understanding authentic leadership skills june 18, 2012 confidential dr. shyam giridharadas...
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Understanding Authentic Leadership Skills
June 18, 2012 CONFIDENTIAL
Dr. Shyam Giridharadas
Leadership in the 21st CenturyEmpowering Women Officers
in the US Public Health Service
Meditation(3 minutes)
2
End
Who is a leader?
3
• People who inspire others to join with them in pursuing common goals
• People who make a difference• People who are ambidextrous – ability to adapt* and
align simultaneously
* For adaptive leadership see: Heifetz, R. A., & Laurie, D. L. 1997. The work of leadership. Harvard Business Review, 75: 124-134.
What do leaders do?
4
• Envision goals• Affirm values• Motivate• Manage• Achieve workable unity• Explain• Serve as a symbol• Represent the group• Renew
• Communicate• Relate to people
Source: Gardner, J. W. 1993. On leadership: Free Pr.
What differentiates leaders?
5
• They think long-term• They grasp the relationship of the unit to larger realities• They reach and influence constituents beyond their
jurisdiction• They place heavy emphasis on the intangibles of vision,
values and motivation• They have the political skill to cope with the conflicting
requirements of multiple constituencies• They think in terms of renewal
Source: Gardner, J. W. 1993. On leadership: Free Pr.
What is an authentic leader?
6
• Is genuine, sincere, true to themselves and what they believe in• Understand their passions & purpose; practice the values they believe in• Engenders trust and develops deep connections with others and, as a
result, motivates/empowers others to high levels of performance• Has the self-discipline to get results• Stays on course in the face of severe challenges/pressures/distractions• Is prepared to be their own person• Is more concerned about serving others than their own success or
recognition
Definition: The authentic leader brings people together around a shared purpose and empowers them to step up and lead authentically in order to create value for all stakeholders
• Does this imply perfection? No. Acknowledging errors and exposing vulnerabilities helps to connect with and empower people
Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.
Share your leadership experience (2.5 minutes X 2)
7
•Turn to a person next to you•Share a leadership experience of which you are proud•Explore any link to your core values/beliefs/priorities•Be a good listener•Reverse the process
•AB •BA
{Exercise 1}
Why life stories are important?
8
• Authentic leaders find motivation through understanding their own stories• Those stories enable them to know who they are, uncover their passions
and help them stay motivated and focused• Stories cover the full spectrum of life experiences:
– Impact of parents, teachers, mentors, coaches, family, and community–Leadership roles in team sports, student governance, early employment–Difficult experiences–Positive experiences
• Stories provide the context and meaning to connect the dots between the past and the future and provide the passion and inspiration to make an impact
• Life stories provide followers with a major source of information on which to base the leader’s authenticity; authentic followership is a vital component of authentic leadership
Source: Shamir, B., & Eilam, G. 2005. bWhat’s your story? Q: A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3); George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.
Dr. Giridharadas Journey of Life
9
Phase I
Preparing for Leadership
Phase II
Leading
Phase III
Giving Back
Age 30 60 90
Source: George, B. 2007. True north: Discover your authentic leadership –from Chapter 1 Jossey-Bass.
Character formation
Rubbing up against the
world
Stepping up to lead
Peak leadership
Giving back
10
Important Events Significance Resulting values, beliefs, priorities
Extracting your values from your life story{Exercises 2, 3 & 4}
Dimensions of an authentic leader?
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1. Understand yourself, your purpose and your passions
2. Understand your values/deeply held beliefs that guide your actions
3. Lead with your heart by showing:• Passion for your work• Compassion for the people you serve• Empathy for the people with whom you work• Courage to make difficult decisions• Willingness to be rational and listen to the facts
4. Develop enduring relationships by:• Being genuinely interested in others• Treating others with respect• Being tough and fair
5. Practice self-discipline
Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.
