FDA ORA CH 1 Unit 6 Focus Functioning 9-18...
18
Transcript of FDA ORA CH 1 Unit 6 Focus Functioning 9-18...
Resilient Leadership
Resilient Leaders are able to:• Lead with calm, clarity and conviction in the midst of anxiety
provoked by increasing complexity and accelerating change.
• Such individuals lead from strength, know how to care forthemselves emotionally, spiritually and physically, and cansustain their leadership efforts over time.
Resilient Leadership is a new way of SEEING,THINKING and LEADING that helps leadersnavigate the hidden dynamics of organizationsmore effectively.
Slide 2
Where Does It Fit?
1.Reactivity
2.Stay Connected
3.Over-Under Functioning
4.Triangles
5. Non-Anxious Presence
6. FOCUS ON YOUR OWNFUNCTIONING
7.Lead with Conviction
8.The Fallacy of Empathy
A New Way of LEADING
Slide 3
FOCUS ON YOUR OWN FUNCTIONING:
The 3 Big Ideas
Effective leaders focus on managing self ratherthan on changing others.
Focus on Your Own Functioning:
Act with clarity, courage, and persistence in away that is consistent with your mission, vision,values and boundaries.
Keep asking, “What is my part in this?”
Slide 4
11
22
33
Self-Differentiation
An individual’s capacityfor independentthought and action
(Self-Definition)while maintaining abalanced connection tosignificant others
(Self-Regulation).
5
Lead With Conviction
Focus on Your Own Functioning:
Effective leaders focus on managing selfrather than on changing others.
• The key to a leader’s healthier (i.e., more self-differentiating)functioning is getting just the right balance between:
First Big Idea
Slide 6
11
Focus on Your Own Functioning:
- Thinking and Feeling responses
- Closeness (intimacy) and Distance (autonomy) in relationships
• Willing another to change NEVER works.
First Big Idea
Slide 7
Small Group Discussion:
Think of a recent situation where you were responsible fordirecting/leading others to achieve a specific result or toembrace a change initiative and found it challenging to do so.As you reflect back on your functioning in that situation, howwell did you balance your thinking/feeling self (allowing youremotions to inform, but not rule, your thinking) and how welldid you maintain the close/distant balance (being close enoughto influence, but distant enough to lead).
• Share in your small group.
Focus on Your Own Functioning:
To achieve andmaintainclarity requires a“reflectivespace” in one’s life.
Act with clarity, courage, and persistence in away that is consistent with your mission, vision,values and boundaries.
Second Big Idea
Slide 8
22
Focus on Your Own Functioning:
• A leader’s self-differentiating movesrequire couragebecause theyinevitably provokeresistance/sabotage.
Act with clarity, courage, and persistence in away that is consistent with your mission, vision,values and boundaries.
Second Big Idea
Slide 9
22
Focus on Your Own Functioning:
• Persistence, and thestamina it requires, isthe key to maintaininga self-differentiatingmove long enough tosignificantly influenceor change the system.
Second Big Idea
Slide 10
Small Group Discussion:
• Think of a specific situation here at ORA whereyou or another leader made a self-differentiating move and experiencedresistance/sabotage that required stamina andpersistence in order to “hold fast.”
• Describe the situation and what resourceshelped you/him/her to hold fast long enough tomake a difference.
Focus on Your Own Functioning:
Keep asking, “What is my part in this?”
Slide 11
33
Third Big Idea
• The question remindsa leader that s/he isALWAYS involved inwhat is happening inthe system, evenwhen the connectionis not immediatelyobvious.
• The question forces aleader to “get on thebalcony” and take amore objective look athow his/her functioningis influencing thesystem.
Focus on Your Own Functioning:
Third Big Idea
Slide 12
Small Group Discussion:
• Reflect on the ways you have beenable to “get up on the balcony”despite the sometimes overwhelmingdemands on your time and attention.Identify the factors that contributedto whatever measure of success youhave had in being able to see howyou were influencing the system ineither positive or negative ways.
• Share insights/stories in your break-out group and look for commonthemes worth sharing with the largegroup.
Focus on Your Own Functioning:
Re-Cap
Slide 13
Focus on Your Own Functioning:
Blind SideWhat did you see?
• What interior resourcesdo you think helped thewoman to be so clear inthe face of the oppositionshe was encountering?
• Given the social normsthat are evident in thewoman’s friends, howdifficult do you think itwas for her to take acourse of action thatwould fly in the face ofmany prevailingcultural values?
Slide 14
• What do you notice abouthow the woman is able toassert her own positionwithout trying to judge orchange her friends’viewpoint?
Small Group Discussion:
Connecting to YourWork Environment
• Can you think of an instance in your currentjob (or in another organization where youworked) where you overcame socialpressure and were able to do the rightthing as you perceived the situation? Whatinner resources most helped you remaintrue to your beliefs?
• What makes it difficult for you to step backfrom challenging situations and recognizeyour own contribution? What helps yousee more clearly how your functioning isinvolved in creating or contributing tothose situations?
• Which of the 3 Big Ideas are you strongestin? Which do you find the most difficult,and why?
Effective leaders focus onmanaging self rather thanon changing others.
Act with clarity, courage,and persistence in a waythat is consistent withyour mission, vision,values and boundaries.
Keep asking, “What is mypart in this?”
The 3 Big ideas
Slide 15
11
22
33
Pause to Reflect• Think of a time, either in
your work or personal life,when you were tempted tofocus on others (blaming,judging, etc.) but managedto keep your focus on yourown functioning instead.What result did that focus onself bring to you?
• What situation you aredealing with right now (atwork or home) would mostbenefit from your asking“What is my part in this”?
Notes
Slide 16
Effective leaders focus on managing self ratherthan on changing others.
Pick one of thefollowingpractices you cancommit toincorporating intoyour leadershipcompetencies.
Act with clarity, courage, and persistence in away that is consistent with your mission, vision,values and boundaries.Think of one area/situation where you are currently finding it difficult tomaintain your stamina and persist in following what you know is theright course. Engage your supervisor or a colleague in developing a planthat will allow him/her to support you and hold you accountable foracting with clarity and courage in that situation.
Identify a situation or relationship where you are finding it difficult toremain calm and non-reactive. Make a list of what others do that fuelyour reactivity; then make another list of the ways that you are addingfuel to the fire. Finally, make a list of the ways you can help to calm thesituation (and yourself).
Keep asking, “What is my part in this?”
Identify one relationship where you are currently engaged in a “contest ofwills” trying to get someone else to change. Develop a plan for how youwill shift your focus and your energy onto self-management in therelationship, rather than on changing the other person.
Practices to Take Home
Slide 17
11
22
33
Thank YouYour feedback on this training is important as
we seek to improve it for others.
Slide 18
