LEAD 0510 Leadership Development The Person As Leader.
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Transcript of LEAD 0510 Leadership Development The Person As Leader.
LEAD 0510LEAD 0510Leadership DevelopmentLeadership Development
The Person As LeaderThe Person As Leader
Reflections on WerginReflections on Wergin
• What does it mean to you to live with “vocation”?
• To lead with vocation?
• To develop community with vocation?
Leadership from the Inside OutLeadership from the Inside Out
• The self as leader
• The leader in relationship with others
• The leader and the systems within which they lead
It’s All About ChoicesIt’s All About Choices
Two roads diverged in a wood, and I –
I took the one less travelled by, and that has made all the difference.
Robert Frost
It ain’t so much the things we don’t know that get us into trouble. It’s the things we know that just ain’t so.
– Artemus Ward
The Inner Self: Mental ModelsThe Inner Self: Mental Models
• Images, assumptions and stories that we carry
• Can’t navigate without them
• They determine what we ‘see’
• Typically tacit - often inaccurate
• Don’t respond to changes
DialogueDialogue
• Reflect on your “I am from” story
• How does the different elements shape how you see the world?
• Are all the assumptions valid?
• What might you want to reframe?
A Pool of Data is available.
The Ladder of InferenceThe Ladder of Inference
I take Actions based on my conclusions.
I reach Conclusions.
I make Assumptions.
I add Meaning (based on mental models).I select Data from what I observe.
I reinforce my mental models
A Process Approach to ReframingA Process Approach to Reframing
• Self talk: the languages of transformation
• Answers the question: why is change so difficult?
• Focus on deep but sometimes contradictory commitments
Languages of TransformationLanguages of Transformation
What sorts of things would I experience as more personally
supportive in my work environment?
Ground RulesGround Rules
• Define “supportive” as you see fit
• Don’t edit through filters like reasonableness or likelihood
• You might also include constraining things
Languages of TransformationLanguages of Transformation
“Nobody really talks to each other on our team; people talk about each other. There’s an
incredible amount of dysfunctional behind-the-back gossip and running
each other down. People have issues with other people but
the way we all handle it is that we talk about it with other
people.”
The Power of ComplaintsThe Power of Complaints
• Complaints contain the seeds of passion• Where there is passion, there is the possibility
for transformation• “Beneath the surface torrent of our complaining
lies a hidden river of our caring, that which we most prize or to which we are most committed.”
• A complaint is just a poorly worded request
Column 1Commitment
I am committed to the value or importance of…
More open and direct communication at work
Column 2 Column 3 Column 4
Column 1Commitment
I am committed to the value or importance of…
More open, direct and strategic communication at work
Column 2 Column 3 Column 4
What I am doing or not doing that prevents my commitment from being fully realized?
I don’t speak up when people don’t value the norms I value. Silently, I collude.
Why Is It So Hard to Change?Why Is It So Hard to Change?
• Fear is the gateway to the power behind our column two behaviors
• Fears are driven by real or perceived need for self-preservation
• We don’t just have fears; we are actively committed to keeping those things we are afraid of from happening
Column 1Commitment
I am committed to the value or importance of…
More open, direct and strategic communication at work
Column 2 Column 3 Column 4
What I am doing or not doing that prevents my commitment from being fully realized.
I don’t speak up when people don’t value the norm I value. Silently, I collude.
I may also be committed to…
Not being seen as the brave crusader, castrating bitch or miss-holier-than-thou… having people feel comfortable with me
Who’s Doing the Talking?Who’s Doing the Talking?
• Is it your best self or your inner critic?
• Who’s the “voice in the head’?
• What fears are they playing to?
Palmer’s Shadow Casting MonstersPalmer’s Shadow Casting Monsters• Insecurity about identity and worth: when we
are insecure about our own identities, we create settings that deprive others of their identities as a way of buttressing our own
• The belief that the universe is a battle ground, hostile to human interests
• Functional atheism, particularly for leaders who have a belief that ultimate responsibility rests with them alone
• Fear of the natural chaos of life• The denial of death itself and within that the
denial of failure
The Big AssumptionsThe Big Assumptions
• Default mode: assumptions are taken as truth
• Spoken by the our inner critic• Reflects the power of mental
models• Do we have assumptions – or
do they have us?• What assumptions are you
making?
