the group, sounds like north house! - seek to empower followers to become leaders themselves, engage in process leadership - face our personal - optimize the 4 human endowments 1. Self awareness— gain more of it to better self 2. Imagination — use it to envision a bright future 3. Conscience— call on it to serve as a personal guide 4. Independent will— discipline self toward excellence

Self awareness overviw

- self awareness is the foundation of authenticity, thus the center of our true north compass. To be authentic: to be open, transparent. Communicate what we really think or feel, we need to know what we really do think or feel. So, awareness of self is key. "If you know who you are, you can achieve what you seek form life and overcome the obstacles you face" George - skills to become more aware 1. Reflection/introspection 2. Feedback

We have arrived at a GAP = a choice is at hand and a response is needed

- stimulus = current reality - response = yield / change - creative tension: the gap between our goal and our current reality - according to sense, modern society has a weaker commitment to full emotional development. Full development offers the greatest leverage in achieving full potentials of individuals who in turn, lead the same full potential outcomes in their organizations! - he further says that it is the tension itself (the strain of insisting on growth) that provokes a shift, the desired change. - the steps: deduce on a goal, imagine it, verbally affirm it, and practice the affirmations daily, respond proactively, in the GAP.

Some tips to survive during the crucible

- summoning from within, inner strength and courage to endure - realize the event is working on the character and building resilience — the best steel is tempered steel, is shaped by heat and strain - accept where you are, believe (optimism), trust and keep focus forward with highest intentions

Handling Negativity...

- suppression of unwanted thought/fear will not suppress, it does the opposite! It increases the probability it will occur! - how to effectively respond 1. Accept (vs fight) fears as suggestions only, observe them, breathe through them— using breath to move them through mind and out 2. Bring focus/brain back to preferred images and affirmations — use as pattern interrupts or use other pattern interrupts - you have begun paradigm shifts/changes - your brain serves you, so keep choosing and directing it in the way you choose for it to go

Leader Behaviors: builds community

- takes into account purposes of everyone in the group - is attentive to interest of the community and culture - take into account purposes of everyone in the group and reaches out beyond their own mutually defined goals to wider community

Centrality of Ethics to Leadership

- the influence dimension of leadership: the leader will have an impact on the lives of followers - power and control (status) differences between leader-follower create enormous ethical responsibility for leaders - respect for persons needed - leaders help to establish and reinforce organizational values and an ethical climate

Ethical leadership is important... and based on principles

- the need to engage followers to accomplish mutual goals - the impact leaders have on establishing the organization's values

Imposters

- the political animals who are masters of cunning and aggression - self serving by being ruthless or manipulative, whatever helps them achieve their personal goals - enemy focused: on besting others who would compete for leadership position and power - may be paranoid as they gin power, mistrusting others (pseudo-transformational) Example: Richard Grasso. He was CEO of rhe New York Stock Exchange. Lacked a college degree, used networking and relationships to get to the top. Was focused on revenge, people knew not to cross him. His outrageous decision to pay 140 million salary caused the loss of confidence in his leadership and he was ousted.

What is it we become aware of?

- the self has layers much like an anion,w its outside to inside layers; center or core is the true or authentic self - aspects of self 1. How we present self to the world— most outside layers — Myers Briggs styles — dress preferences, personality — communication styles 2. Moving inward, we discover more hidden, inside ares — values — our understandings of our strengths and weaknesses — deeper motivations especially emerging form the life story 3. In the deepest layers — sensitive and vulnerabilities — the center the real or authentic self — hidden or protected areas that may have led to the development of a persona

Criticisms

- the theory is still in the formative stages, so some concepts in the practical approaches are not fully developed in substantiated - the moral component of authentic leadership is not fully explained. It's unclear how higher values such as justice inform authentic leadership. - the link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether authentic leadership is sufficient to achieve organizational goals.

Shooting stars

- their life is their work, and they are always on the move to do, to achieve, or make work events happen - as they run faster, their stress mounts - they move up so rapidly that they don't take time to learn from their mistakes - as they see mistakes they hav eased and the need to solve them, they avoid confronting them, and keep moving ahead of them - and fail or derail Example: Brad Garlinghouse. CEO of Hightail, a file sharing company, was a "darling" of the media. His efforts in his company were directed at and sought quick wins, public relations and easy business solutions rather than sustainable growth. Then they ran out of cash so Garlinghouse just left. The new CEO had to cut half of the workforce in an attempt to save the company. Garlinghouse was a shooting star because he did not build depth in his organization.

