NL310 6 Weeks

List Cognitive Biases

-Anchoring Bias (Initial knowledge exposure sets the tone) -Availability (Heuristic) Bias (What you see and are exposed to sets perspective) -Bandwagon Effect (Follow what the rest are thinking/Groupthink) -Choice Supportive Bias (Because making choice about something only see the benefits) -Confirmation Bias (Only listen to information that confirms what you already know/Can be an issue in research) -Ostrich Bias (Head in the sand/Everything is solved by ignoring negative implications) -Outcome Bias (Performance evaluated only on outcome/Avoid considering all that went into a decision) -Overconfidence (Making decisions based on gut or confidence) -Placebo Bias (Belief in something "makes" it come true) -Survivorship Bias (Judge something based on surviving information) -Selective Perception (Only focused on thing based on your perception/Frame of reference) -Blind Spot Bias (Think less biased than everyone else) -Halo Effect (Have better overall impression of a person or situation --> So miss seeing faults or actual performance/See reality as distorted based on a positive or negative perceptions of that person or situation)

Perception and Bias

-Brain cannot take in all information -Form unconscious biases as "short-cuts" to deal with information more quickly -Important to recognize these exist and take time to properly evaluate information and situations

Diversity (types)

-Demographic (Inherent or socially defined personal characteristics, including age, race/ethnicity, religion, gender, sexual orientation, socioeconomic status, family status, disability, and geographic origin) -Cognitive (Differences in styles of work, thinking, learning, and personality) -Organizational (Organizational background characteristics affecting interaction, including Service, Component, and occupation/career field) -Global (Intimate knowledge of and experience with foreign languages and cultures, inclusive of both citizen and non-citizen personnel, exchange officers, coalition partners, and foreign nationals with whom interaction is part of a globally engaged maritime strategy)

Four Behaviors of Ethical Leadership

-Do the right things -Concern for people -Being Open -Personal morality

Four components for Decision-Making of Ethical Leadership

-Hold to values -Objective/fair -Concern for society -Follows ethical decision rules

Three Traits of Ethical Leadership

-Integrity -Honesty -Trustworthiness

Warrior Toughness

-Mindfulness (Performance under pressure) -Resilience (Take a hit and keep going/bounce back) -Grit/Hardiness (Day-in and day-out grind)

Performance Management Cycle

-Monitoring (Observing/Providing FEEDBACK and COACHING/Securing resources/Reviewing progress) -Planning (How define success/Context in which followers operate/Follower behaviors needed by team to succeed/Setting clear expectations) -Evaluating (Evaluating performance/Helping organization's to address issues: best/worst performers? Who should get rewarded? Followers can use evaluation to develop and for career growth)

Two Types of Feedback

-Positive (Feedback that enforces good work/Praise and coaching advice can create genuine bonds between you and subordinates) -Corrective (Feedback that urges the recipient to change course/Feedback to adjust practices that are not working)

What is Cognitive Bias

-Systematic error in thinking -Occurs when processing and interpreting information -Affects the decisions and judgements one makes -Result from brain trying to simplify information -Some bias based on memory some based on attention

Powerful Questions

-What? How? -Be Curious -Stay silent (W.A.I.T.)

Feedback and Emotional Intelligence (Internal)

-aware of their own emotions and how they impact others -if a leader is impulsive and does not think before providing feedback it can have negative consequences.

Feedback and Emotional Intelligence (External)

-requires understanding emotional makeup of others -focus to build relationships rather than diminish them

Rules for Feedback

1. Truthful 2. Focus on Behavior -Words, body language, tone, facial expression, AND work product -Must be Observable -Do NOT focus on the personality -Do NOT focus on attitude or things you do not know 3. Specific and Frequent 4. Redirect on the Future -DO NOT focus on past behavior 5. Build confidence 6. MUST come from a place of LOVE

Giving Difficult Feedback

1. Understand the situation objectively (you are combatting biases) 2. Plan the conversation. 3.Lead the meeting. 4. Look ahead.

