LEADERSHIP MIND AND HEART - PowerPoint PPT Presentation

1 / 48
About This Presentation
Title:

LEADERSHIP MIND AND HEART

Description:

Teams have greater energy when the coach is optimistic and composed. ... (EQ)? EMOTIONAL INTELLIGENCE (EQ) Emotional Intelligence person s ability to perceive, ... – PowerPoint PPT presentation

Number of Views:317
Avg rating:3.0/5.0
Slides: 49
Provided by: andygi
Category:

less

Transcript and Presenter's Notes

Title: LEADERSHIP MIND AND HEART


1
LEADERSHIP MIND AND HEART
  • Damon Burton
  • University of Idaho

2
WARREN BENNIS QUOTE
  • Theres no difference between being a really
    effective leader and becoming a fully integrated
    person.

3
CAPACITY VERSUS COMPETENCE
  • Competence is your knowledge, skills and
    abilities which is limited and quantifiable.
  • Capacity is the potential each of us has to be
    more than we are now and is unlimited.
  • Being a whole person means operating from mind,
    heart, spirit and body.

4
  • What are mental models?

5
MENTAL MODELS
  • Mental Models are theories people hold about
    specific systems in the world and their expected
    behavior.
  • Systems are a set of elements that interact to
    form a whole and produce a specified outcome.
  • Systems include an organization, a football team,
    a pledge class or the claims process for an
    insurance company.

6
MENTAL MODELS - 2
  • Leaders use many mental models that govern how
    they interpret experiences and how they act in
    response to people and situations.
  • For example, one mental model about what makes
    an effective team is that members share a sense
    of team ownership and feel that they have
    authority and responsibility for team actions and
    outcomes.
  • A conflicting model would be that every team
    needs a strong leader to take control and make
    the decisions.

7
GOOGLE LEADERS MENTAL MODEL
  • Stay uncomfortable,
  • Let failure coexist with triumph,
  • Use a little less management than you need,
  • Defy convention,
  • Move fast and figure things out as you go.

8
ASSUMPTIONS
  • Assumptions play an important role in shaping
    mental models.
  • Theory X versus Theory Y are based on very
    different assumptions.
  • Leaders make assumptions about events, situations
    and people.
  • Assumptions are accepted as the truth which can
    be dangerous if faulty.
  • Pets.com assumed people would start buying most
    pet food on-line.

9
YAHOO
  • Yahoo was started in 1994 by 2 engineers while
    they were still grad students at Stanford.
  • When the dot.com bubble burst in the late 90s,
    Yahoo changed CEOs, and Terry Semel based his
    leadership on the assumption that Yahoo was a
    21st century entertainment and media company, not
    a technology company.
  • Yahoo was reorganized to entertain and inform
    people in a new way, emphasizing ease of use.
  • Yahoo increased profits by 300 million in 18
    months and by 2005 had earned 1.2 billion.

10
LESSONS LEARNED
  • Yahoos numbers have slipped a bit as competition
    has increased.
  • They may need to shift some assumptions to define
    priorities, bring focus, and keep the company
    strong in a changing world.
  • Assumptions work in some situations and are
    detrimental in others.
  • Leaders must regard their assumptions as
    temporary ideas rather than fixed truths.
  • Leaders must constantly question whether
    long-help assumptions fit the current reality.

11
CHANGING MENTAL MODELS
  • A Harvard study of the top 100 business leaders
    of the 20th century found they shared contextual
    intelligence, or the ability to sense the
    social, political, technological and economic
    context of the times and adopt a mental model
    that helped their organizations best respond.
  • We are in volatile times. In 1985, 35 of
    companies were rated high risk by Standard Poor
    while 41 were low risk. In 2006, 73 were high
    risk and only 13 low risk.
  • The forecast for companies is continued chaos
    with a chance of disaster.

12
CHANGING MENTAL MODELS - 2
  • A Leaders cannot afford to become prisoners to
    their own assumptions and mindsets.
  • Lewandowsky (2005) surveyed people in the U.S.,
    Germany, and Australia about the U.S. invasion of
    Iraq and found people believed facts that were
    consistent with their mindsets.
  • Leaders must constantly question their mindsets
    and learn from others.
  • When Swedish furniture maker Ikea opened stores
    in the U.S., they found they had to take an
    American rather than a Swedish mindset to be
    successful.

13
CHANGING MINDS
  • According to psychologist Howard Gardner, after
    age 10 people tend to retreat to old ideas rather
    than opening new possibilities.
  • Changing mindsets requires developing specific
    skills, including
  • Take your time and approach change from many
    vantage points.
  • Dont rely on reason alone touch peoples
    emotions (e.g., stories, events, or imagery).
  • Dont underestimate how powerful resistance can
    be.

