CRF Total Leadership Workshop

Stew Friedman The Wharton School friedman@wharton.upenn.edu www.totalleadership.org @StewFriedman

CRF

May 2016

All rights reserved. These materials and the Total Leadership Program are the confidential information of Total Leadership, Inc. This slide deck is for personal use only. Please do not copy.

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Improving performance in all parts of life – Day 1 • Understand background of Total Leadership – achieving four-way wins • Explore what it means to lead with impact in all domains of your life by acting with authenticity, integrity, and creativity • Assess the alignment of your actions with your values and your satisfaction and performance in all four domains of life • Articulate your personal leadership vision and get feedback on it • Identify key stakeholders and assess compatibility/conflict among expectations • Explore how to verify and change expectations through dialogue • Generate practical ideas for creating sustainable change, with a small coaching network to support your actions to implement them

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Improving performance in all parts of life – Day 2 •

Understand political barriers to change and how to overcome them and reduce risk by aligning interests and helping others win

•

Understand social capital and the reciprocity principle

•

Demonstrate reciprocity in action via Help Fest

•

Build commitment to your vision and plans for change

•

Learn lessons from the lives of exemplary leaders

•

Discover how to change organizations by investing in the whole person

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What kind of leadership do we need now?

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A new kind of leadership •

Mobilize people towards a personal leadership vision

•

Focus on results in all domains of life and harmony among them

•

Influence at all levels and in all domains

•

Create meaningful, sustainable change

•

Demonstrate authenticity, integrity, creativity

Leadership is about changing the world – mobilizing people toward valued goals.

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The four-way view Assess importance, focus, satisfaction and performance in each domain Satisfaction Importance

Performance

Focus 1=not at all …10=fully 1=poor …10=excellent

Work / Career

%

%

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

Home / Family

%

%

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

Community / Society

%

%

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

Self: Mind, Body, Spirit

%

%

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

Overall

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100 %

100 %

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Coaching exchange on your four-way view • Choose a competent timekeeper. J • For each person, address these questions: • What are the consequences of the choices you make about focus of time and energy at work, home, community, and self?

• What is your great challenge – besides time – in creating greater harmony?

• Coaches, please listen with compassion and offer feedback • Consider ideas for how to better align what’s important with your everyday actions to improve satisfaction and performance in all domains

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What will you do to be the most helpful coach you can possibly be?

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From one-way to four-way wins—our main purpose Improving performance by integrating work, home, community, and self.

One-Way Wins

Four-Way Wins

Performance and Satisfaction Sacrificed in One or More Domains

Good Performance and Satisfaction in All Four Domains

Missed Opportunities to Capture Value from Other Domains

Mined Opportunities to Capture Value from Other Domains

Conflict Among Domains

Harmony Among Domains

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The practice of Total Leadership – a means for change

• Fake • Unfocused • Rootless

• Fragmented • Resentful • Overwhelmed

• Stagnant • Apathetic • Pessimistic

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Be Real Act with authenticity by clarifying what’s important

• Genuine • Purposeful • Grounded

Be Whole Act with integrity by respecting the whole person

• Connected • Supported • Resilient

Be Innovative Act with creativity by experimenting with how things get done

• Curious • Engaged • Optimistic

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Total Leadership A systematic, flexible approach for creating sustainable change to improve performance in all parts of life

BEGIN

BE REAL

BE WHOLE

BE INNOVATIVE

REFLECT & GROW

Introduction

Act with authenticity

Act with integrity

Act with creativity

Conclusion

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Mutual gains for performance + satisfaction in all domains Not “either/or” but “both and more”

Benefits to work and career

Benefits to person

Both a business and a personal imperative.

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Measurable, sustainable behavior change that drives business results and personal growth Business results •

Increased attraction/retention of talent

•

Productivity gains and cost reductions

•

Enhanced engagement and resilience

•

Greater focus on results that matter

•

Greater commitment to organization

•

Improved leadership skills

•

Increased confidence and competence in creating sustainable change

• •

Stronger connections in networks Better reputation via community impact

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Personal results •

Fewer conflict-ridden tradeoffs

•

Greater sense of control

•

Improved health and wellness

•

Lower stress, more energy

•

More satisfied with personal growth, job/career, family

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Results: recent findings (N>300) Importance (%)

Attention (%)

Pre

Post

Pre

Post

Δ Satisfaction (%) Pre to Post

Work / Career

34

32

56

44

21

8

Home / Family

34

34

23

28

27

14

Community / Society

12

14

7

11

31

11

Self: mind, body, spirit

20

20

14

17

39

22

…as satisfaction increases in all domains, especially Self...