Column 1
I am committed to the value or importance of…
More open, direct and strategic communication at work
Column 2 Column 3 Column 4
What I am doing or not doing that prevents my commitment from being fully realized.
I don’t speak up when people don’t value the norm I value. Silently, I collude.
I may also be committed to…
not being seen as the brave crusader, castrating bitch or miss-holier-than-thou… having people feel comfortable with me
I assume that if..
people did see me that way, I would be shunned , have no real connections at in my office and work would be a nightmare from which I would never wake up
Look at versus through the assumptionLook at versus through the assumption
• Step 1: – Observe ourselves in relation to the big assumptions
• Step 2:– Actively look for experiences that case doubt on the big
assumptions
• Step 3:– Design and run a safe, modest test
• Step 4:– Build up space between the (no longer) big assumption and
yourself
Expanding our “Knowing”Expanding our “Knowing”
• The human brain has the capacity to continually expand in terms of mental complexity
• One stage of knowing informs the next
• Shaped by “subject/object” separation
Kegan’s Orders of “Knowing”Kegan’s Orders of “Knowing”
Stage 1:Childhood
2nd Order:Durable categories
Instrumental mindset
Cognitive Capacities• Thinking is
concrete/logical/dualistic• Little or no relationship with the
future• Authorities know what is
right/wrong• Knowledge is certain
Intrapersonal Capabilities• Feelings/abilities are concrete &
stable• Feelings caused by something
external• Can control impulses• Sense of self is external
Interpersonal Capabilities• Relationships based on own needs
or desires• Can take another’s point of view if
not in conflict with one’s own
Learning and LeadershipLearning and Leadership
• How do we lead at this order of knowing?
Kegan’s Stages of “Knowing”Kegan’s Stages of “Knowing”
3rd Order:Cross-categorical knowing
Affiliative Mindset
Cognitive Capacities• Thinking is abstract• Can subordinate one’s perspective
to a bigger idea to which one is loyal
• Future is in the present• Knowledge is relative
Intrapersonal Capabilities• Identifies emotions as inner states• Can construct values and is self-
reflective• Sense of self derived externally
Interpersonal Capabilities• Relationships are focused on our
bond• Internalizes feelings of others• Concerned with preserving societal
bonds
Learning and LeadershipLearning and Leadership
• How do we lead at this order of knowing?
The Great DivideThe Great Divide
• According to Kegan’s research, less than 40% of adults expand beyond an affiliative mindset?
• Why? Are they trapped?
The Drama TriangleThe Drama Triangle
The Victim
The Rescuer The Persecutor
Victims may be…Victims may be…
• Defensive
• Submissive
• Over-accommodating to others
• Passive-aggressive in conflict
• Depend on others for self-worth
• Manipulative
• Often angry, resentful, and envious
The PersecutorThe Persecutor
• Perceived cause of the Victim’s woes
• Persecutors and victims are symbiotic
• A person, circumstance, or condition
• Virtually always a story: a set of assumptions and conclusions
Persecutors may be…Persecutors may be…
• Manipulative and defensive
• Attacking preemptively
• Can be very subtle
• Victims of one Persecutor can become Persecutors themselves
• Fear of loss of control.
The RescuerThe Rescuer
• Role is to alleviate the victim’s fears
• Not always a person
• Usually comes with good motives
• Reinforces the Victim’s “Poor me!” perspective
Rescuers may be…Rescuers may be…
• Coming from a place of fear – fear of a loss of purpose
• Needing the victim in order to bolster their self-image
• They are their own kind of Persecutor
The Drama TriangleThe Drama Triangle
The Victim
The Rescuer The Persecutor
FearFear
Our Basic Orientation/Mental ModelOur Basic Orientation/Mental Model
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehavior
The Victim OrientationThe Victim Orientation
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehavior
The Problem
The Problem
The Victim OrientationThe Victim Orientation
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehaviorTriggered State of
Fear
Triggered State of
Fear
The Victim OrientationThe Victim Orientation
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehavior
Flight, Fight, or Freeze
Flight, Fight, or Freeze
Shifting our OrientationShifting our Orientation
• A Delusion: Our behavior is not driven by the problem – it’s driven by our inner state and our assumptions
• False hope: Problems are rarely solved permanently from within the Victim orientation
• Do you have reoccurring problems?