Intelligence (Sternberg's Triarchic Theory of Intelligence)

Analytical (compare, evaluate, analyze) Creative (insight, synthesis, adapting) Practical (dealing with daily tasks, relate to world)

Listening and Feedback

Being a good listener helps you to: -Be more receptive to feedback -Come from a place of love in providing feedback -Helps feedback to be more effective

Personality and Dark Traits (11)

Excitable (Difficulty building teams; mood swings; outbursts) Skeptical (Unhealthy mistrust of others; question motives / integrity) Cautious (Fearful of making "dumb" mistakes; lack of decision / action) Reserved (Become withdrawn under stress; uncommunicative) Leisurely (Passive-aggressive; procrastinate; only pursue own agenda) Bold (Narcissistic; don't share credit; blame others; single-loop) Mischievous (Like to see what they can get away with; "Sea-lawyers") Colorful (Need to be center of attention; don't focus on mission) Imaginative (Can have their judgment questioned; change minds often) Diligent (Frustrate / disempower staff by pursuing perfection) Dutiful (Deal with stress by "sucking up;" Won't make tough calls)

Management

Focused on tasks, setting timelines, providing structure and guidelines to work toward goals

How does Emotional Intelligence Help?

Helps leader to: -be more aware of their own emotions -regulate emotions -listen to followers and treat them in a way that is appropriate for each individual -have the skill to build common ground with others to achieve common goals (Be able to provide example)

Interactional Framework

Leader, Follower, Situation; all three combine to make up Leadership Process

Pygmalion Effect

Leaders articulate high expectations for followers - leads to higher performing followers and teams

Golem Effect

Leaders have little faith in their followers' abilities to accomplish a goal - leads to lower performance of followers and team performance

Virtue Ethics

Principles (values) to consider when deciding "who shall I be?"

Two Pillars of Leadership Effectiveness

Results: Mission Accomplishment/Goal orientation/Task completion Retention: Viability of the team/Development of people or team/people committed to leader and mission

SMART Goals

Specific Measurable Attainable Relevant/Realistic Timebound (Be able to provide an example)

Definition of Leadership

The process of inspiring, influencing, and directing others toward a shared purpose

Dunning-Kruger Effect

The tendency for unskilled individuals to overestimate their own ability and the tendency for experts to underestimate their own ability.

Toxic Triangle

destructive leaders, susceptible followers, conducive environments

Eustress vs. Distress

good stress vs bad stress

Standard-driven Ethics

obligations to consider when deciding "what to do."

Personality (OCEAN)

openness (imagination, feelings, actions, ideas) conscientiousness (competence, self-discipline, thoughtfulness, goal-driven) extroversion (sociability, assertiveness, emotional expression) agreeableness (cooperative, trustworthy, good-natured) neuroticism (tendency toward unstable emotions)

Emotional Intelligence (5)

self awareness (Recognition of one's emotions/Understand emotions affect on others) self regulation (Ability to redirect impulses/Think before acting) motivation (Passion for work beyond money/status/Propensity to pursue goals with persistence) empathy (Understand emotional makeup of others/Treat people relative to emotional needs) social skills (Manage and build relationships/Find common ground)

What is Ethical Leadership

•Being an ethical person •Behaving in an ethical way •Doing things that have a good outcome

Why Delegation?

•Delegation frees time for other work •Delegate small rocks to find time for big rocks •Remember that small rocks are big rocks for others •Delegation develops followers •Delegation strengthens the organization

Inhibitors of Delegation?

•Delegation takes too much time •Delegation is risky •Job will not be done as well •Task is a desirable one •Others are already too busy (guilt)

Components of Ethical Leadership

•Interpersonal Behaviors •Basic fairness and respect •Hold self to high ethical standards •Articulating ethical standards to others

Inclusion

"seeking out, valuing, and using the knowledge and experience of diverse employees" "The environment that makes people feel included and considered part of the system" How members of a group are treated and how they feel

Responses to Adversity

- Self destructive states (poor response to stress) - more fragile/ less resilient (in worse mental/emotional state prior to disruption) - return to previous normal (same states as prior to disruption) - more resilient (disruption provided opportunity for growth)