14
  • What characteristics are needed to create new
    mental models?

15
NEW MENTAL MODELS
  • independent thinking,
  • open-mindedness,
  • systems thinking, and
  • personal mastery.

16
INDEPENDENT THINKING
  • Independent thinking means questioning
    assumptions and interpreting data and events
    according to ones own beliefs, ideas and
    thinking, not according to pre-established rules,
    routines and categories defined by others.
  • Good leadership is not about following the rules
    of others, but standing up for what you believe
    is best for the organization.
  • Mindfulness is continuously reevaluating
    previously learned ways of doing things in the
    context of evolving information and shifting
    circumstances.

17
INDEPENDENT THINKING
  • Leaders must employ critical thinking and explore
    things from all angles and integrate available
    information into possible solutions.
  • They question all assumptions, vigorously seek
    divergent opinions and give balanced
    consideration to all alternatives.
  • According to Bass (1985), leaders must provide
    intellectual stimulation to arouse followers
    imaginations and stimulate their ability to
    identify and solve problems creatively.

18
OPEN-MINDEDNESS
  • Open-mindedness is looking at things in a new
    way.
  • Leaders must think critically, explore things
    from all angles and integrate available
    information into possible solutions.
  • Learned helplessness is the belief that we
    cannot control the course of negative events.
    Once established it is hard to change.
  • Being critical, questioning the status quo and
    thinking for yourself is essential.

19
SYSTEMS THINKING
  • Systems Thinking -- is the ability to see the
    synergy of the whole rather than just the
    separate elements of the system and learn to
    reinforce or the whole system patterns.
  • Solving problems by breaking the system into
    parts and then changing one part doesnt
    guarantee a better working system.
  • Relationships between parts form a complete
    system. Leaders must look for patterns over
    time and focus on the rhythm, flow, direction,
    shape and networks of relationships that make up
    the system.

20
SYSTEMS THINKING - 2
  • Systems are complex so leaders must understand
    the big picture using a wide angle rather than
    telephoto lens.
  • Peter Senge talks about circles of causality
    rather than linear relationships. Changes in one
    circle impact other circles.
  • The system must be tweaked based on feedback
    about how the entire system is functioning.
    Without understanding the system, changing parts
    may hurt overall performance.

21
CIRCLES OF CAUSALITY
22
  • What is personal mastery?

23
PERSONAL MASTERY
  • Personal Mastery describes the discipline of
    personal growth and learning that facilitates
    leadership and achieving desired results.
  • Personal Mastery embodies 3 qualities
  • personal vision,
  • facing reality
  • holding creative tension.

24
PERSONAL VISION
  • Personal Vision knowing and clarifying what is
    important.
  • Leaders focus on the end result that motivates
    them and their organization.
  • They have a clear vision of a desired future, and
    their purpose for achieving it.
  • Leaders continually focus and define what they
    want as their desired future and vision.

25
FACING REALITY
  • Facing Reality means commitment to the truth.
  • Leaders committed to the truth will overcome
    denial in themselves and others.
  • Their efforts will enhance self-awareness and
    deal with reality in order to achieve their
    goals.

26
HOLDING CREATIVE TENSION
  • Holding Creative Tension the gap between vision
    and current reality can be a source of creative
    energy.
  • Resolve tension by letting the vision pull the
    reality toward it.
  • Settling for less reduces the tension but
    engenders mediocrity.
  • Progress is closing the gap between your vision
    and reality.

27
  • What is Emotional Intelligence (EQ)?

28
EMOTIONAL INTELLIGENCE (EQ)
  • Emotional Intelligence persons ability to
    perceive, identify, understand and successfully
    manage emotions in self and others.
  • EQ is the ability to effectively manage ourselves
    and our relationships.
  • Leaders must learn how to understand and manage
    emotions in themselves and others.

29
WHAT ARE EMOTIONS?
  • Emotions are transitory feelings or affective
    reactions that influence our behavior.
  • Researchers have defined 8 categories of
    emotions, including anger, sadness, fear,
    enjoyment, love, surprise, disgust and shame.
  • A recent survey showed that leaders have a great
    influence on whether employees have positive or
    negative feelings about work.

30
FAMILIES OF EMOTIONS
31
  • What are the components of EQ?

32
COMPONENTS OF EMOTIONAL INTELLIGENCE
  • self-awareness,
  • self-management,
  • social awareness, and
  • relationship management.