The Creator TriangleThe Creator Triangle
The Creator
The Coach The Challenger
The Creator OrientationThe Creator Orientation
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehavior
The Creator OrientationThe Creator Orientation
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehavior
Vision or Possible Outcome
Vision or Possible Outcome
The Creator OrientationThe Creator Orientation
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehavior Passion and
Excitement
Passion and
Excitement
The Creator OrientationThe Creator Orientation
Focus of our Orientation
Focus of our Orientation
Inner StateInner StateBehaviorBehavior
Baby StepsBaby Steps
From Victim to CreatorFrom Victim to Creator
• Attention: Shift from what you don’t want (the problem) to what you do want (the outcome)
• Intention: Shift from getting rid of the problem to bringing the envisioned outcome into being
• Results: Shift from temporary and reactive to sustainable and deeply satisfying
Kegan’s Orders of “Knowing”Kegan’s Orders of “Knowing”
4th Order:Complex Systems
Self-authoring Mindset
Cognitive Capacities• Systems thinker• Critically examines ideas and
weighs validity in context• Can see the whole in the parts• Knowledge is contextual
Intrapersonal Capabilities• Has internal authority• Can manage feelings and have
contradictory emotions• Self derived from more than one’s
relationships or roles
Interpersonal Capabilities• Can distinguish individuals in roles• Can set boundaries without feeling
one is compromising the relationship/role
• Celebrates differences
Learning and LeadershipLearning and Leadership
• How do we lead at this order of knowing?
Kegan’s Orders of “Knowing”Kegan’s Orders of “Knowing”
Stage 5:Trans-Systems Knowing
Self-transformational Mindset
Cognitive Capacities• Process & change oriented• Makes meaning in the moment as
life unfolds• Sees all ideas/perspectives as
incomplete• Embraces paradoxes opposites
Intrapersonal Capabilities• Continually redefines one’s self as
one moves in and out of different contexts
• Suspicious of a sense of wholeness• No longer invested in a particular
identity
Interpersonal Capabilities• Relationships are contexts for
experiencing paradox• Others are individuals in their own
processes and contexts
Learning and LeadershipLearning and Leadership
• How do we lead at this order of knowing?
Mezirow: Transformative Learning Mezirow: Transformative Learning
• First - a disorienting dilemma• Self-examination with feelings of fear,
anger, guilt or shame• A critical assessment of assumptions• Recognition of one’s discontent and the
process of transformation are shared• Exploration of options for new roles,
relationships, and actions
Leadership and LearningLeadership and Learning
Transformational learning is a change in behaviour as a result of experience.
Learning ProcessLearning Process
Experience
Reflection
Conclusion
Plan
Lunch!!!!Lunch!!!!
• Enjoy lunch as a team• Get to know each other
and explore your issues and opportunities
• Begin to think about how you might frame one of them through the lens of leadership
Myers-Briggs Type Indicator (MBTI)Myers-Briggs Type Indicator (MBTI)
Explores personality differences between people by sorting them by Jung’s eight mental processes
Myers and BriggsMyers and Briggs
• Isabel Myers and her mother, Katharine Cook Briggs
• Mother Daughter team• Onset of WWII wanted to
create a practical tool• Focus on understanding
human differences
Myers-Briggs Type Indicator (MBTI)Myers-Briggs Type Indicator (MBTI)
• Over 50 years of research
• 2 million questionnaires administered annually in US
• Translated into 30 languages
• Myers-Briggs is the psychometric tool that other tools are measured against in terms of reliability and validity/accuracy
OverviewOverview
• Our psyche is continually adapting and responding
• Mental processes fluidly move in and out of consciousness
• We have access to all the functions but individuals will have preferences that develop patterns
• These patterns can be sorted into 16 personality types
Don’t box me in!Don’t box me in!
