WELCOMEComplex Role of Organizational Leaders

OUTLINE

Get set! ID Core Values Assess Misalignment Mission Statements Alignment Plan Managing Yourself Well-Being The Road Ahead Reflection

THE ICEBERG

LIST ALL YOUR HATS

Personal Roles Professional Roles

CORE VALUES

Personal Values Behaviors

Family I make time for family and friends.

Integrity I can be trusted.

Work I am engaged when I’m at work.

Play I have a passion for ____________!

??????

PAIR SHARE

Take 10 and examine your responses• How do all the hats

and the many responsibilities linked to them relate to your values?

• Do you feel a sense of alignment with your core purpose in life?

• Any signs of discomfort or feeling of being disconnected?

WHAT ABOUT BALANCE?

THE PRICE OF MISALIGNMENT

What price do we pay when our values don’t align with our

roles and responsibilities?

SYMPTOMS OF MISALIGNMENT

SymptomsCognitive Impairment

Mental and Physical Stress

Emotional Extremes (Irritability/Depression)

Weight loss/gain

Sleep patterns disrupted

What would you add to this list?

1-

2-

3-

4-

SIGNS OF MISALIGNMENT

The impact of misalignment may vary for each of us, but it should NOT be ignored by any of us.

Video

BEGIN WITH YOUR MISSION STATEMENT

A personal mission statement provides clarity and gives you a sense of purpose. It defines who you are and how you will live.

Draft a concise personal mission statement.“My purpose for being on this earth is to help others recognize, develop, and use their God-given intuitive abilities to ease suffering and grow in goodness, love, compassion, and wisdom. . . .? Char, Franklin, MI

“To find happiness, fulfillment, and value in living, I will seek out and experience all of the pleasures and joys that life has to offer.” Ronnie, Bangor, Australia

“Get up, get going and get ‘er done; take the time to appreciate the gifts God grants.’’ Richard, Mesa, AZ

YOU: ______________________________________________________________ ____________________________________________________________________________________________________________________________

PROFESSIONAL MISSION STATEMENT

“As an art educator I will conduct myself with a positive attitude as a motivated leader in my field. I will recognize the whole child in each of my students and motivate them to explore the world through art. My perfect world is a place where each individual

uses the gifts God gave them in a positive way.”

Elementary School Teacher

Does a professional mission statement differ from your personal statement? If so how?

BUILD A PERSONAL ALIGNMENT PLAN

Plan Sample ResponsesCore Purpose/MissionDONE!

Get up, get going, get ‘er done, take time to pause periodically and give thanks for the gifts God grants

Learning Style Practical

Values/Beliefs Faith, Family, Fun, Fitness, Fairness, Fishing

Capabilities/Strengths Achiever, Learner, Relator, Analytical, Strategic

Behaviors/DiSC Style Creative, I like to build and create.

Constraints Time is always my enemy, I need to manage it and myself in a way that allows me to focus my best efforts on the things I love to do, the people I love to be around, and the dreams I hope to realize.

I need and desire the support of others to achieve much of what I want to accomplish. It’s important that I build and sustain relationships that contribute in a positive way to my life and work.

Work is my passion, but I can’t let work overwhelm my other passions in life—like family, fitness and fishing.

WHO’S IN CHARGE?

To understand your role as a leader, and to grow, you must first learn to manage yourself, before you can

reasonably expect others to follow.

ON MANAGING YOURSELF

Create a Strategy (PAP)• Mission/Strengths/Constraints

Allocate Resources• Time• Energy/Effort

Create a Culture• Social Support/Positive Environment

Avoid “Marginal” Cost Mistakes• Alternative choices (pros/cons)

Choose the Right Yardstick• Do you REALLY want to run a marathon?

Clayton Christensen, Harvard Business Review, July 2010

CRITICAL TO SUCCESS - TIME

Is time your friend or enemy? Who’s in charge?

• Boss• Kids• Coworkers• External Demands• Internal Expectations

COVEY ON TIME MANAGEMENT

Organize for the week Consider roles and goals Focus on importance Schedule YOUR priorities Review/update daily Evaluate at week’s end

The 7 Habits of Highly Effective People, Stephen Covey

TIME

Managing time is both a personal and professional imperative. It relates to our ability to feel in control, to maintain wellness,

build relationships, and to allocate energy most effectively and efficiently.

How do you allocate your time?Email Administrivia

Phone message Evaluation/Analysis

Correspondence General Supervision

Deadline-driven Projects Mentoring/Coaching

Prep for Meetings/Meetings Mediating Conflict

Build relationships Exercise

Strategic Thinking/Planning General Reflection

Other? ______________________

Other?____________________

COVEY MATRIX

Urgent Not Urgent

Important

NotImportant

(Covey, 1994)

TAKE TEN AND REVIEW

• Share your quadrant with a partner.

