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Inspirational Leadership Builds Successful Relationships Using the Strength Deployment Inventory SDI

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Title: Inspirational Leadership Builds Successful Relationships Using the Strength Deployment Inventory SDI


1
Inspirational Leadership Builds Successful
RelationshipsUsing the Strength Deployment
Inventory (SDI)
  • Ann Skidmore

2
Who has inspired you?
  • Look back over your life
  • Who has left an impression upon you which
    influenced you in some way?
  • What did they do to leave that impression/influenc
    e?
  • What did you learn from them?
  • How have you applied that learning?

3
The Leadership Challenge
  • Only Inspirational Leadership will do!

4
The Leadership Challenge
  • What makes for inspirational top leaders?

5
What makes for inspirational top leaders?
The Leadership Challenge
  • Their Personal Make-Up
  • A Novel Outlook
  • Turn-on Capability

6
The Leadership Challenge
What makes for inspirational top leaders?
Their Personal Make-up
7
The Leadership Challenge
What makes for inspirational top leaders?
Their Personal Make-up
8
What makes for inspirational top leaders?
The Leadership Challenge
A Novel Outlook
  • Look Laterally
  • Bend Rules
  • Love Pressure
  • Rate Attitude
  • Take Risks
  • Highly Accessible
  • Strongly Visionary
  • Customer Obsessed

9
The Leadership Challenge
What makes for inspirational top leaders?
Turn-on Capability
  • They listen
  • They involve
  • They trust
  • They appreciate
  • They have fun
  • They care

10
The Leadership Challenge
How are we currently doing on Inspirational
Turn-on?
  • I believe leaders in my organisation are
    genuinely in touch with how people are
    feeling

62 DISAGREE
  • There is a good buzz and feeling of energy in my
    organisation
  • We work hard but Senior Management also makes
    sure that we have fun

50 DISAGREE
54 DISAGREE
(Source Chartered Management Institute)
11
The Leadership Challenge
How are we currently doing on Inspirational
Turn-on?
One-third of followers admit that they have never
worked for an Inspirational Leader!
(Source Chartered Management Institute)
12
The Leadership Challenge
How are we currently doing on Inspirational
Turn-on?

Desired
Seen
Shared Vision 79
38 Confidence/Trust 77
37 Respect 73
42
(Source Chartered Management Institute)
13
The Leadership Challenge
  • How do we close the Inspiration Gap?

14
The Leadership Challenge
  • Respect the degree of respect received has a
    strong impact on employees if management showed
    everyone the same respect, people would feel
    better and when you feel better you work better
  • Recognition makes a big impact
  • Relationships personally I wouldnt put a
    bucket on him if he was on fire, but I would go
    that bit further for some of the others
  • Source People Management Magazine 14th October
    2004

15
Motivation, Intention and Behaviour
Your self-perception is based on
Their perception of you is based on
what you are trying to do!
what they are seeing you do!
16
PREMISE 1 andPREMISE 2
  • We all do what we do because we want to feel
  • good about ourselves.
  • We tend to take 2 different approaches to life 1)
    when we feel that things are going well and we
    feel good about ourselves and 2) when things are
    going less well and we feel that we are faced
    with opposition or conflict

17
BLUE ALTRUISTICNURTURINGM O T I V
A T I O N A L V A
L U E S Y S T E M
Concern for the Protection, Growth and Welfare of
Others
VALUED RELATING STYLE
  • Being open and responsive to the needs
    of others
  • Seeking ways to bring help to others
  • Trying to make life easier for others
  • Trying to avoid being a burden to others
  • Ensuring others reach their potential
  • Ensuring others are valued
  • Defending the rights of others

18
RED ASSERTIVEDIRECTINGM O T I V
A T I O N A L V A
L U E S Y S T E M
Concern for Task Accomplishment, Concern for
Organization of People, Time, Money and Any Other
Resources to Achieve Desired Results
VALUED RELATING STYLE
  • Competing for authority, responsibility and
    positions of leadership
  • Exercising persuasion
  • Being alert to opportunity
  • Claiming the right to earned rewards
  • Accepting challenges
  • Accepting risk-taking as necessary and desirable
  • Demonstrating competitiveness

19
GREEN ANALYTICAUTONOMIZING M O T I
V A T I O N A L V
A L U E S Y S T E
M
Concern for Assurance That Things Have Been
Properly Thought Out Concern for Meaningful
Order Being Established and Maintained
Individualism, Self-Reliance Self-Dependence
VALUED RELATING STYLE
  • Being objective
  • Being right
  • Being principled
  • Being in control of emotions
  • Being practical
  • Being cautious and thorough
  • Being fair
  • Being resolute
  • Being serious
  • Being their own judge and jury
  • Being their own person
  • Thinking things through before acting