…and performance increases in all domains, too.

What’s important But focus of time doesn’t change and energy shifts much over four from Work to other months. domains…

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Δ Performance (%) Pre to Post

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Be real: act with authenticity by clarifying what’s important •

define and articulate a vision that embraces diverse values and lifestyles

•

fit actions with personal values and with core business values

•

know your priorities and strengths via continual observation and reflection

•

tell your story to the people about whom you care most, in all parts of life

•

hold self and others accountable for pursuing goals that matter

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Be real: act with authenticity by clarifying what’s important •

Know what matters

•

Embody values consistently

•

Align actions with values

•

Convey values with stories

•

Envision your legacy

•

Hold yourself accountable

What kind of leader do I want to become?

www.qualtrics.com/totalleadership

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Four circles: Are your domains aligned?

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Home

Community

Work

Self

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Four circles: mental and physical domains not the same

Values among domains might be completely compatible…

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…while they are enacted in separate places and times

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The power of a leadership vision? It inspires!

•

Provides direction and guides action

•

Offers stability in uncertainty by focusing attention

•

Gives sense of higher purpose, meaning

•

Generates enthusiasm and commitment

A compelling image of an achievable future •

Rooted in past – events that have shaped you – focused on now and future

•

Passionate, hopeful, and inclusive

•

Personally meaningful to your life as a whole

•

A day in the life / the impact you are having / the legacy you are creating

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Your leadership vision Tell short (2-minute) version of your personal leadership vision.

As you listen to others, keep these questions in mind: •

Is it a compelling image of an achievable future?

•

Does it have the power of a useful vision – is it inspiring?

•

What might make it more inspiring?

•

What else do you want to know about his/her vision and its realization?

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Ask these questions of each person after s/he describes vision, then go to next person.

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Be whole: act with integrity by respecting the whole person •

Clarify expectations

•

Help others

•

Build supportive networks

•

Apply all your resources

•

Manage boundaries intelligently

•

Weave disparate strands

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Who are the most important people in your life?

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Stakeholder expectations 1: outside in view Identify the most important people in your life, what they expect of you, and how well you are meeting their performance expectations.

Work

Home

Community

Self Spirituality

Relaxation

Physical health

Emotional health

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Stakeholder expectations 2: inside out view Identify what you expect of them and how well they are doing in meeting your performance expectations.

Work

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Home

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Community

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Patterns of stakeholder relationships

They meet your expectations well

Guilty

Expansive

You do not meet their expectations

You meet their expectations well

Explosive

Angry

They do not meet your expectations

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Insights about stakeholder performance expectations • What are the main things my stakeholders want from me?

• How are these expectations compatible with each other and where do they conflict?

• What are the main things you really want and need from your key stakeholders?

• Do expectations fit vision?

• In which domain are you doing best in meeting expectations?

• Where are you doing worst? Is the solution with you? Them?

• Which relationships would be easiest to change? Hardest?

• How improve performance in one domain by improving performance in other domains at the same time?

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Stakeholder performance gaps

Outside-in view: How well you are meeting their expectations

1=poorly

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Can you change something in another domain that will help to close the gap in this one?

10=well

10=well

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Inside-out view: How well they are meeting your expectations

1=poorly

Purpose of dialogues with stakeholders = build trust + gain support for moving toward your vision.

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Goals for stakeholder dialogues: verify expectations •

Verify your perceptions. o o o o

•

Clarify further – ask questions.

What do you need from each other?

What can you do better?

Listen actively – restate what you hear in your own words.

See things from their perspective – take the leadership leap. o Don’t blame them for past mistakes and disappointments. o Be sensitive to their feelings and acknowledge them. o Distinguish your fears from their intent.

•

Focus on performance and results that matter most to you both.