• What activities are consuming MOST of your time?

• Are the demands on your time more internally or externally driven?

• Is the allocation of time consistent with your core purpose/mission/identity?

MANAGE ENERGY NOT TIME

Organizations are demanding ever-higher performance from their workforces. People are trying to comply, but the usual method -

putting in more hours - has backfired. They’re getting exhausted, disengaged, and sick. And they’re defecting to

healthier environments.

Energy Signs Prescription

Physical Sleep, Stress, Diet, Restlessness

Breaks, Routines

Emotional Irritable, Impatient, Negativity

Friends, Support

Mental Focus, Attitude, Interest Level

Plan, Match Task to Energy Required

Spiritual Failure to believe in something (anything) beyond self.

Reflect, Live core values

AVOID CIRCUIT OVERLOAD

• Promote positive emotions.

• Take care of your brain.

• Handle things once.

• Invest yourself in people and activities that foster a positive and productive atmosphere.

Caused by brain overload, Attention Deficit Trait (ADT) is now an epidemic in

organizations. Edward Hallowell, 2005

RECLAIM YOUR JOB

• Prioritize Demands

• Liberate resources

• Exploit Alternatives

ASSESS WELL-BEING

Well-Being:           

"the combination of our love for what we do each day, the quality of our

relationships, the security of our finances, the vibrancy of our physical health, and

the pride we take in what we have contributed to our communities. 

And most importantly, it’s about how these elements interact."

Rath & Harter, 2010 Well Being: The Five Essential Elements

WELL-BEING FINDER

Gallup's research: Well-being Finder Surveyed more than one million people Over 150 countries

Uncovered the universal elements of "what makes life worthwhile."

FIVE MAJOR AREAS OF INTEREST

Five broad categories essential to most people:

Career Well-being

Social Well-being

Financial Well-being

Physical Well-being

Community Well-being

WELL-BEING GLOBALLY

Country Thriving Struggling Suffering Daily Expr.

Australia 62 35 3 7.5

Brazil 58 40 2 7.5

Canada 62 36 1 7.7

China 9 77 14 7.6

Denmark 82 17 1 7.7

Mexico 52 43 5 7.7

Netherlands 68 32 1 7.6

Russia 21 57 22 7.0

UAE 51 48 1 7.7

USA 57 40 3 7.3

Results are based on face-to-face and telephone interviews with approximately 1,000 adults, aged 15 and older, conducted

between 2005 and 2009 in 155 countries.

THE TOTAL LEADERSHIP PROCESS

• Be REAL: Act with authenticity, clarify what’s important.

• Be WHOLE: Act with integrity, respect the whole person.

• Be INNOVATIVE: Act, experiment with how to get things done that matter most.

In a study of more than 300 business

professionals (average age 35) satisfaction

increased 20% at work and 28% at home when

committed to a plan that dealt with their “whole”

person.

MINDSET FOR SUCCESS

If you think you can, you can, if you think you can’t, you won’t.

Howard Gardner, author of Extraordinary Mind,

reports that exceptional individuals have “a special talent for identifying their

strengths and weaknesses and figuring out how to

leverage one and mitigate the other. These people have a

“growth” mindset.

BECOMING A LEADER

• Know Thyself• You are your own best teacher.• Accept responsibility, blame no one.• You can learn anything you want to learn.• True understanding comes from reflecting on your

experience.

“Clearly, to become a true leader, one must know the world as well as one knows self.”

Warren Bennis

ASK THE PERSON IN THE MIRROR

• Key questions to ask and reflect on include:• Is my vision clear and present;

something I can readily communicate to others?

• Does the way I spend my time match my priorities?

• Does my leadership style reflect who I really am?

• What do I need to get/stay on track?

• Who is available to help?

FIRE

What makes the fire burn

is the space between the logs,

a breathing space.

Too many logs

packed in too tight

can souse the flames

almost as surely

as a pail of water would.

So building fires

requires attention

to the spaces in between,

as much as to the wood.

When we are able to build

open spaces

in the same way

we have learned

to pile on the logs

then we can come to see how

it is fuel, and absence of the fuel

together, that make fire possible.-Judy Sorum Brown

BUILD A PERSONAL ALIGNMENT PLAN (PAP)

Plan Responses

Core Purpose/Mission Get up, Get Going. Take time to pause periodically, and give thanks for the gifts God grants

Learning Style Practical

Values/Beliefs Faith, Family, Fun, Fitmess, Fairness, Fishing

WRITING AND REFLECTION