Glory seekers

- those who define themselves by the acclaim of the external world - fame, flory, applause - often it seems more important to be in the in-group than really to have made a contribution - they feel empty inside, compare themselves to others, so no particular achievement is enough - lance Armstrong Example: Lance Armstrong. Famous bicyclist overcame testicular cancer. He said he wanted to win at all costs. He started blood doping (illegal) in order to win races. His constant seeking for glory came to an end. He stands as an example of the phrase, "A virtue (or strength) gone too far can become a vice (weakness)." This strength or virtue was his determination to win at all costs.

Rationalizers

- to those outside the organization, these folds appear to be on top of things, but what drives them is a short term focus and a tendency to rationalize that the measures they are taking are justified — shipping too many goods to customers — cutting costs by laying off good workers, to meet short term profit goals — or, engage in unethical accounting Example: Mike Baker, worked at Medtronics, was slated for executive positions. He had a big failure but instead of fixing things and learning from his failure, he just left the organization altogether. Later he became CEO of Arthrocare, and 9 years later was put on trial and convicted for fraud, cheating, and lying about his company's earnings. Sentence was 20 yrs.

Visioning or using the imagination and communication styles

- visualize you.. great at optimizing abilities in avoiding... accommodating... aggressing... collaborating - how do you look? What are you wearing? - how do you sound? - how are you moving? - How do you feel? - how are others responding?

Communication habits: Judgement style gets it done fast

- wants to set timetables and tight deadlines - dislike surprises, what advance warning - state decisions and positions clearly

Collaboration and communication of values

- we remember that our concern for self and concern for others are optimized when we achieve collaborative, win-win relationships - the outcome of real collaborative relationships is trust. We achieve this trust in part through our communication - according to some writes, the single most important element in human communication is the ability to listen closely and carefully in order to truly, deeply understand what the other person is conveying to us. That is, to understand their values and how their values are driving their actions - this skill, perspective taking: the ability to understand another's thoughts, feelings, and actions

Communication habits: Perception waits and explores options

- willing to talk timetables; tight deadlines-ugh! - enjoys surprises... last minutes change fine - presents view as tentative and modifiable

Howard Schultz, CEO Starbucks

- young life, fathers loss of job, poverty - mothers positive attitude, dad's negative attitude - determination to avoid perils of his parents— wanted a company his dad would be proud to work at, to provide healthcare benefits - teenage years: determined and driven, sports achievement - first in his family to go to college via athletic scholarship - started working as a sales rep, but disliked corporate life - walked into a Starbucks, loved it, became director of operations - was in Italy and saw the community created over coffee - hit on his dream and it all came together for him - opportunity to buy Starbucks, raising money and faced his biggest challenge form a powerful investor who attempted to humiliate coerce him - Schultz did not give up his dream, got help, and won - TURNS HIS WEAKNESS (FEAR OF FAILURE) INTO POSITIVES, SPRINGBOARD FOR SUCCESS

How does authentic leadership theory work?

-authentic leadership is a complex, developmental process - the practical approaches are prescriptive: five characteristics leaders need to be authentic (George) - theoretical approach describes what accounts for authentic leadership: four attributes, attributes developed over lifetime, often through critical events

3 Authentic Leadership Characteristics

1) exhibit genuine leadership 2) lead from conviction 3) are original people

4 Styles

1. Aggressing: win/lose 2. Avoiding: lose/lose 3. Collaborating: win/win 4. Accommodating: lose/win

Pro's for communication styles

1. Avoiding - good skill if timing is bad 2. accommodating - excellent in building emotional back accounts in relationships - shows we care, consideration for others 3. Aggressions - indicates drive, ambition - action often results, things get done 4. Collaborating - synergistic outcomes result from insistence that all have a win - its a competitive advantage for work groups - hard to compete against a very cohesive team!

