balancing leadership on fear
DESCRIPTION
Presented at the induction of officers of all student organizations of Foundation University, held 5 July 2011 at the Sofia Soler Sinco Hall.TRANSCRIPT
Balancing LEADERship on FEAR
By: Mark Raygan E. GarciaDirector, Office of Information & Publications
Silliman University
Are you a leader?
• Do you have dreams in life? • Do you know what it takes to realize your
dreams?• Do you know when you can say that you have
been successful?
If your answers are the following: • Yes to No. 1• Yes to No. 2• Yes to No 3
You are a LEADER to the extent that you are able to manage yourself.
Think of your organization…
• Do you know what your organization’s goals are?
• Do you know what it takes for your organization to achieve those goals?
• Do you know when your organization can say that it has been successful?
If your answers are the following: • Yes to No. 1 • Yes to No. 2• Yes to No 3
You are a LEADER most likely to the extent that you have a personal view of how far the organization can bring itself.
Leadership Perspective
• Not a “me”, but an “us”• Not “personal”, but “collective” • Not all the time about “me”; oftentimes it’s
about “when it is about them, then it is also about me”; not “it is about me, so it is also about them”
Organization Defined
• Simulation of the bigger world out there. • Place where professional development is
facilitated. • Laboratory to test out ideas and possibilities.• Pressure cooker to tenderize your maturity.• Nest where you nurture relationships.
Leadership Defined (1-2)
• Leadership involves influence, requires working with people, and is concerned with effective goal accomplishment.
Credits: Leadership: Theory and Practice
Leadership Defined (2-2)
• (Bennis & Nanus) Manage Accomplish activities and master
routines Lead Influence others and create visions
for change
“Managers are people who do things right and leaders are people who do the right thing.”
Credits: Leadership: Theory and Practice
LEADER Explained (1-2)
L oad E ffect A ims D irection
E ngaging R esilient
PROCESS
PERSON
LEADER Explained (2-2)
Load A recognition of responsibility.Effect A recognition of a needed impact. Aims A recognition of a purpose. Direction A recognition of unity.
Engaging Ability to facilitate exchange, understanding, and teamwork.
Resilient Ability to appreciate and draw strength from differences/trials.
3 ‘Organs’ of Leadership
Brain Knowledge about the organization; familiarity with policies
Heart Care for people; openness to new ideas
Soul Commitment; “going concern”
Are you afraid to become a LEADER?
Developing FEAR (1-3)
“To err is human; to forgive divine” Alexander Pope
To fear is human.
Developing FEAR (2-3)
Fear is a survival mechanism. It’s recognition of a threat.
Fear ceases to be a survival mechanism when you recognize a threat but refuses to do something about it.
Fear can bring success or failure.
Developing FEAR (3-3)
F aith E ngaged A midst R etreat
Fear is about “faith” in what you can do under difficult circumstances. It is about engaging your conviction in life vis-à-vis your commitment to a common goal.
Fear thrives on retreat or surrender, but aims for the best.
FEAR & Leadership
Leadership is about: • Decisions • People• Results• Future
FEAR is the fulcrum of leadership, measuring balance among the ‘3 Organs’ in becoming a LEADER.
LEADERFEAR
Brain Soul Heart
Threats to Leadership
Self • Pride (failure to accept mistakes) • Self-centeredness (resistance to new ideas)
Others • Crab mentality (pleasure in seeing others fail)• Lack of trust (addiction to “self”)
Capitalizing on ‘Threats’
Convert ‘threats’ to challenges and opportunities
CHALLENGES • To know yourself better.• To appreciate others for who
they are.• To afford yourself patience.• To explore creative ways of
working around varied ideas. • To test your focus on the what
and the who ought to matter most.
OPPORTUNITIES • Work in a tougher
environment.• Take on more responsibilities. • Face more difficult people. • Handle and manage more
pressure. >>> Higher employability.>>> Faster promotion.>>> Stronger sense of self.
Let’s connect:
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