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Goals for stakeholder dialogues: change expectations •

Search for understanding of their basic underlying interests

•

Probe for alignment with your vision, values, and ideas for change

•

Recognize there might be multiple interests

•

Seek shared, compatible interests – the common ground

•

Look forward not back

•

Be concrete and specific

•

Be open to possibilities and change in your expectations

•

Explore how to meet expectations to better fit the rest of your life

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How has the digital age advanced business and society?

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Risks of excess with social media and digital devices

• Addiction • Insomnia • Loneliness • Alienation • Reactivity • Inefficiency

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Digital detox

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Analysis of your media mix by domain (Ex. 13) Your use of different media for each domain 4Use F2F to build trust 4Shift time and place with virtual for flex 4Increase ability to be accessible and present, psychologically and physically

F2F

Virtual real-time

Virtual asynchronous

Work

Home

Community

% use average for each domain

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Trust: Willingness to ascribe good intentions to and have confidence in others’ words and actions.

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Trust matters. Leaders who inspire trust enhance…

•

Attraction/retention

• Open-mindedness

•

Belonging/commitment

• Flexibility

•

Support for their goals

• Effective team decision-making

•

Productivity

•

Going above and beyond

• Intelligent risk-taking

•

Focus on value-added work

• Crisis survival

without distraction

• Acceptance of bad news

2-way communication

• Speed of action

•

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via reduced defensiveness

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Why should I trust you?

•

My personality, emotional history

•

Our organization’s or group’s attributes

•

Your actions and your reputation: – – – – – – –

Constancy—stay the course Reliability—be ready to provide support Honor commitments—DWYSYWD Competence—able to carry out your part Communication—open, candid Fairness—pursue equity not equality Caring—show that’s about we not me

Every encounter is an opportunity to build trust.

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How do you lose trust? How do you grow it?

•

Describe a time when trust went down.

– What happened? What caused the change? Consequences?

– What specific lesson did you learn from this episode?

•

Describe another time when trust went up.

– What happened? What caused the change? Consequences?

– What specific lesson did you learn from this episode?

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How to repair broken trust •

Trust is fragile – very easy to break

•

If it’s seen as broken then it is.

•

Relationship has to be worth saving.

•

Sincere apology – – – – –

Acknowledge breach Be specific not general Acknowledge negative impact, your dismay Explain your actions Indicate willingness to do what it takes to fix

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Be innovative: act with creativity by experimenting •

Focus on results, not time

•

Resolve conflicts among domains

•

Challenge the status quo

•

See new ways of doing things

•

Embrace change courageously

•

Create cultures of innovation

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Goals of experiments: Innovations to produce four-way wins •

Increase results, satisfaction of stakeholder expectations

•

Mobilize support to achieve goals that matter

•

Find new ways of creating mutual value among domains

•

Learn more about what it takes to be a better leader, have a richer life

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Achieving small wins •

Concrete, implementable, important steps toward vision

•

Big change is the accumulation of small wins – Break it down into measurable chunks – Move down a path in a direction you choose – Act on what’s doable, under your control – Build momentum, reduce resistance, increase confidence with visible signs of progress – Act with urgency and zest – Give others choice and make these choices visible

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Total Leadership experiments for producing four-way wins 1.

Tracking and Reflecting

2.

Planning and Organizing

3.

Rejuvenating and Restoring

4.

Appreciating and Caring

5.

Focusing and Concentrating

6.

Revealing and Engaging

7.

Time-shifting and Re-placing

8.

Delegating and Developing

9.

Exploring and Venturing

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Total Leadership experiments for producing four-way wins 1. Tracking and Reflecting Keeping record of activity, thoughts, and feelings (and in some cases distributing it) to assess progress on goals, increasing self-awareness and maintaining priorities.

2. Planning and Organizing Taking new actions to better use time and plan by, for example, using a new tool for organizing, creating “to do� lists that involve all domains, or engaging in new career planning.

3. Rejuvenating and Restoring Attending to body, mind, and spirit so that life tasks are undertaken with renewed power, focus, and commitment.

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Total Leadership experiments for producing four-way wins 4. Appreciating and Caring Having fun with people (e.g., by doing things typically outside of work with coworkers), caring for others, and appreciating relationships as a way of bonding at a basic human level.