Authentic leadership development model
12
Self-Awareness
Self -Regulation
Self-Expression
Self-Renewal
AUTHENTIC LEADERSHIP
• Self-knowledge (mindful awareness)• Self-concept clarity (values, beliefs, convictions)• Self-concordant goals, motives, passion, vision
• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with intentions and actions
• Hope and optimism; resilience and reinvention• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors
• Positive modeling; positive social exchanges• Emotional contagion• Personal and social identity
Impact
• Trust• Engagement• Well-being• Sustainability
Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature
Authentic leadership development model
13
Self-Awareness
Self -Regulation
Self-Expression
Self-Renewal
AUTHENTIC LEADERSHIP
• Self-knowledge (mindful awareness)• Self-concept clarity (values, beliefs, convictions)• Self-concordant goals, motives, passion, vision
• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with intentions and actions
• Hope and optimism; resilience and reinvention• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors
• Positive modeling; positive social exchanges• Emotional contagion• Personal and social identity
Impact
• Trust• Engagement• Well-being• Sustainability
Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature
Gaining self awareness is central to becoming authentic leaders? Why?
14
AU
TH
EN
TIC
L
EA
DE
RS
HIP
Passion Purpose Impact
Comfort in your skin
Increased self-confidence
Aware of actions/intent
Act consistentlyGain trust of
others
More authentic interactions
Build strong connections/ relationships
Identifies strengths
Roles that leverage
Impact
Identifies weaknesses
Identify complementary
skills
Share vulnerabilities/
fears
Empathy for others
EQ
Selfawareness
Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.
Self Awareness is a foundational element of EI
15Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005. Page 29
SOCIAL AWARENESS
RELATIONSHIP MANAGEMENT
SELF AWARENESSSELF
MANAGEMENT
Awareness Management
Sel
fO
ther
s
Emotional Intelligence (EI) Domains
Impact of not developing self-awareness
16
Bury memories of early life
traumas
Chase external symbols of
success
Errors/ lapses in judgment
No time for self-exploration
Person you want to be
Realize something is
missing
Deep reflectionLife changing event (death,
illness)
Selfawareness
Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.
What breaks this cycle?
What prevents us from becoming self-aware?
17Source: Johari Window
OPEN BLIND SPOT
HIDDEN UNKNOWN
Invi
sibl
eV
isib
le
Visible Invisible
TO YOU
TO
OT
HE
RS
Denial
Blind spots
Self awareness
Increase transparency by sharing…
18Source: Johari Window
Invi
sibl
eV
isib
le
Visible Invisible
TO YOU
TO
OT
HE
RS
Telling/Sharing
…and integrating feedback
19Source: Johari Window; Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.
Vis
ible
Visible Invisible
TO YOU
TO
OT
HE
RS
Telling/Sharing
Feedback
Invi
sibl
e• To break blind spots need
honest feedback on traits that need to be improved
• Reflection on and re-framing of life story
• Confront/share vulnerabilities which leads to greater trust
• Need to accept and love yourself unconditionally (self-compassion)
• Cannot wall yourself from past experiences
• Focus on your values, principles, dreams and passions
Getting to your core self - peeling back the onion
20
Authentic Core
Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.
• Outer layers are how you present yourself to the world – often tough and hardened to protect yourself:
• Attire
• Body language
• Appearance
• Leadership style
• Inner layers:
• Strengths and weaknesses
• Values and motivation
• Life story, vulnerabilities, blind spots, shadow sides
Self-awareness and values key to leadership
21
Values Guides
Leadership Principles
Drift due to temptations,
pressures
ValuesCommon Purpose
Selfawareness
Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 5;Jossey-Bass.
Beliefs
Convictions
Filter: What is important to you
Values=Actions under pressure
• Set direction• Prioritize values• Demonstrate what is
key
Ethical boundaries
Limits on actions
Actions
What motivates you to be a leader?
