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Building a Thriving Team through Mindful Leadership Kanesha Lee Baynard University of Colorado at Boulder.

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Presentation on theme: "Building a Thriving Team through Mindful Leadership Kanesha Lee Baynard University of Colorado at Boulder."— Presentation transcript:

1 Building a Thriving Team through Mindful Leadership Kanesha Lee Baynard University of Colorado at Boulder

2 Goals of this talk  Overview of mindful leadership  Authentic leadership vs. charismatic leadership  Initial ideas and tools for:  developing your mindful leadership skills  creating a productive and satisfying relationship with your team (or potential team)  Expand your thinking about colleagues and staff as important members of your team  Share thoughts and ideas

3 Charismatic leadership  High intelligence (IQ) and low emotional intelligence (EQ)  Lacks an awareness of self and this feeds into actions  No deep understanding of motivations  Past fears and failures have not been examined  Distracted by the desire to achieve success and recognition – in the eyes of others  High intelligence (IQ) and low emotional intelligence (EQ)  Lacks an awareness of self and this feeds into actions  No deep understanding of motivations  Past fears and failures have not been examined  Distracted by the desire to achieve success and recognition – in the eyes of others Authentic leadership  Genuine intentions  Understanding of the purpose of leadership  Building trustworthy relationships  Operating with high levels of personal discipline  Intelligence and a high level of emotional intelligence  Self-awareness  Genuine intentions  Understanding of the purpose of leadership  Building trustworthy relationships  Operating with high levels of personal discipline  Intelligence and a high level of emotional intelligence  Self-awareness -Bill George

4 What comes to mind when you hear Mindful Leadership?

5 Developing mindfulness Mindfulness – the awareness of one’s mental processes Understanding of how one’s mind works Leaders are able to address challenges and adversity in a non-threatening way Integrating self- awareness with actual experience in leading challenging situations Gaining awareness through feedback and group (team) support Mindfulness enables leaders to be fully present, aware of themselves and their impact on other people, and sensitive to their reactions to stressful situations. -Bill George

6 Mindfulness  practice of living in the present moment  bringing one’s complete attention to the present experience on a moment-to- moment basis  paying attention in a particular way: on purpose, in the present moment, and nonjudgmentally Leadership  doing the right thing ( management is doing things right )  guide a team through change and applies emotional intelligence in a way that attains the best work out of the team  inspires and motivates a team to drive themselves -Jon Kabat-Zinn Leaders who are mindful tend to be more effective in understanding and relating to others, and motivating them toward shared goals. Hence, they become more effective in leadership roles. –Bill George -Coach4Growth

7 How is your team organized? How often do you think about this?

8 Today, each time you speak, check to see if your words match your best self. If not, rephrase-or be silent. -Martha Beck Do you think about an org chart? Do you think about a team web?

9 Mindful: referring to the simple act of noticing new things Enables team to be mindful as well Noticing puts the team in the present, makes the team sensitive to context, and aware of change and uncertainty -Ellen Langer People buy into the leader before they buy into the vision. –John C. Maxwell

10 How do you…at work? Manage stress Remain objective and less reactive Show compassion to yourself and others Build trust The manager asks how and when; the leader asks what and why. - Warren G. Bennis

11 Mindfulness and Self-awareness Knowing yourself enables you to make choices about how you respond to people and situations. Deep knowledge about yourself enables you to be consistent, to present yourself authentically, as you are. We trust—and follow—people who are real, who are consistent, whose behavior, values, and beliefs are aligned. We trust people whom we do not constantly have to second-guess. Richard Boyatzis and Annie McKee The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet. -Theodore M. Hesburgh

12 Think about the current climate in your work place Mindful leadership would fit because: Mindful leadership could be a challenge because: Once you truly intend to accomplish something, the success you can achieve is greater than you can imagine. -Martha Beck

13 Any advice that doesn't feel liberating is wrong. Ignore it. -Martha Beck The process of opening up can make us feel vulnerable, even afraid. Many leaders simply shut down in order to avoid this kind of uneasiness. Many also shut down to prove to people around them that they are decisive and know what to do (even when they do not). Avoiding openness—and vulnerability—results in a narrow focus and can ultimately cause you to slip into mindlessness. It takes confidence and optimism to let go of preconceived notions while also studiously opening oneself to new information and solutions. Harvard Business School Press, from Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope and Compassion.