5. Focusing and Concentrating Trying to be physically or psychologically present when needed to pay attention to stakeholders who matter most. Sometimes this means saying “no” to opportunities or obligations.

6. Revealing and Engaging Sharing more of your self with others—and listening—they can better support both your values and the steps you want to take towards realizing your leadership vision.

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Total Leadership experiments for producing four-way wins 7. Time-shifting and Re-placing Working remotely or during different hours to increase flexibility and thus better fit community, family, and self activities while increasing efficiencies.

8. Delegating and Developing Re-allocating tasks in ways that increase trust, free up time, and develop skills in self and others; working smarter by reducing and/or eliminating low-priority activities.

9. Exploring and Venturing Taking steps towards starting a new job, career, or other activity that better aligns your work, family, community and/or self domains with your core values and aspirations.

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Game plan for your experiment •

Basic idea for your experiment

•

Assistance, advice or additional information you will need

•

Obstacles and assets

•

How this is innovative, for you

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Scorecard for your experiment—goals and metrics Goal

Results Metrics

Intended impact in all domains How you will know if goal is achieved

Action Steps to implement experiment

Work/Career

Home/Family

Community/ Society

Self

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Design your experiment to fit in the “learning zone”

High

Fear Zone

Experiments here

Learning Zone

Risk and Uncertainty

Experiments here

Comfort Zone

Low Low

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High

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Are you in the learning zone?

•

What are you trying that’s really new and challenging?

•

What risks are you taking?

•

How are you managing / minimizing risk?

•

Are you sure it’s designed to be a win for every domain?

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Coaching exchange on vision, stakeholders, experiments •

Coaches to do for each team member: • Discuss implications of stakeholder analysis • Upgrade design for experiment: • Be sure you understand goals and metrics for every domain.

• Are the action steps clear and practical?

• Offer advice you have for increasing chances of success

•

Follow-up • How will hold your client accountable for implementation?

• Best practice: weekly 10-minute check-in call Choose a competent timekeeper so all have a chance to get feedback on their initial idea for an experiment.

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How will your experiments result in your being a better leader and having a richer life?

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Serve their interests!

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Political savvy study: People who have maximum impact in organizations

Attitude: the will Legitimize the political task Approach: the way Work the human system

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Milford, Inc. Milford, Inc. is a Fortune 500 Company which specializes in supplying different types of steel to the automotive industry. On Friday afternoon at 2 P.M. the top managers of the company will meet to decide whether or not to invest the major portion of the Capital Budget in a new product line of Chromium Steel. Milford’s CEO is undecided. Each member of his top team is examining the issue from their perspective, and he will let their opinions determine the decision.

You are committed members of Alice Johnston’s (V.P. of Marketing) staff. It’s Monday, four days prior to the top management meeting that will decide the fate of the Chromium project. Alice has asked you to pool your information about this situation and give her a recommendation of how to proceed.

The members of the top management team reporting to the CEO are: Owen Farthing - V.P. of Finance, 59 years old, tenure 30 years.

Tom Ansell - V.P. of Manufacturing, 55 years old, tenure 28 years.

Alice Johnston - V.P. of Marketing, 41 years old, tenure 1 year.

Craig Louton - V.P. of Legal, 48 years old, tenure 3 years.

Bill Stanton - V.P. of R&D and New Technology, 60 years old, tenure 33 years.

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Alice Johnston Originated Chromium Project which represents a significant departure from traditional steel manufacturing methods. Is convinced that Chromium Project is absolutely essential to the long-term viability of the aging company. Newly hired a year ago by the CEO to put a stronger emphasis on marketing.

Chromium Project will require a three-year pay back and then should have a 20 % return on investment over the next decade. It will drain Milford’s current cash flow by 30% during pay back.

Angered by resistance from Owen Farthing and Tom Ansell.

Tensile Strength Project, while agreed upon, has not been started and could be postponed for three years without much negative impact.

Wants to stay as Marketing VP for at least 5 years if, Chromium Project is done. Otherwise, will seriously consider moving on to become Marketing VP of a more modern organization. Sees that new technology could be handled outside as well as inside Milford. CEO values her opinion, but not as much as Owen’s and Tom’s.