22
Motivation Capabilities
Monetary comp
Power
Title
Public recognition
Social Status
Winning
Personal growth
Satisfaction
Helping others develop
Finding meaning
Being true to one’s beliefs
Making a difference
Strengths
Weaknesses
Motivated capabilities
Positive Psychology*
Appreciative Inquiry**
Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 6;Jossey-Bass.
* Positive Psychology – Mihaly Csikszentmihalyi
** Cooperrider, D. L., Whitney, D. L., & Stavros, J. M. 2003. Appreciative Inquiry Handbook: The First in a Series of AI Workbooks for Leaders of Change: Berrett-Koehler Publishers.
{Exercises 5 and 6}
Authentic leadership development model
23
Self-Awareness
Self -Regulation
Self-Expression
Self-Renewal
AUTHENTIC LEADERSHIP
• Self-knowledge (mindful awareness)• Self-concept clarity (values, beliefs, convictions)• Self-concordant goals, motives, passion, vision
• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with
intentions and actions
• Hope and optimism; resilience and reinvention• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors
• Positive modeling; positive social exchanges
• Emotional contagion• Personal and social identity
Impact
• Trust• Engagement• Well-being• Sustainability
Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature
Authentic leadership development model
24
Self-Awareness
Self -Regulation
Self-Expression
Self-Renewal
AUTHENTIC LEADERSHIP
• Self-knowledge (mindful awareness)• Self-concept clarity (values, beliefs, convictions)• Self-concordant goals, motives, passion, vision
• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with intentions and actions
• Hope and optimism; resilience and reinvention• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors
• Positive modeling; positive social exchanges
• Emotional contagion• Personal and social identity
Impact
• Trust• Engagement• Well-being• Sustainability
Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature
Authentic leadership development model
25
Self-Awareness
Self -Regulation
Self-Expression
Self-Renewal
AUTHENTIC LEADERSHIP
• Self-knowledge (mindful awareness)• Self-concept clarity (values, beliefs, convictions)• Self-concordant goals, motives, passion, vision
• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with intentions and actions
• Hope and optimism; resilience and reinvention
• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors
• Positive modeling; positive social exchanges
• Emotional contagion• Personal and social identity
Impact
• Trust• Engagement• Well-being• Sustainability
Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature
Characteristics of resonant leaders
26Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
Resonant Leader Characteristics
Move people – powerfully, passionately, purposefully
Give of themselves and renew themselves
Are awake, aware and attuned to themselves and the world around them
Are mindful – they seek to live in full consciousness of self, other, nature and society
Use their EI to build resonant relationships with people around them
Handle challenges and opportunities with compassion for the people they lead and serve
Stand strong in their values; commit to their beliefs; live full passionate lives
Face uncertainty with hope – they inspire through the clarity of vision, optimism and profound belief in their and their people’s abilities to turn dreams into reality
{Exercise 12}
Why do successful leaders lose their resonance?
27
1. Sacrifice syndrome – Giving of oneself excessively eventually leads to becoming ineffective
2. Defensive routines that lead to negative thoughts:
• Fall back on bad habits - Take undue risks
• Be in a state of denial - Become cynical
• Attribute success to self - Engage in self - pity
• (blame to others)
3. Some organizations encourage dissonant behavior
• Overvalue achievement
• Tolerate short-term dissonant behavior
• Don’t provide honest feedback to dissonant leaders
Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
{Exercise 7}
How power stress results in dissonance
28
Places body on high alertStress
Shuts down non-essential neural
circuits
Activates the Sympathetic
Nervous System
Releases epinephrene & norepinephrene
Releases corticosteroids
Elevates blood pressure
Affects production of new neurons
Over-stimulates old neurons
Affects the immune system
Reduces creativity
Sense threat/everything
negative
Increases stress/anxiety
Sense of loss of control
Dissonance
Lose capacity to learn
Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
Route to renewal
29
Hope
(Remaining optimistic and hopeful in the midst of difficulties)
Mindfulness
(Aware, awake and attuned to ourselves, others and the environment in mind,
body, heart and spirit)
Compassion
(Deep understanding + concern + willingness to act on that concern to
benefit others & oneself)
Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
• Creates excitement about the future• Makes you believe that the future is
attainable (not a fantasy)• Mobilizes energy towards goals• Radiates to others through emotional
contagion
Increases:
• Cognitive flexibility• Creativity• Problem-solving skills
• Being In tune with people around you and is contagious
• Truly caring about the people being led• Experiencing compassion yourself
Renewal mechanism
30
MindfulnessLowers blood pressure
View things positively
CompassionCreates positive emotions
HopeActivates the PSNS
Releases oxytocin (women) and vasopressin (men)
Strengthens the immune system
Triggers renewal
Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
Multiple Routes to Mindfulness – Essential for Good Leadership, Vital for Self-Development
31
• Meditating
• Praying
• Listening to music
• Exercising
• Reading
Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
• Being outdoors/nature
• Taking time to observe/listen/learn
• Spending time with people
• Grounding yourself
• Gathering diverse opinions
• Learning from failures
How does renewal become a way of life?
