Daniel J Pesut PhD RN PMHCNS-BC FAAN

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Values and Strengths Assessment

• Daniel J Pesut PhD RN PMHCNS-BC FAAN
• Professor of Nursing Faculty Fellow
• Indiana University School of Nursing
• Indianapolis, Indiana 46204
• dpesut_at_iupui.edu

The First In a Four Part Leadership Development
Series Sponsored by IUPUI Office of Faculty
Appointment and Advancement http//academicaffairs
.iupui.edu/faculty-advancement/leadership-developm
ent/
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Impromptu, Speed NetworkingPower of loose
connections, small things can make a big
difference
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• What is your
• biggest challenge
• right now?
• What do you
• hope to get from
• and contribute to
• the workshop?
• Find a partner3-5 minutes sharing
• Then find another partner then find another.

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Why start this way?

• Liberate energy
• Invites deeper engagement with a provocative or
  profound question
• Repeat and deepen stories
• Listening and connecting
• Power of loose connections
• Little things can make a big difference

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Organizing Models Shifts
2. Hub Spoke Network Many To One
3. Open Platform, Core-Periphery Network Many
To Many
1. Efficient Hierarchy, Closed System One To Many
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Keith McCandlessSocial Invention
Group http//socialinvention.net/default.aspx
The Transformation Will Not Be Televised
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Liberating Structures Some examples of an
expanding, adaptable mash-up of open source
methods

• 15. Smart Network Mapping
• 16. Generative Relationships
• 17. Purpose-To-Practice Design
• 18. Scenario Planning Critical Uncertainties
• 19. Impromptu Speed Networking
• 20. 1-2-4-Whole Group
• 21. Troika Consulting
• 22. Fishbowl Sessions What I Need From You
• 23. Celebrity Interview
• 24. 5 Whys 10 Hows
• 25. Storyboarding Agendas
• 26. Positive Deviance

• Appreciative Interviews
• Agreement / Uncertainty Matrix
• Creative Destruction via TRIZ
• Wicked Questions
• Min Specs
• Chunking via Rapid Prototyping
• Improv
• 15 Solutions
• Open Space Technology
• Ecocycle Sifting Gathering
• Panarchy Cross-Scale Change
• Conversation Café Dialogue
• Discovery Action Dialogue
• Wise Crowds Group Consultation

http//socialinvention.net/LiberatingStructuresHom
e.aspx
We search for the minimum structure to liberate
the maximum innovation
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Attributes of LS MethodsWhat Other Methods Come
To Mind?

• Simple fast to learn
• Requires very little explanation or theory
• Draws out insight from interaction
• Works with groups, units, or the whole
  organization
• Focuses attention on relationship patterns
• Minimally structured for maximum liberation
• Generates surprises novelty without central
  control (light coordination only)

• Invites seriously-playful participation
• Appeals to people in diverse roles
• Generates very short- and long-term results
• Illuminates an edge or paradoxical territory
• Identifies and builds on assets that exist now
• Invites inclusion more diverse voices
• Works with internal and external customers

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Power in Combining Elements!
A mix of top, middle front line participants (
customers)
Invitation to try many simple methods to your
challenges immediately
Immersion in a large of simple self-organizing
methods
Focus on complex challenges that require
diverse participation to make progress
One on one coaching to launch immediate use in
local context
Rapid cycles jointly shaping solutions insights
in-the-moment
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Leadership Development Series

• Discuss a strengths and values approach to
  leadership development
• Discuss the differences between identity, and
  reputation through understanding the inside,
  bright side and dark side of leadership.
• Examine the role of emotional intelligence as it
  relates to leadership success.
• Discuss cycles of change and renewal that foster
  insight, and action for professional development.

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Normal State

• Self-Focused Ego Driven, my interests ahead of
  collective interests or relationships

• Internally Closed I stay in my comfort zone
  denying external signals for change

• Externally Directed I define myself by how I
  think I am seen and how well I obtain external
  resources

• Comfort-Centered I tend to engage in problem
  solving activities and live in a reactive state

Quinn, Robert. (2004) Building the bridge as you
walk on it San Francisco Jossey Bass.
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Leadership State

• Externally- Open I move outside my comfort zone,
  experiment and reach higher levels of discovery,
  competence and vision

• Other Focused I am transcending my ego and
  putting the common good first enriching
  connectivity in networks

• Purpose- Centered I clarify what result I want to
  achieve commit, engage and hold a standard as I
  pursue meaning.