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You are Alice’s staff group.

Take approximately 20 minutes to develop a strategy for her.

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What does “organization politics” bring to mind?

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What does “organization politics” bring to mind?

Back-stabbing Manipulative Old boy networks Turf struggles

Style over substance Hidden agendas Deals under the table Gamesmanship

How power and interests play out in an organization.

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Political styles Politics viewed as Action orientation Initiates

Negative

Neutral

Positive

Machiavellian

Loyalist

Leader

• Manipulator • Look Out for #1

Protector Predicts

Speculator

• File Builder • Defensive

• Grapeviner

Cynic Responds

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• Obligatory • Comes With the Territory

Fatalist

• I Told You So • Gossip

• Que Sera Sera

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• Influencer • Impact Player

Advisor • Counselor

Spectator • Fan • Encourager

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Blocks to becoming politically savvy

The rationalist argument: “I shouldn’t have to play politics. The technical merits should be enough.”

The moral argument: “It’s not right to be manipulative and to play political games.”

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Overcoming the blocks: which statement do you believe?

Organizations are rational systems that use humans in them.

Organizations are human systems attempting to act in a rational way.

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Overcoming the blocks: manipulation or ethical influence?

If they knew what you were doing would they let you do it?

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Political savvy defined

Ethically building a critical mass of support for an idea you care about

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Attitude of the politically savvy The will -- choosing to become an active, positive player • Put the organization first • Believe in technical merits, care deeply about it • Keep career as outcome rather than a goal • Legitimize the political task, avoid blind spot

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Leadership is being able to

Never doubt that a small group

make something happen that

of thoughtful, committed people

usually wouldn't occur in the

can change the world; indeed,

normal flow of things.

it’s the only thing that ever has.

Thomas J. Watson Founder and CEO, IBM

Margaret Meade Anthropologist

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Mapping the territory 1. Who are the key players?

2. How much power do they have to influence decisions about the issue?

3. Are they for or against the issue?

4. How likely is their position to change?

5. Does the individual have any strong positive or negative relationships with other key players?

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Mapping the territory 1. Player

2. Influence (1 to 10)

3. Pro or Con (-10 to 0 to +10)

4. Changeability 1

2

Low

3

5. Relationships + or -

High

1 _____

______

______

______

______

2 _____

______

______

______

______

3 _____

______

______

______

______

4 _____

______

______

______

______

5 _____

______

______

______

______

6 _____

______

______

______

______

7 _____

______

______

______

______

8 _____

______

______

______

______

9 _____

______

______

______

______

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Chromium project: Mapping the territory 1. Player

2. Influence (1 to 10)

3. Pro or Con (-10 to 0 to +10)

4. Changeability 1

2

Low

3

5. Relationships + or -

High

Owen

8.5

-8

1

- Bill - Alice

Tom

7.5

-5

2

- Alice + Craig

Alice

7.0

+9

1

- Owen - Tom + Bill

Craig

5.5

-3

3

+ Tom + Bill

Bill

4.0

0

2

- Owen + Alice

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Force field analysis

Against

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1

For 1 2 3 4 5 6 7 8 9 10

9

I N F L U E N C E

8 7 6 5 4 3 2 1

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Influence ranking

Owen Tom Alice Craig Bill

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Alice is alone in being for it.

Owen Tom Alice Craig Bill

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Owen and Alice seem set; others change-able.

Owen Tom Alice Craig

Bill

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The 2 most powerful players don’t trust Alice.

Owen Tom Alice Craig

Bill

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Moving on the path of trust links.

Owen Tom Alice Craig

Bill

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Method of the politically savvy Work the human system to build a critical mass of support for an idea you care about • Agenda linking: develop and use a political (stakeholder) map • Credibility paths: leverage trust relationships to convey interests

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Differences between “high savvy” and “low savvy” • There are very few difference in basic skills • Major differences are that the “high savvy”…

• legitimize the political task • acquire tools; learn to apply them • become systematic

I learned to always take on things I’d never done before. Growth and comfort do not coexist.

