Presentation on theme: "Thoughts on Leadership and Self-Awareness"— Presentation transcript:
1Thoughts on Leadership and Self-Awareness George Reed
2Leadership and Self-Awareness He who knows the enemy and himself will never in a hundred battles be at risk;He who does not know the enemy but knows himself will sometimes win and sometimes lose;He who knows neither the enemy nor himself will be at risk in every battle.---Sun Tzu The Art of War
7CSI Does:Offer an explanation of preferred style of initiating and dealing with changeDescribe three change style preferences that are more personality influenced than situationally influencedCreate an appreciation for change-style diversityPresent a right or wrong, “better” or “worse” change styleMeasure level of competence at initiating and managing changeLimit individuals to predetermined responses to changeCSI Does Not:
8Must add up to 3 for each question Step 1I find over a long period of time that:_____A. I am good at generating new ideas._____B. I am good at building upon existing ideas.2. _____A. I become bored easily with routing tasks.______B. I can perform long detailed tasks without boredom.Must add up to 3 for each question
12CHANGE STYLE PREFERENCE CONSERVERSAccept the structurePrefer change that is incrementalPRAGMATISTSExplore the structurePrefer change that isfunctionalORIGINATORSChallenge the structurePrefer change that is expansive
13When facing change CONSERVERS CHARACTERISTICSWhen facing change CONSERVERSGenerally appear deliberate, disciplined, and organizedPrefer change that maintains current structureMay operate from conventional assumptionsEnjoy predictabilityMay appear cautious and inflexibleMay focus on details and the routineHonor tradition and established practice
14When facing change ORIGINATORS CHARACTERISTICSWhen facing change ORIGINATORSMay appear unorganized, undisciplined, unconventional and spontaneousPrefer change that challenges current structureWill likely challenge accepted assumptionsEnjoy risk and uncertaintyMay be impractical and miss important detailsMay appear as visionary and systemic in their thinkingCan treat accepted policies and procedures with little regard
15When facing change PRAGMATISTS CHARACTERISTICSWhen facing change PRAGMATISTSMay appear practical, agreeable, flexiblePrefer change that emphasizes workable outcomesAre more focused on results than structureOperate as mediators and catalyst for understandingAre open to both sides of an argumentMay take more of a middle-of-the-road approachAppear more team-oriented
16ORIGINATORS see CONSERVERS as: PERCEPTIONSORIGINATORS see CONSERVERS as:dogmaticbureaucraticyielding to authorityhaving their head in the sandpreferring the status quolacking new ideas
17CONSERVERS see ORIGINATORS as: PERCEPTIONSCONSERVERS see ORIGINATORS as:divisiveimpulsivelacking appreciation of tested ways of getting things donestarting but not finishing projectsnot interested in follow throughwanting change for the sake of changenot understanding how things get done
18PERCEPTIONSPRAGMATISTS can be perceived by strong CONSERVERS and ORIGINATORS as:compromisingmediatingindecisiveeasily influencednoncommittalhiding behind team needs
19COLLABORATION CONSERVERS PRAGMATISTS ORIGINATORS Prefer to keep Prefer balanced Prefer to challenge current structure inquiry accepted structure operating smoothlyFocus on Focus on shared Focus on relationships objectives the taskEncourage building Encourage looking Encourage exploring on what is already at the current new possibilities working circumstances
21Conservers Style Summary CONTRIBUTIONS TO THE ORGANIZATION Get things done on scheduleWork well within organizational structureAttend to detail and factual informationDemonstrate strong follow-through skillsEncourage and adhere to routineRespect rules and authorityHandle day-to-day operation efficientlyLEADERSHIP STYLELead through reliable, stable, and consistent behaviorReward following the rules while getting the job doneAttend to practical organizational needsExpect organizational policies, procedures and rules to be followedPromote the traditional values of the organization
22Style Summary Conservers PREFERRED WORK ENVIRONMENTSecureSteady and consistent pace rewardedTime and space for reflectionStable, structured, orderly, and predictableGroup oriented problem solving and decision makingPOTENTIAL PITFALLSMay be rigid in thought and actionMay discourage innovation by promoting existing rules, policies and regulationsMay not see beyond the present details to understand the broader, strategic contextMay delay completion of tasks because of perfectionismMay delay action by reflecting too long on a situationMay appear unyielding and set in their waysMay overly focus on small details and inconsistencies
23Style Summary Pragmatists CONTRIBUTIONS TO THE ORGANIZATIONWilling to address the needs of the organization as they ariseGet things done in spite of the rules, not because of themNegotiate and encourage cooperation Realistic and practicalDraw people together around a common purposeOrganize ideas into action plansHave short- and long-range perspectivesPromote practical organizational structureLEADERSHIP STYLEFacilitate problem solving among peopleUse and adapt past experiences to solve current problemsBuild cooperation rather than expecting itUse a facilitative approach in managing people and projectsEncourage the organization to have congruence between values and actions
