showing leadership

Helping Leaders drive change and innovation!

McLaughlin Consulting Services [email protected]

609-577-30721

Leadership as a Choice…

…not a position



609-577-30722

Peter Block

“There is the dominant belief that leadership should come from the top and bosses are in some way responsible for their employees’ performance and morale, much as loving parents are responsible for their children. Holding on to this line of thought represents the choice of dependency over empowerment.

Empowerment means that each member is responsible for creating the organization’s culture, for delivering outcomes to its customers and especially for the quality of their own experience.

This is the adventure…”



609-577-30723

“In the Improv world, the working paradigm is one of shared control. It differs from the ‘I lead and you follow’ model in that both parties must stay alert and energized and actual leadership is likely to change moment by moment. The rule is that all improvisers have the right and responsibility to move the scene forward, adjusting always to what the new reality is. Doing what needs to be done becomes the guiding principle.”

Patricia Madson



609-577-30724

We’re Emotional Creatures

Spinal cord enters brain here

LimbicSystem

(I feel here)

I ThinkRationally

(way over here)

“Since our brains are wired to make us emotional creatures, your first reaction to an event is always going to be an emotional one.”

~ T. Bradberry and J. Greaves, Emotional Intelligence 2.0



609-577-30725

Ways to Lead/Influence

Authority

Pro’s Con’s

Speedy decisions

Speedy decisions; Confidence, learningIf willing to coach

Speedy decisions; fun,want to be around them

Straightforward

Confident they will come thru; they will sustain effort for you

Sustained effort, lessConflict more alignedbehaviors

Resistance, no learning

Arrogance over time

May not be of substanceIn and out groups form

They will show up, butNot much moreTakes time to developMay take advantageOf you

Takes time to developMay have to explainMany times

Expertise

Charisma

Barter

Relationship(W/W)

Vision(W/W/W)



609-577-30726

Emotional Intelligence

• Self-awareness: Knowing one’s emotions• Managing your emotions

• Motivating yourself

• Recognizing emotions in others

• Handling relationships: Social skills• Organizing groups

• Negotiating solutions• Personal connection• Social analysis

Dan Goleman



609-577-30727

Known to me

Unknown to me

Known by others Unknown by others

Seek Feedback

Build trust or..

Public Self

HiddenPotential

BlindSpot

Private Self

Self-Awareness – Johari Window

have them make it up!



609-577-30728

Conversations Leaders Learn to Have

“What’s our promise to the business and each other?”

“What gets me excited when I thinkabout what’s possible with this team?”

Purpose andCore agreements

Vision

“What am I doing that’s helping ANDwhat am I doing that’s getting in the way?”

ContinuousImprovement/vulnerability

Keeping peopleto agreed upon

standards

“Here is something we need totalk about?”



609-577-30729

“Organizational systems and cultures can discourage responsibility, but waiting for other people or systems to change is a weak strategy. You can act like a player in the face of others’ choosing to act like victims, and in the face of a system that rewards innocence and punishes responsibility. Ultimately, you don’t take the player role because it is inconvenient or because others will appreciate you; you take it because it is the way you choose to live.”

Fred Kofman



609-577-307210

“Frankly, I think we’re better off doing something on the assumption that you will not be rewarded for it, that it will not receive the recognition it deserves, that it will not be worth the time and effort invested in it. The obvious advantage to this angle is, of course, if anything good comes of it, then it’s an added bonus. The second, more subtle and profound advantage is that by scuppering all hope of worldly and social betterment from the creative act, you are finally left with only one question to answer: Do you make this damn thing exist or not? And once you can answer that truthfully for yourself, the rest is easy.”

HughMacLeod

showing leadership

Documents