Virginia Rometty, CEO of IBM

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Politically savvy individuals… …

don’t manipulate for self-interest, they influence ethically in the interests of the organization

…

see dealing with organization politics as an exciting and challenging aspect of their jobs

…

don’t have extraordinary interpersonal skills, they have a mindset focused on action and a method

…

care a lot about ideas that benefit the organization

…

are more likely to give credit than to take it

…

try to avoid direct confrontation of those they know are acting purely out of self interest

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Based on what we just discussed about smart political action, what might you do to increase the chances of success in your experiments?

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A good political map increases your chances of success on any change initiative you are pursuing.

Create a force field analysis for one of your experiments and see what it reveals about what you might do to increase the support you need to overcome resistance.

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Key points on bringing others along – via political savvy •

Stretch, but not so far that you don’t even get started

•

Overcome inhibitions to change

•

Design experiments for which your motivation is clear and powerful, identify sources of resistance and means for reducing their influence, and find sources of support to bolster your courage and reinforce progress

•

Make others successful to generate support and commitment

•

Chart the territory of interests and try to align yours and theirs

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The purpose of social capital is to consciously and deliberately build networks that enable you to achieve your goals, fulfill your mission, and make your contribution to the world.

-- Wayne Baker Š Total Leadership. All rights reserved.

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What is social capital?

Resources available to us in our personal and professional networks •

Information

•

Leads

•

Work/career opportunities

•

Financial capital

•

Power

•

Emotional support

•

Good will, trust

•

Cooperation

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Networks The set of relationships critical to your ability to get things done, get ahead, and develop professionally.

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Open, entrepreneurial networks are the most useful •

Need direct and indirect access

•

Open networks give you greater access to resources

•

Yet most have closed networks, with people like us

Increasing your social capital – a portable, lifelong asset Diagnose • What does your network look like?

• What does it need to look like for you to achieve your leadership vision?

Cultivate • Mindset – seek opportunities to give • Find out what others need and provide it • Strengthen your affiliations – stay in touch • Fill structural holes – be a bridge, connect

What’s your social capital investment strategy?

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Induce reciprocity long-term—the engine of social capital •

A universal concept – defines humanity

•

The paradox of getting by giving – It is in helping others without expecting immediate returns that you invoke the power of reciprocity – Purpose of building networks: contribute, not take – Take yourself out of the equation and reciprocity ensues

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Reciprocity in this community – Help Fest!

1. Ask – post your request for help, in pursuit of a four-way win • • •

Make it personally meaningful Keep it brief and specific Tape your sheet to the wall

2. Clarify – grasp how you can be helpful • • •

Take turns reading request aloud to group Others: ask up to 3 questions to clarify each request Take short notes for reference in next step

3. Contribute – give as much as you can • •

On Post-It, write your name and specify how you can help You can be a direct and/or indirect resource

4. Follow-up on requests and contributions

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Name: _____________________________________ Ask your classmates for help with something. It could be professional or personal; it’s up to you. Make it brief, specific and meaningful. Write your request in the box.

Post contributions below – offer resources directly or indirectly. Write your name on the Post-It.

Receiving support: how good are you at taking it?

•

Need to be open to receive support – Some risk, vulnerability – Aware of areas for improvement, need – Willing to ask for help

•

Asking for support – Be specific about what you need – Ask for what is personally meaningful to you – Explain how the support you’re asking for helps you help others

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Diagnose: What does your network look like?

•

Degrees of separation – it really is a small world

•

Network size doesn’t matter – range and diversity matter more

•

Bridges/linchpins… …make the world smaller by connecting clumps …close gaps -- cultural, geographic, genre …gateways -- connect/spread info, resources

Are you a clumper, linchpin, or loner?

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Diagnose: Does your network support your goals?

• Identify people and groups on whom you depend to get things done.

• What groups are over- and under-represented?

• Ties you should strengthen?

• Where spend less time?

• Who are opinion leaders in areas you want to influence?

• Who can help you develop skills and competencies you need to progress?

• Who can provide political and personal counsel?

• Where are opportunities to diversify and expand your range?