14 What leadership resources are currently available to you? Leadership and learning are indispensable to each other. -John F. Kennedy

15 Leadership styles Social styles/inventories Emotional intelligence Strength quest Myers Briggs Conflict management style Real colors Work/life balance Mindfulness Coaching A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. -Jim Rohn

16 Any moment you spend attacking yourself is a moment away from your higher purpose and your power to love. Don't go there. -Martha Beck Build trust through clarity and consistency. Make sure you never profess beliefs when people are watching, only to act differently when the temperature rises and the pressure is on. Know that you will feel uncomfortable, even vulnerable, because in the midst of real change around you, the rules are not clear and politically expedient behavior is very tempting. -Dan Sontag

17 You don't owe anyone time or energy simply because they want it. Doing out of obligation isn't kindness; it's self-betrayal. -Martha Beck Attending carefully to our human environment and our relationships enables us to see details we may have missed and generate more accurate ideas about what is really going on. For a leader, each conversation and exchange is an opportunity to gather valuable information about people, groups, and cultures, while building relationships and resonance. Richard Boyatzis and Annie McKee

18 Leaders should be collaborative, modest, and generous – Bill Bradley When we are mindful, we are more in control of ourselves and situations simply because we see reality more clearly. We notice subtle patterns in people's behavior, group dynamics, organizational processes, and even worldwide events. Richard Boyatzis and Annie McKee

19 Why expect comfort when you step outside your comfort zone? Expect fear and keep moving! Have courage! Soon, what was once out of your comfort zone will be INSIDE of it. -Valorie Burton Moving toward mindful leadership Assess your current leadership strengths. Work to capitalize on your strengths. Improve upon those areas that may be holding you back from achieving your immediate and long- term goals. Work to improve your influence skills in the contexts that are most important to you and your team.

20 What are two steps you could take towards mindful leadership by Monday? The key to successful leadership today is influence, not authority. Ken Blanchard

21 If you want real control, drop the illusion of control. Let life live you. It does anyway. -Byron Katie Need to turn things around? Shift your approach. See the big picture. Rise above the fray. Stay focused on solutions. Tap into unofficial networks. Start small. Plan what you say. The Coaching Session -Valorie Burton

22 You can transform any situation by bombarding it with compassion. Make sure you include yourself, and you can always do this. -Martha Beck See the big picture. ①Influence is knowing what you want. ②It’s more important to know what others want. ③If you know what others want and focus on helping them get it, they are far more likely to help you towards your goals. ④Understand your institutions goals - not just your department's goals. ⑤See the big picture and where you fit into it. Rise above the fray. ①Being aware of of the big picture, will most likely keep you from getting get pulled into workplace negativity. ②Choose your battles wisely. ③Ask yourself, "Will this situation matter a month or year from now?" ④ If the answer is "no," let it go.

23 Stay focused on solutions. ①Many people focus on problems. You want to focus on solutions. ②Every problem presents an opportunity for you to demonstrate your problem-solving skills. ③When problems arise, don't go to your team until you've answered the question, "What are three potential solutions?" Tap into unofficial networks. ①Every institution has unofficial circles of influence. ②Tune in and notice who the influencers are. ③Build trust and reciprocal relationships with them. ④Be interested in what matters to them. Management is doing things right; leadership is doing the right things. -Peter F. Drucker

24 Everything is happening in new ways. The only preparation is being open and relaxed. Do that, and all will be well. -Martha Beck Start small. ①Make it easy to say "yes" by finding small things you want to influence. ②Getting a decision maker to say "yes" once makes it easier for them to say "yes" again. ③Build trust by starting small. Expand your influence from there. Plan what you say. ①Influencers are strategic. ②When it's time to ask for something, spend some time - even if just have a minute or two - planning how to ask. a)When is a good time? b)What groundwork do I need to lay? c)What is the best way to phrase what I have to say so the other person will feel positive about saying "yes"?