24Style Summary Pragmatists PREFERRED WORK ENVIRONMENT Flexible and adaptableHarmonious and participative atmosphereAction-oriented, productive people who focus on the situation at handHands-on experiences encouragedAdaptive structure that is responsive to the needs of the momentPOTENTIAL PITFALLSMay appear indecisive and undirectedMay not promote ideas and priorities enoughMay try to please too many people at the same timeMay appear noncommittalMay be easily influencedMay negotiate compromise that is too “middle of the road”
25Style Summary Originators CONTRIBUTIONS TO THE ORGANIZATIONUnderstand complex problemsBring strong conceptual and design skillsPush the organization to understand the system as a wholeSupport and encourage risk-taking behaviorProvide future-oriented insights and vision for the organizationServe as catalysts for changeInitiate new ideas, projects, and activitiesLEADERSHIP STYLECatalysts for systemic changeEnergetic and enthusiasticProvide long-range vision to the organizationConceptualize and build new modelsConstantly reorganize the whole systemLike to be in charge of the start-up phasePrefer unique leadership roles to conventional rolesManage more than one task at the same time
26Originators Style Summary PREFERRED WORK ENVIRONMENT Working independently on models to solve complex problemsChange and risk orientedNon-bureaucratic, unconstrained by rules and policyIdea oriented and intellectually challengingFocus on long-range, strategic planningMultiple tasks to work on simultaneouslyPOTENTIAL PITFALLSMay not adjust their vision to the facts, logic, and practical constraints of the situationMay become lost in theory, ignoring or forgetting current realitiesMay over extend themselvesMay not adapt well to policies and proceduresMay appear unyielding and discourage others from challenging themMay ignore the impact of their ideas on the system and other peopleMay move on to new ideas or projects without completing those already startedMay overlook relevant details
27Questions for Assessing Situational Appropriateness of Change Style How many solutions have been tried already?How critical is time?How limited are resources?How critical is the situation?How long has the team worked together?Are politics playing a part in the situation or decision?Who is requesting the change?Is the client a conserver, a pragmatist, or an originator?In what stage of development is the project?Is the project of a short- or long-term nature?Has the competition changed?
28Suggestions for Increasing Flexibility and Avoiding Style Traps In GeneralConsult with a person you believe to have a change style different from yours before proceeding.Make efforts to understand the perspectives of those with styles other than your own.Imagine putting on a hat of another style.Solicit feedback and suggestions.Step back and be aware of your initial reaction in a situation, especially when you are aware of having an emotional response.
29Suggestions for Increasing Flexibility and Avoiding Style Traps ConserversConsider at least three alternatives before making a decision.Remember to pay attention to the wider ramifications of problems in addition to present realities.Think of the “big picture” consequences of actions. Ask others to explain them if necessary.Find an originator you respect and ask his or her perspective.Specify a time frame in which the decision will be made or the action taken.When time is critical, identify no more than three or four criteria for deciding who should be included in framing your decision.Develop tools and strategies for exploring and understanding system oriented issues.Find someone who is willing to play devil’s advocate with your proposed solutions/ideas.Write a list of advantages for taking more of an originator-type approach in a given situation.Write a description of a desired future outcome in positive and global terms.
30Suggestions for Increasing Flexibility and Avoiding Style Traps PragmatistsSpecify a period of time in which to consider alternatives prior to committing to a solution.Imagine the consequences of your decision on someone for whom you care.When dealing with strong conservers or originators, ask exploratory questions about emotional responses to a situation, for example, How do you feel about this? How would you like things to be?Identify a person you suspect to be a strong conserver and a person you believe to be a strong originator and solicit their opinions.Identify decision criteria and apply the criteria to each possible solution.Identify specific questions to ask conservers and originators.
31Suggestions for Increasing Flexibility and Avoiding Style Traps OriginatorsWait a day before taking action.Find someone you suspect of being a conserver and ask for his or her perspective.Identify and try to understand at least five facts related to the situation, problem, or decision.Explore and understand what is already working in the current situation.Learn to give up on an impractical idea.Attempt to clearly understand the impact of the decision or action on at least two other people.Find someone who is willing to play devil’s advocate on a given topic or decision.Write a list of advantages for taking more of a conserver-type approach.Make a list of relevant facts and details.Learn to screen activities rather than attempting all that is initially appealing.
32George E. Reed, Ph.D. 619-260-7444 email@example.com Keep in touchGeorge E. Reed, Ph.D.