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Cultivate – your frame of mind •

Be opportunistic – all encounters are chances for expanding and diversifying your network

•

Think long-term – build ties before you need them

•

Be pragmatic – know what people care about

•

Follow the law of reciprocity – give first and know the unique value you bring to others in your network

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Cultivate – actions you can take •

Share credit for success

•

Expand your range of contacts

•

Bring together people from different domains for mutual gain

•

Fill structural holes and make the world smaller

•

Take opportunities to give to others and produce a greater sense of belonging to something beyond your circle of work, family and friends

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Cultivate – more actions you can take

•

Use projects to connect

• Ask for introductions

•

Create your own community

• Be prepared, do homework

•

Declare yourself an expert

• Do simple stuff: thank-you’s, articles

•

Know that you might have to invest

• Help others grow their networks

•

Use a system to get organized

Read Wayne Baker’s Building Social Capital and Adam Grant’s Give and Take

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Key points on bringing others along – via social capital •

Network is lifelong asset – build it now

•

Reciprocity – give support to get it

•

Look for opportunities to contribute

•

Diagnose and cultivate your network

•

Continually improve ability to give and take help

•

Pursue what matters à reap benefits – contribute to achieving most important goals – participate in making the world better

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How did they get there?

Tom Tierney

Michelle Obama

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Sheryl Sandberg

Julie Foudy

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Eric Greitens

Bruce Springsteen

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www.qualtrics.com/totalleadership

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Skills exemplified by people leading the lives they want

• Envision your legacy • Weave disparate strands • See new ways of doing things Tom Tierney

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Skills exemplified by people leading the lives they want

• Convey values with stories • Build supportive networks • Resolve conflicts among domains Sheryl Sandberg

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Skills exemplified by people leading the lives they want

• Hold yourself accountable • Apply all your resources • Focus on results Eric Greitens

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Skills exemplified by people leading the lives they want

• Align actions with values • Manage boundaries intelligently • Embrace change courageously Michelle Obama

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Skills exemplified by people leading the lives they want

• Know what matters • Help others • Challenge the status quo Julie Foudy

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Skills exemplified by people leading the lives they want

• Embody values consistently • Clarify expectations • Create cultures of innovation Bruce Springsteen

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Exercises for developing skills for being real Skills

Exercises

•

Know what matters

Ideal self

Four circles

•

Embody values consistently

Conversation starter

Be your values everywhere

•

Align actions with values

Find the larger meaning

Want to want to

•

Convey values with stories

Autobiography

Social media review

•

Envision your legacy

Time travel

Near/far

•

Hold yourself accountable

Buddy system

Tune-up and realignment

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Exercises for developing skills for being whole Exercises

Skills •

Clarify expectations

Stakeholder expectations

A better connection

•

Help others

How can I help you?

Spread the love

•

Build supportive networks

Who matters most?

SOS!

•

Apply all your resources

Talent transfer

Creative contacts

•

Manage boundaries intelligently

Uni-task and disconnect

Segment and merge

•

Weave disparate strands

Hidden identities

Compatible scripts and goals

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Exercises for developing skills for being innovative Skills

Exercises

•

Focus on results

Scenarios

Metrics for success

•

Resolve conflicts among domains

Allies not enemies

Energizing yourself

•

Challenge the status quo

In the lab

My problem = our problem

•

See new ways of doing things

Crowd-source solutions

Picture your idea web

•

Embrace change courageously

Worst case/best case

Challenging your beliefs

•

Create cultures of innovation

Another perspective

Teach

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Leading the Life You Want: Skills for Integrating Work and Life •

Significant achievement results from compassionate action to use one’s talents to make the world somehow better: Leading the life you want requires striving to help others.

•

Accomplishment in career comes not at the expense of the rest of life, but because of commitments at home, in the community, and to the private realm of mind, body, and spirit.

•

You can develop the skills you need to lead the life you want.

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Changing organizations by enabling people to bring their whole selves to work.

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What’s the big idea?

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Be a better leader, have a richer life •

Leaders create sustainable change to improve performance in all parts of life

•

Aim to score four-way wins

•

Principles for action: • Be real: act with authenticity by clarifying what’s important • Be whole: act with integrity by respecting the whole person • Be innovative: act with creativity by continually experimenting • Reflect and grow…

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Thank you!

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