• Internally Directed I examine my hypocrisy and
  close gaps between values and behavior

Quinn, Robert (2004) Building the bridge as you
walk on it San Francisco Jossey Bass.
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Why Leaders Fail

• Imposters
• Lack self- awareness and self-esteem
• Rationalizers
• Deviate from their values
• Glory Seekers
• Motivated by seeking worlds acclaim
• Loners
• Fail to build personal support structures
• Shooting Stars
• Lack grounding of an integrated life

George, Bill Sims, Peter ( 2007). True North,
John Wiley Sons, NY
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Emotional Intelligence

• The ability to sense, understand and effectively
  apply the power and acumen of emotions as a
  source of human energy, information, connection
  and influence

Cooper, Robert Sawaf, Ayman (1997). Executive
EQ Emotional Intelligence in Leadership and
Organizations,Grosset Putnam, NY
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Coaching for Renewal Assessment Perspectives
Vulnerable but Hopeful (high in resonance low in recognition) Wise ( But not Delusional) (high in renewal and high in reality)
Foolish and Despairing (low in resilience and low in recognition) Cynical and Angry (high in reality and low in relationship)

Empathy and Intuition Low
High
Low

High

Insight and Analysis
Reeves, Douglas Allison, Elle (2010). Renewal
Coaching Workbook, Jossey Bass, San Francisco,
CA.
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Renewal and Patterns of Change
Uptime
Dreams Plans Accomplishments
New Goals Purpose Training Relearning
Downtime
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The Predictable Cycle of Renewal
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Values and Strengths Assessment Outcomes

• Discuss a strengths, values, and development
  approach to understanding leadership and
  followership.
• Discuss the Appreciation, Influence Control (AIC)
  dynamic as it relates to leading and following
  self and others.
• Identify ways to build on personal strengths and
  values through leadership efforts and liberating
  structures.

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Values Centered Leadership Base Operating System
MASTERY What must we do well in order to
accomplish objectives? What must we LEARN to
achieve the necessary MASTERY? CHEMISTRY To
achieve goals, who will be on the team? How will
we build Relationships and inspire each other?
With whom should we EMPATHIZE? DELIVERY Whom
are we serving? How will we know that we have
met their Needs? To whom and how will we
LISTEN? Secretan, Lance (2010). The Spark, the
Flame, and the Torch, the Secretan Center, Inc.
Caledon, Ontario, Canada
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Find Your Edge Know Your Standout Strengths

• Your genius is precise
• You cant respect what you dont remember.
• You must reach beyond your roles
• Advisor Connector
• Creator Equalizer
• Influencer Pioneer
• Provider Stimulator
• Teacher
• Buckingham, Marcus (2011). Standout, Thomas
  Nelson Publishers,
• Nashville, TN.

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Strengths and Values In Action

• The 34 strengths of strengthsfinder
• www.gallup.com
• www.strengthsfinder.com
• Values In Action (VIA) Inventory of Strengths
  Assessment
• http//www.viasurvey.org/

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VIA Survey and Strengths Finders
Strengths finders VIA Survey
Orientation Talent Themes Universal Path to Virtues
Domains Work Home, Work, Social
Key Questions Whats best about what you do at work? What is best about who you are?
Strengths Identified Talents Skills Core Character
Basis for Validity Polling and Surveys Historical Analysis studies with criteria, validity, reliability
Strengths Focus Top 5 only Signature Strengths and all 24 matter
Scrutiny of Evidence Not peer reviewed Peer Reviewed
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Putting your Strengths to Work
http//www.youtube.com/watch?vJo5Sh2DoVY8feature
related
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Sharing and Appreciative Interviewing
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Strategic Thinking

• Analytical
• Context
• Futuristic
• Ideation

• Input
• Intellection
• Learner
• Strategic

Rath, Tom Conchie, Barry (2008). Strengths
based leadership, Gallup Press, New York, New
York
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Relationship Building

• Adaptability
• Developer
• Connectedness
• Empathy
• Harmony

• Includer
• Individualization
• Positivity
• Relator

Rath, Tom Conchie, Barry (2008). Strengths
based leadership, Gallup Press, New York, New
York
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Influencing