Con's for communication styles

1. Avoiding and accommodating - resentment can build from not being honest about what we need (our win) or trying to brain reciprocity when none is given by others - passive aggressive behavior can emerge form unconsciously acting out what we are not speaking out. Remember, if we don't speak it out, we will act it out - others know our style and can unconsciously take advantage of us 2. Aggressing - erodes trust in relationships - can be coercive or manipulative - often reduces productivity (anticipating trouble costs time and energy, circle concern) - violates personal boundaries if taking advantage of another's good nature or tendencies in avoiding or accommodating attitudes - can increase resentment in others

Four factors in how leaders lose their way

1. Focus on external gratification instead of internal satisfaction aren't well grounded (money and fame) — reject honest criticism and seek sycophants to tell them what they want to hear — lose ability to have open dialogue thus lose real perspective 2. Fear of failure: some leaders advance by imposing their will on others, then they become fearful that someone will take them out or unambiguous them. They bullied they way up rather than earn their way up so they fear being found out — will not admit weaknesses — blame others, look for scapegoats, distort reality to their orgs who are harmed by this type of leadership 3. Craving success: when a leader is successful, celebrated, idealized, and toasted... then she or he comes to believe they are the center of the success and go too far by having distorted beliefs about how great they ares. Success can be intoxicating and make us blind... losing our way. 4. Loneliness (responsibilities of being at the top): leaders fell the burden of responsibility of decision making impacts on employees and success. They begin to have doubts about which directions to go but fear charging with others... word will get out and rumors could spread — no place to go for consultation or sharing... so often close up emotionally to their own internal voices — answer external voices, but there are too many

Communication preferences

1. Habits examples — faster versus slower talking pace — face to face versus email/texting — casual versus formal language usage 2. Sources — culture, family, peers — MBTI Type 3. Development Tools — reflection — intention — imagery and affirmations

5 archetypes of derailed leaders

1. Imposters who lack self awareness and self esteem 2. Rationalizes who deviate from their values 3. Glory seekers who are motivated by seeking the worlds acclaim 4. Loners who fail to build personal support structures 5. Shooting stars who lack the grounding of an integrated life

Response choices to crucibles

1. Live life looking backward, being angry, blaming others for what happened to use. Active negative 2. Live life as though nothing happened, stuffing it, passive negative 3. Determine to process it, turning the event from pain to pearls... proactive positive

DYTN: Your Journey into Leadership

1. Our life story— personal to us 2. The risk of losing our way— challenges and events that seduce us to lose track of who we really are. There are 54 archetypes that influence losing our way 3. The role of "crucibles" (adversities) in our lives— the way we respond to our adversities often arrests us much more deeply than the events themselves

Theoretical Model: 3 Influencing Factors

1. Positive Psychological capabilities - a specific field in human behavior and psychology - focuses on normal vs abnormal issues 2) ethical or moral reasoning abilities - using knowledge of those character traits and actions that are virtuous and moral in choices, decisions, and actions 3) critical life events - experiences that influence us and our future

Critical life events

1. Positive or negative experiences 2. Act as a catalyst for change 3. People abstain insights to their life and who they are, what really matters, deeper realities 4. Then as they tell their life stories they gain yet more clarity about who they are, their personal values 5. Stimulates personal growth, personal power, and emergent leadership strength.

Three Phases of Authentic Leading

1. Preparing for leadership — college, grad school, early career experiences, working as an individual contributor — times of life when character forms, or reforms — identification of values 2. Leading — often rapid accumulation of leadership experiences, leading to dramatic growth and development of skills — tests of leadership occur, at least once "hitting the wall" of hard experiences that shape the next stages of growth 3. Generativity — can be the most rewarding time of a leaders life — occurs at or near retirement or after formal retirement, when the leader steps into an entirely new arena for fun, risk, adventure, mentoring, teaching

Crucible growth steps

1. Recognize that we have experienced a hurt, an event or an offense — remember authentic leadership requires processing critical life events. If we are experiencing emotion... stop, pay attention 2. Activate intention to heal/process the offense or hurt, even if we do not know how the processing or healing might occur 3. Sometimes we need rest, no processing/movement... but rest knowing we have committed to the highest, best, most healthy, most successful outcome for self 4. Next, ask the self a simple question, "what do i need to know about this situation?" 5. Be a learner, be curious, be willing to emote... see what happens 6. Talk to friend or professionals to learn and grow, ask what they think 7. Be patient and watch for opportunities to gain wisdom and deep successes

The process of influence in ethical leadership

1. Respects others 2. Serves others 3. Shows justice 4. Manifests honesty 5. Builds community

Results: the four component outcomes

1. Self-awareness— reflecting on one's core values, identity, emotions, motives. Being more aware of and trusting your own feelings 2. Internalized moral perspective— self regulatory process using internal moral standards to guide behavior 3. Balanced processing— ability to analyze information objectively and explore other peoples opinions before making a decision 4. Relational transparency— being open and honest in presenting one's true self to others THESE COMBINE TO PRODUCE AUTHENTIC LEADERSHIP