20
HUB FLEXIBLECOHERINGM O T I V A
T I O N A L V A L
U E S Y S T E M
Concern for Flexibility Concern for the Welfare
of the Group Concern for the Members of the Group
and for Belonging in the Group
VALUED RELATING STYLE
  • Being curious about what others think and feel,
    open minded and willing to adapt
  • Experiments with different ways of acting
  • Proud to be a member
  • Likes to know a lot of people
  • Likes to be known by a lot of people
  • Likes to be known as flexible

21
BLUE
RED
HUB
GREEN
22
RED-BLUE ASSERTIVENURTURINGM O T I
V A T I O N A L V
A L U E S Y S T E
M
Concern for the Protection, Growth and Welfare
of Others Through Task Accomplishment and
Leadership
VALUED RELATING STYLE
  • Actively seeking opportunities to help others
  • Persuading others to ensure maximum growth and
    development of others
  • Being open to proposals for creating welfare and
    security for others
  • Creating enthusiasm and support in tackling
    obstacles to success

23
RED-GREEN JUDICIOUSCOMPETINGM O T I
V A T I O N A L V
A L U E S Y S T E
M
Concern for Intelligent Assertiveness, Justice,
Leadership, Order, and Fairness in Competition
VALUED RELATING STYLE
  • Providing rational leadership that can assess
    risks and opportunities
  • Being decisive and proactive when all the facts
    are in
  • Challenging opposition through thoughtful process
    and strategy

24
BLUE-GREEN CAUTIOUSSUPPORTINGM O T I
V A T I O N A L V
A L U E S Y S T E
M
Concern for Affirming and Developing
Self-Sufficiency in Self and Others, Concern for
Thoughtful Helpfulness with Regard for Justice
VALUED RELATING STYLE
  • Building effective processes and resources to
    protect or enhance welfare of others
  • Offering assistance for greater self-sufficiency
    and independence
  • Supporting activities that lead to growth
  • Fighting for principles that are fair

25
RED-BLUE
BLUE-GREEN
RED-GREEN
26
A Sample Group
27
Preventable Conflict
  • Some conflict is preventable.
  • It may come from
  • A clash of relating styles
  • Misunderstandings
  • Faulty assumptions
  • Stress
  • Etc.

28
does not necessarily equal
CONFLICT conflictn. 1. A sharp disagreement
or collision in interests, ideas and/or
principles... resulting in emotional
disturbance... When a persons sense of
self-worth is perceived to be threatened or at
risk.
OPPOSITION oppositionn. 1. Resistance,
contradiction, contrast, differences... Some
of the most creative ideas come from the
synergy of opposition.
Opposition vs. Conflict
Definitions from Websters New World Dictionary,
Second College Edition
29
Variables that can affect conflict
  • 1) Power differentials
  • 2) Relationship history
  • 3) Age
  • 4) Gender
  • 5) Culture
  • 6) Centrality to Motivational Value System

30
Living Triangle points to ponder
  • Conflict comes in all colours
  • Conflict does not have to behave angrily to be
    real
  • Genuine acknowledgement of conflict, regardless
    of its color, is a critical factor in its
    identification and management

31
What is conflict?
Conflict is a reaction to a perceived threat to
self-worth.
People are willing to go into conflict about
things that are important to them. (conflict
triggers)
When we see conflict in other people, we can
discover what is important to them.
32
The stages of conflict
Relationship Awareness Theory states that we
approach conflict with a predictable sequence of
motivational changes which are expressed through
the use of different behaviours
33
(No Transcript)
34
Conflict is predictably sequential
COLUMN 4
COLUMN 5
COLUMN 6
IN CONFLICT OR OPPOSITION
CONFLICT SEQUENCE
Scores 6 points or less apart are shown in
parentheses.
35
The three stages of conflict
36
Inspirational leadership
  • Its not the mountain we conquer, but ourselves
    Edmond Hilary
  • I dream for a living Steven Spielberg
  • A candle loses nothing by lighting another candle
    unknown
  • The more I learn the more I realise I dont know
    Albert Einstein
  • Ones philosophy is not best expressed in words
    its expressed in the choices we make. In the
    long run, we shape our lives and we shape
    ourselves. The process never ends until we die.
    And the choices we make are ultimately our
    responsibility Eleanor Roosevelt
  • We must become the change we want to see in the
    world Mahatma Gandhi
  • To every man there comes a time in his life time,
    that special moment when he is figuratively
    tapped on the shoulder and offered to do a very
    special thing, unique to him and fitted to his
    talents. What a tragedy if that moment finds him
    unprepared or unqualified for the work that could
    be his finest hour Winston Churchill
  • Airports are shopping centres with parking for
    planes Allan Blacher
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