• Activator
• Command
• Communication
• Competition
• Maximizer
• Self-Assurance

• Significance
• Winning Others Over (WOO)

Rath, Tom Conchie, Barry (2008). Strengths
based leadership, Gallup Press, New York, New
York
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Executing

• Achiever
• Arranger
• Belief
• Consistency
• Deliberative
• Discipline

Rath, Tom Conchie, Barry (2008). Strengths
based leadership, Gallup Press, New York, New York
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Appreciative InterviewsAppreciation, Influence,
Control
Find a partner you do not know well. Share your
top five character strengths. Share what you
appreciate most about the strength. How do you
use thte strengths to influence your self and
others. How do you control or manage the
strengths so that you do not overuse or underuse
them.
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Sharing and Appreciative Interviewing
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What Followers Want
Trust Compassion Stability Hope
Rath, Tom Conchie, Barry (2008). Strengths
based leadership, Gallup Press, New York, New
York
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Go Strengths! 24-Character Strengths
http//www.youtube.com/watch?vN-Lo-hofLGc
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Values and Virtues

• Wisdom
• Creativity, Curiosity, Judgment Open Mindedness,
  Love of Learning, Perspective
• Courage
• Bravery, Perseverance, Honesty, Zest
• Humanity
• Capacity to love and be loved, Kindness, Social
  Intelligence
• Justice
• Teamwork, Fairness, Leadership
• Temperance
• Forgiveness and Mercy, Modesty and Humility,
  Prudence, Self-Regulation
• Transcendence
• Appreciation of Beauty and Excellence, Gratitude,
  Hope, Humor, Religiousness Spirituality

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Balance
Mind
O Gratitude
Heart
Adapted from the VIA Institute on Character
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Sharing and Appreciative Interviewing
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Appreciative InterviewsAppreciation, Influence,
Control
Find a partner you do not know well. Share your
top five character strengths. Share what you
appreciate most about the strength. How do you
use thte strengths to influence your self and
others. How do you control or manage the
strengths so that you do not overuse or underuse
them.
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THE AIC Fractal Linking Purpose Power Process
Control
Influence
Appreciation
William Smith wesmith_at_odii.com Daniel
Pesut dpesut_at_iupui.edu
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Fundamental AIC Questions
What is the purpose? Appreciation (Open) What
are the ideals What is the reality? Influence
(Dialogue and Banter) Who or what will support
will oppose? Control (Closure) What will you do
about it will it make it better? http//www.powe
rmap.odii.com/ pass word 4920 until November 30
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The Influence Process 4 Dimension Emphasis
FEEDFORWARD
In-formation
In-formation
a
A
Ideals Values Goals
PURPOSE
i
I
Trans-formation
Form-ation
Form-ation
C
c
FEEDBACK
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• What is your
• biggest challenge
• right now?
• What do you
• hope to get from
• and contribute to
• the workshop?
• Find a partner3-5 minutes sharing
• Then find another partner then find another.

41
15 SolutionsNoticing and Using the Influence,
Discretion and Power Individuals Have Right
NowWhat can YOU do right now to address your
biggest professional challenge?
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Climbing Up DownThe Ladder of Inference
Actions I take based on beliefs
Beliefs I adopt about the world
Conclusions I draw
Assumptions I make based on meanings
Meanings I add (cultural personal)
Data I select from observations
3. Now What?
2. So What?
Reflexive Loop
1. What?

• Observable data and experiences

Adapted from Chris Argyris, Harvard
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Purposes What, So What, Now What

• Build shared understanding of how people develop
  different perspectives ideas
• Avoid arguments based on lack of clarity
• Get all the data and observations out on the
  table first thing
• Honor the history and the novelty of what is
  unfolding
• Build trust and reduce fear
• Learn and improve at each step

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START, STOP, CONTINUE
START What am I going to start doing as a
result of my learning? STOP What am I going
to stop doing as a result of my
learning? CONTINUE What am I going to continue
doing as a result of my learning?
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Values and Strengths Assessment

• Daniel J Pesut PhD RN PMHCNS-BC FAAN
• Professor of Nursing Faculty Fellow
• Indiana University School of Nursing
• Indianapolis, Indiana 46204
• dpesut_at_iupui.edu

The First In a Four Part Leadership Development
Series http//academicaffairs.iupui.edu/faculty-ad
vancement/leadership-development/