33
EMOTIONAL INTELLIGENCE MODEL
34
SELF-AWARENESS
  • Self-Awareness the ability to recognize and
    understand your own emotions and how they affect
    your life and work.
  • Aware leaders learn to trust their gut feelings
    because those feelings provide useful info when
    making tough decisions.
  • When answers are not available from other
    sources, leaders have to rely on their own
    feelings.
  • Self-awareness includes accurately assessing
    personal strengths and weaknesses along with a
    healthy sense of confidence.

35
SELF-MANAGEMENT
  • Self-Management the ability to control
    disruptive, unproductive or harmful emotions.
  • Research confirms that children who were able to
    and not able to resist temptation to eat a
    marshmallow immediately were looked at 20 years
    later.
  • Resisters were able to handle stress better and
    embrace difficult challenges.
  • They were also more confident, trustworthy,
    dependable and tenacious at pursuing their goals.

36
SELF-MANAGEMENT - 2
  • Leaders learn to balance their emotions so they
    dont get in the way.
  • Managing emotions means understanding them and
    using that knowledge to deal with situations
    productively.
  • Other characteristics of SM include
  • Trustworthiness consistently displaying honesty
    and integrity,
  • Conscientiousness managing and honoring your
    responsibilities,
  • Adaptability the ability to adjust to changing
    situations and overcome obstacles.

37
SOCIAL AWARENESS
  • Social Awareness the ability to understand
    others.
  • Socially aware leaders have empathy.
  • Professional intimacy displaying compassion
    and concern for others without become so wrapped
    up in their emotions that it clouds judgment.
  • Organizational Awareness the ability to
    navigate organizational life, build networks and
    effectively use political behavior to accomplish
    positive results.
  • Service orientation ability to recognize and
    serve the needs of followers.

38
RELATIONSHIP MANAGEMENT
  • Relationship Management the ability to connect
    with others and build positive relationships.
  • Leaders with high EQ treat others with
    compassion, sensitivity and kindness.
  • RM involves developing others, inspiring them
    with a powerful vision, learning to listen and
    communicate clearly and convincingly, and using
    emotional understanding to influence others
    positively.
  • Todays leadership paradigm requires great
    relationship management skills.

39
EMOTIONALLY COMPETENT LEADERS
  • EQ is strongly related to higher order
    leadership styles because they understand and
    control their own emotions and work to have
    empathy for followers and develop positive
    relationships with them.
  • Emotional Contagion means that leaders who are
    able to maintain balance and keep themselves
    motivated are positive role models to help
    motivate and inspire those around them.
  • Teams have greater energy when the coach is
    optimistic and composed.

40
EQ AND MONEY
41
EMOTIONALLY COMPETENT TEAMS
  • EQ is also a team competency that include
  • Creating a strong group identity,
  • Building trust among members,
  • Instilling a belief among members that they can
    be effective and that the team will succeed.
  • Leaders must explore unhealthy team norms, bring
    the emotions to the surface, and understand how
    they impact team performance.

42
  • Is it better to lead with love or fear?

43
LEADING WITH LOVE NOT FEAR
  • Love for leaders means genuinely caring for
    others and sharing ones knowledge, understanding
    and compassion to enable others to grow and
    succeed.
  • Fear is a powerful motivator.
  • With success dependent on knowledge, mindpower,
    commitment and enthusiasm, fear-based teams lose
    their best people to more positive organizations.
  • Fear promotes avoidance behavior, inhibiting
    growth, change and innovation.

44
LEADING WITH LOVE NOT FEAR
  • Love attracts people to teams, encourages them
    to take risks, learn, grow and move the
    organization forward.
  • Showing respect and trust enables people to
    perform better, and they feel more emotionally
    connected work so their lives are richer and more
    balanced.
  • Fear may fuel high productivity, but the cost is
    destroying peoples spirit.

45
FEAR IN ORGANIZATIONS
  • Fear weakens trust and communication.
  • 70 of workers bit their tongue at work for fear
    of repercussions.
  • Fear destroys the opportunity for feedback,
    blinding leaders to reality and denying them the
    chance to correct the problem.

46
LEADER RELATIONSHIPS
  • Reporting problems are difficult in fear-based
    organizations.
  • When leaders operate based on fear, they create
    fear in others.
  • Even tough leaders can also lead thru love. GE
    CEO told a top subordinate who had a bad year, I
    love you and I know you can do better.
  • Love as motivation enables people to feel alive,
    connected, energized and in love with life and
    work.

47
FOLLOWERS REPONSE TO LOVE
  • Hear and understand me.
  • Even if you disagree with me, please dont make
    me wrong.
  • Acknowledge the greatness within me.
  • Remember to look for my loving intentions.
  • Tell me the truth with compassion.

48
  • The End
Write a Comment
User Comments (0)
About PowerShow.com