25 What are two additional steps you could take towards mindful leadership by Monday? Without initiative, leaders are simply workers in leadership positions. -Bo Bennett

26 Your next step is always apparent: It's the most obvious thing that will bring you joy, always some sort of rest or play. -Martha Beck Key questions  Do I know what is expected of me at work?  Do I have the materials and equipment I need to do my work right?  At work, do I have the opportunity to do what I do best every day?  In the last seven days, have I received recognition or praise for good work?  Does my supervisor, or someone at work, seem to care about me as a person?  Is there someone at work who encourages my development?

27 Additional questions  At work, do my opinions seem to count?  Does the mission of my company make me feel like my work is important?  Are my co-workers committed to doing quality work?  In the last six months, have I talked with someone about my progress?  At work, have I had opportunities to learn and grow? Competence goes beyond words. It's the leader's ability to say it, plan it, and do it in such a way that others know that you know how - and know that they want to follow you. – John C. Maxwell

28 If organizations were mindful — referring to the simple act of noticing new things — leadership would be quite a different matter. They would not only be mindful themselves; their most important responsibility would be to enable their followers to be mindful as well. One might argue that in an increasingly complex world — where work cuts across all types of institutional boundaries — the leader's only task may be to promote and harness "distributed" mindfulness. -Ellen Langer

29 Sources and Resources Why Not You? 28-Days to Authentic Confidence – Valorie Burton Finding Your Own North Star: Claiming the Life You Were Meant to Live – Martha Beck How Did I Get So Busy? General Edition – Valorie Burton “Leadership’s Lost Decade” (appeared in wallstreetjournal.com, February 3, 2010) – Bill George Emotional Intelligence – Daniel Goleman Mindful Leadership: A Brain-Based Framework – Michael H. Dickmann

30 Sources and Resources ASAE & The Center for Association Leadership – http://www.asaecenter.org/main/ http://www.asaecenter.org/main/ Coping with Toxic Managers, Subordinates... and Other Difficult People: Using Emotional Intelligence to Survive and Prosper – Roy H. Lubit First, Break All The Rules: What The World’s Greatest Managers Do Differently – Marcus Buckingham and Curt Coffman The Girl's Guide to Being a Boss (Without Being a Bitch): Valuable Lessons, Smart Suggestions, and True Stories for Succeeding as the Chick-in- Charge – Caitlin Friedman and Kimberly Yorio Harvard Business Review Magazine How to Say It For Women: Communicating with Confidence and Power Using the Language of Success – Phyllis Mindell International Association of Administrative Professionals – http://www.iaap-hq.org http://www.iaap-hq.org Now, Discover Your Strengths – Marcus Buckingham and Donald O. Clifton Strengths-Based Leadership – Tom Rath and Barry Conchie StrengthsFinder 2.0: A New and Upgraded Edition of the Online Test from Gallup's Now, Discover Your Strengths StrengthsFinder 2.0: A New and Upgraded Edition of the Online Test from Gallup's Now, Discover Your Strengths – Tom Rath Working With You is Killing Me: Freeing Yourself from Emotional Traps at Work – Katherine Crowley and Kathi Elster

31 Kanesha Lee Baynard Kanesha.Baynard@colorado.edu 303.492.2590 Educator  Blogger  Life and Leadership Coach www.itsafullnest.com MultigenerationalNests Kanesha Lee Baynard Kanesha.Baynard@colorado.edu 303.492.2590 Educator  Blogger  Life and Leadership Coach www.itsafullnest.com MultigenerationalNests


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