Fears, struggles, and seductions

1. Some leaders react to personal hurts or offenses by avoiding the pain of the vent, denationalized, suppression, or out of control anger. Or, they get seduced by eternal rewards— influenced by factors, leaders may become one of the archetypes of derailed leaders who lost their way 2. Other leaders respond to personal hurts, fears, or seductions by facing them, figuring out how to process or accept them, and find ways to integrate weaknesses in healthy ways— these are within the archetype of the hero (of their own leadership journey)

Perspective taking steps

1. Start with heart: pause and put off personal ideas for now and decide to understand the other person, be curious, sincere and slow 2. Mimic content: reflect back almost exact words— watch responses 3. Rephrase content: reflect with your own words; watch responses observe, stay curious about what they mean. Let them tell you exactly so you don't make any errors in understanding what they are and what they are not saying 4. Reflect their feelings: use your words to describe your best estimate of their feelings, as for confirmation that you are understanding things 5. Rephrase content and reflect feelings: lastly, describe to them their ideas and feelings together, and try to do this with as much accuracy than they have, go ahead and use words they have not if it helps 6. Repeat until they tell us we DO understand them correctly

As you practice the growth change...

1. The frequency of speaking/thinking affirmations builds the idea mentally first and leads to greater desire for the change 2. Increased desire or intention leads to — greater emotional insistence— an assurance related to the affirmation and the likelihood of its positive outcome — the right brain gains courage and confidence for the change to occur 3. Despair and signs of creative tension. It's a test! — left brain pain: from wanting the change but not seeing it yet, in our lives.

Identifying value types

1. Theoretical: intellectuals who want to discover the truth (research scientists, engineers) 2. Economic: usefulness is the most important criterion (small business owners) 3. Aesthetic: value of form and harmony (artist, architects) 4. Social: love of others is the highest value (social worker) 5. Political: use of power to effect change (senators, governors) 6. Religious: seek unity through understanding (pastor, rabbit cleric)

2 pathways to stay on track

1. To avoid being seduced by materialism or fame, focus on building strength in living more actively, according to principles and ethics. Actively learn and apply principles in every day life and focus on discovering the personal true north 2. Rather than react to personal hurts or offenses through denial, learn how to respond to them in healthy ways. Face challenges, find ways to process hurts

Principles of ethical leadership

1. Treating others as ends (attend to followers goals) rather than as means (to leaders' personal goals) 2. Follower centered: based on the altruistic principle of placing followers foremost in the leader's plans 3. Ethical leaders are concerned with issues of fairness and justice; they place issues of fairness at the center of their decision making 4. Honest leaders are authentic but also sensitive to the feelings and attitudes of others 5. Concern for common good means leaders cannot impose their will on others; they search for goals that are compatible with everyone

two factors that put us in our personal sweet spot

1. following the compass heading of our true north (what we want) 2. developing skills we need based on our strengths (what we can do)

Bufftet's Story

1. offers a student a ride back 2. loves giving advice 3. finds his sweet spot 4. Buffet and Wall Street 5. How buffet avoids his weaknesses 6. his extrinsic and intrinsic motivators

Values

A) ethical leadership values move us forwardin action B) ethical boundaries help limit or restrict our action The 4 human endowments promote both: self awareness, imagination, conscience and independent will

1st letter of MBPT

E or I— preferred source of energy Extraversion— energy from outer world by interacting with people or things Introversion— focus on thoughts and internal process

Personas

False or partially false personality features we use to hide more tender ares of the heart/self. Although the personas do protect they also prevent us form making more authentic connections with others and vitally, the unusually obscure the acceptance of self.