32
Engage in intentional change/personal transformation
Wake-up to reality(Life events, business failures, friends abandoning you,
powerful advice)
Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
Cultivate new habits to renew continually
Intentional change model
33Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.
Ideal Self
Learning Agenda
Experiment-ation
Real Self
Resonant, Supporting
Relationships
{Exercises 8, 9, 11}
34
Key value on vision diagram
Key questions to be addressed
Response
• What in my life story makes this real and relevant to my life? (Self Awareness)
• How am I living this value or ideal on a daily basis? (Self Regulation)
• How am I communicating this value to others? (Self Expression)
• What intentional changes am I making to nurture and sustain this value? (Acknowledgement of real state, learning agenda and specific experimentation in the intentional change framework)
• Whose support is most helpful for this element of my ideal state? How am I obtaining that support? (Resonant, supporting network – Personal Board of Directors)
• How am I renewing myself on a regular basis?
• What impact am I having on people, organizations, the world around me? What impact would I like to have?
35
Personal integration
Personal eco-system
Professional eco-system
Spiritual eco-system
Foundational eco-system
Calibration system
Even the tallest trees rise from seedbed
From whence we came gives strength on the way ahead
It’s your imagination that will set the pace
Create your dreams and pursue them with grace
{Exercise 10}
36
Personal eco-system
Professional eco-system
Spiritual eco-system
Foundational eco-system
Calibration system
Unconditionally elevating othersBeing a father-teacherLiving my values everyday
Blissfully merging my/my wife’s soulsTo love and be lovedTo keep love for my family paramountBeing a loyal friendLiving life to the fullest
Assuming positive intent in collaborative transactionsMaintaining a healthy mind, body and spiritBeing calmBeing humble
Thriving on ideasThinking strategically and solving problemsHaving unbounded positive belief
Compromise without compromisingTo laugh and evoke laughter
Personal integration
Authentic leadership development model
37
Self-Awareness
Self -Regulation
Self-Expression
Self-Renewal
AUTHENTIC LEADERSHIP
• Self-knowledge (mindful awareness)• Self-concept clarity (values, beliefs, convictions)• Self-concordant goals, motives, passion, vision
• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with intentions and actions
• Hope and optimism; resilience and reinvention• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors
• Positive modeling; positive social exchanges
• Emotional contagion• Personal and social identity
Impact
• Trust• Engagement• Well-being• Sustainability
Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature
38
Meaning
"Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of your own past, out of your affections and loyalties, out of the experience of humankind as it is passed on to you, out of your own talent and understanding, out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something. The ingredients are there. You are the only one who can put them together into that unique pattern that will be your life. Let it be a life that has dignity and meaning for you. If it does, then the particular balance of success or failure is of less account."
John Gardner – November 1990 speech to McKinsey & Company partners
Source: Gardner, J. W. 1992. Personal renewal. West J Med, 157(4): 457-459.