• You are unique
• You can chose to step out of type
• Type describes patterns of behavior based on natural preferencespreferences
Preference?Preference?
Crack the CodeCrack the Code
• Each category is represented by a letter
• When you put the letters together they create the short form for your type code
Where do you get your energy?Where do you get your energy?
Extraversion
• Get energy from the external world of people, activities or things.
Introversion
• Get energy from the internal world of ideas, emotions, reflections or impressions
Which are you?Which are you?
Extraversion
• Broad interests• Do-think-do• Speak-think-speak• Know thoughts by talking
them• Others usually know what
you are thinking• Tend to have many
friendships
Introversion
• Deep interests• Think-do-think• Think-speak-think• Reflect and then share
conclusion• Others have to ask
what you are thinking• Tend to have fewer /
deeper friendships
Gathering InformationGathering Information
Sensing (S) Intuiting (N)
SensingSensing
• Focused on the here and now, “what’s going on”.
• Aware of rich detail that is practical and concrete
• Bottom up learning• “What are all the facts?”• “How does this compare to what came
before?”
IntuitingIntuiting
• Conceptual thinking not limited to the concrete
• See the big picture and connect to abstract themes
• “What are all the interpretations?”• “What are the future possibilities?”• Readily sees patterns and themes• Visualize the future
Gathering InformationGathering Information
Sensing (S) Intuiting (N)
Making DecisionsMaking Decisions
Thinking (T) Feeling (F)
ThinkingThinking• Focus on making decisions
objectively and logically• Want decisions to be make from
an objective and defendable position
• Examines cause and effect relationships
• “What is right?”• Value precision• May reject approaches that don’t
fit the logical framework• Prefers objective principles
FeelingFeeling• Makes decision based on values
• Desire consistency in values either personally or within a group
• “What’s expected here?”
• Focus on impact on important relationships
• “How are they going to feel?”
• High desire for external harmony
• Decisions based on values, especially group values
• Appreciates the contribution of every person
What’s Your Preference?What’s Your Preference?
Thinking (T) Feeling (F)
Decision-making or Information Gathering?Decision-making or Information Gathering?
Judging• Prefers decision-
making• Outcome oriented• Planful / decisive• Works early
before deadline• Prefer closure
Perceiving• Prefers gathering
information• Process oriented• Free flowing• “Last minute” on
deadlines• Prefer open-ended
Put it all together.Put it all together.
Extravert Introvert
Sensing Intuiting
Thinking Feeling
Judging Perceiving
Compare with your report.Compare with your report.
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
Not all functions are created equal …Not all functions are created equal …
Dominant
Auxiliary
Tertiary
Inferior
Where do you fit?Where do you fit?
ISTJISTJ
Si Te Fi Ne
ISFJISFJ
Si Fe Ti Ne
INFJINFJ
Ni Fe Ti Se
INTJINTJ
Ni Te Fi Se
ISTPISTP
Ti Se Ni Fe
ISFPISFP
Fi Se Ni Te
INFPINFP
Fi Ne Si Te
INTPINTP
Ti Ne Si Fe
ESTPESTP
Se Ti Fe Ni
ESFPESFP
Se Fi Te Ni
ENFPENFP
Ne Fi Te Si
ENTPENTP
Ne Ti Fe Si
ESTJESTJ
Te Si Ne Fi
ESFJESFJ
Fe Si Ne Ti
ENFJENFJ
Fe Ni Se Ti
ENTJENTJ
Te Ni Se Fi
S – 1st
F – 4th N – 2nd
T – 3rd
Problem SolvingProblem Solving
Situation
Impact Possibilities
Evaluation
Problem SolvingProblem Solving
First Process/ Greatest Energy
24
Second Process/ Considerate Energy
20
Third Process/ Moderate Energy
12
Fourth Process/ Minimal Energy
4
ProblemProblem SolvingSolving
Two Problem Solving ModelsTwo Problem Solving Models
ESTJ INTJ
OvernightOvernight
• Review Rinehart
• Thoughts for your team meeting tomorrow
• Reflections on today