Character based theories

Focus on virtues and internal character (versus outcomes or action)

Definition of Authentic Leadership by Avolio & George

It's a pattern that draws upon and promotes positive psychological capacities and positive ethical climate. It fosters greater self awareness, internalized moral perspective, better information processing, and relational transparency for leaders in their interaction with followers. This fosters positive self development

4th letter of MBPT

J or P— your approach or way to handle life Judging— enjoy decision making and planning; good and organizing and scheduling Perception— enjoy gathering information; good at adapting and changing and delays on decision making

From the model: discover your true north

Part 1: your journey to leadership — losing your way — life story — crucibles Part 2: developing as an authentic leader — reflect, self awareness, feedback — self compassion — self acceptance — self actualization

2nd letter of MBPT

S or N— how you gather information Sensing— five senses to gather info; learns readily and remembers facts and details Intuition— looks for patterns and meanings behind facts; reads between the lines. Big picture & future possibilities

Ethical approach

Strengths: provides a body of timely research on ethical issues and highlights principles and virtues that are important in ethical leadership development Criticisms: ethical models have been empirically researched more lately, so there is much yet to be done, showing the positive effects on production and performance Application: because leadership has a moral dimension, being a leader demands awareness of understanding of the way ethics define our leadership

3rd letter of MBPT

T or F— how you make decisions Thinking— objective and logical; skeptical and analytical Feeling— apply human values and motives and consider impact on others; trusting and promotes harmony

extrinsic

externally rewarding, material, status

intrinsic

internally rewarding, part of true north, passion

Strengths for S/N and T/F

intuitive (N)— clearest vision of the future Sensor (S)— most practical realism thinker (T)— most in i is analysis Feeler(F)— most skillful handling of people

organizational purpose

the motivating force that binds a group of people together and to drive the organization towards its goal

societal purpose

the way leaders and organizations contribute to better lives of all people

individual purpose

the way we translate our true north into making a difference in the world

About Crucibles

— Bennis (leadership author) "the crucible is an essential element in the process of becoming a leader" — Maslow (motivation theorist) Salas traders and trauma are the most important learning experiences for those who become self actualized or who achieve a life destiny — learnings from crucibles 1. Life is uncertain, humans have limited influence and control 2. The potential new reality enables us to challenge existing assumptions, opens elf up through pain, to greater introspection 3. Realization of the need to employ personal agency— pro activity — to find answers and overcome challenges

Feedback, another awareness-building tool

— a big idea is to understand (gain awareness of) how others interpret us, to know their view and understandings of us — we can ask the questions to find out. Need trusted people who care enough to help us grow, to be honest with us for our own benefit. — a main stately at work: 1. Anonymous feedback that emphasizes development (versus criticism) 2. 360 degree feedback is becoming more popular— those form all around the circle offer input and ideas followed up by developing plans for any needed changes

Awareness and values

— awareness of values helps inform about the motivators and drives for human behavior, ours and others — some values focus on what we want through a target, end state, or goal. These are commonly called terminal values (degree, marriage, ethics) — some values focus on how we achieve the end state or goals. These are commonly called instrumental values (honesty, integrity)

Chade-Meng Tan, Google's jolly good fellow

— personally learned benefit of mediation, had been depressed — led mediation movement at google — 2003 epiphany: create the conditions for world peace by "scaling" inner peace, joy and compassion and aligning them with success and profit (have a change you would see in the world?create a business reason for it, and it will multiply!) — how in this case? Emotional intelligence training. Structure: creation of search inside yourself and search inside yourself leadership institute. EQ= self awareness, social awareness, managing emotions, channeling emotion into motivation

Ethical boundaries

— the limits, boundaries over which we will not cross; persona courage and sacrifice are sometimes involved — values congruence: similarity of values between parties (shown to increase affiliation, liking and team performance — values incongruence: difference of values between parties (when groups are not getting along it can be related to differences in values. If the differences are great enough or not resolved, Can lead to disputes and separations.) — mediators and conflict resolution specialists help parties find or develop common values than can facilitate resolutions. In developing common values, individuals must balance personal and common values while protecting their personal ethical boundaries

Once we convey our valid understanding of another's values...

— we now have more accurate information about what is important to them, thus are better informed in our conversation, maybe in relationship building of a win-win nature — we then ask for them to listen to us as we explain our thoughts, feelings, and values — we share or reveal information which is vital to us either as a proactive value that moves us forward inaction or as a limit or boundary to our values, thus we limit our action — as we reveal information about ourselves, we can link it to the information they have shared about what is important to them — this helps achieve a transparent, authentic conversation and where we have honored our own values and hopefully, common ground and respect.

Values to leadership principles to action

— when we have a clear understanding of our true north values and their relative importance, we can establish the principles bu which we will lead. Endowment of self awareness used. — leadership principles are values that have been translated into practice. — example value: compassion, regard, or concern for others — example leadership principle: create a work environment where people are respected for their contributions, provided job security,, and supported in fulfilling their potential. Endowment of imagination used