1. The Inside, Bright Side, and Dark Side of Leadership Why Leaders Fail or the Ambiguities of Effectiveness Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui.edu IUPUI Office of Academic Affairs

2. Knowledge Work Questions What concepts, tools, techniques, or resources are most useful? How can the information be used? Why is the information important? Why care about the information?

3. Outcomes Define factors and variables associated with the inside, bright side and dark side of leadership. Distinguish the differences between identity and reputation. Assess and discuss the most likely behaviors that derail leaders. Consider conducting a personal leadership feedback session with direct reports. Create a personal leadership development plan based on self- management of potential leadership derailers and one’s intentional leadership legacy.

4. Henri Lipmanowicz & Keith McCandless 1-2-4-Whole Group Progressive, Rapid Cycle Conversation –Self-Reflection (no talking) –Pairs –Small Groups –Whole group –Self-Reflection (no talking) –Pairs –Small Groups –Whole group

5. Authentic Leaders Pursue purpose with passion Practice solid values Lead with heart Establish enduring relationship Demonstrate self-discipline George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY http://truenorthleaders.com/exercises.htm

6. MOJO – More Joy* Identity: Who do you think you are? Achievement: What have you done lately? Reputation Management: Who do people think you are? Acceptance: When can you let go? Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/http://www.mojothebook.com/about-mojo-book/

7. MOJO– What I bring to this activity Motivation Knowledge Ability Confidence Authenticity Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/http://www.mojothebook.com/about-mojo-book/

8. MOJO– What this activity brings to me Happiness Reward Meaning Learning Gratitude Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/http://www.mojothebook.com/about-mojo-book/

9. Denial Blame others Blame self Wait and hope “This has nothing to do with me” “It’s their fault” “It’s my fault” “Somebody should do something” Johnson, Rosemary. (1998). Team Leader, Healing Health Services, St. Charles Medical Center, 2500 NE Neff Rd, Bend, OR, 97701; (541-383-6977). Protect and Defend: Disempowered

10. Learn and Grow: Empowered Acknowledge the situation Accept ownership Find solutions Take action and learn “I’m a piece of the puzzle.” “It starts with me.” “This can work.” Renewal, make it happen.

11. Are you more inclined to… Countdown 15 1.Protect and Defend OR 2.Learn and Grow

12. Strategic Self Awareness Accountability --I feel emotions Compassion--I think assumptions, opinions, judgments Respect--I want wishes, desires, requests

13. What is Personality Personality from the Inside Actor’s View ( Identity) Personality from the Outside: The Observer’s View ( Reputation) How a person sees oneself- one’s identity How others see the person –their reputation. Identity is based on the person’s hopes, dreams and aspirations. A person’s reputation is defined in terms of “characteristics”. Identity is difficulty to measure and study Characteristic reflect how a person’s behavior is evaluated after repeated interactions with others. People tend to over estimate their sense of humor, interpersonal skills, leadership skills, and ability to judge character Characteristics can be used to predict behavior in new situations; they can be used to predict performance. Identity is not always reflected in behaviors Characteristics are easy to study, most of what we know about personality and job performance is based on observer’s perspectives.

14. Johari Window http://kevan.org/johari

15. The Inside of Leadership* ScaleDefinition AestheticsInterest in art, literature, music, and humanities AffiliationDesire for and enjoyment of social interaction AltruisticConcerns about other’s welfare CommerceInterest in business and finance gains HedonismAn orientation for fun and pleasure PowerDesire for success, accomplishment and status RecognitionA need to be recognized ScienceValues analysis and pursuit of knowledge SecurityDesire for certainty and predictability TraditionDedication to ritual and old fashioned virtues * Hogan Assessments MVPI Scale http://www.hoganassessments.com/motives-values-preferences-inventoryhttp://www.hoganassessments.com/motives-values-preferences-inventory

16. The Bright Side of Leadership* ScaleDefinition AdjustmentCalm and self-accepting AmbitionSelf-confident and competitive SociabilityTo need or enjoy social interaction Interpersonal SensitivityPerceptive, tactful and sensitive PrudenceConscientious and conforming InquisitiveCreative and interested in problems LearningApproach to value learning for its own sake * Hogan Assessments HPI Scale http://www.hoganassessments.com/hogan-personality-inventoryhttp://www.hoganassessments.com/hogan-personality-inventory

17. Arrogance: You’re right and everyone else is wrong Melodrama: You always grab the center of attention Volatility: Your mood shifts are sudden and unpredictable Excessive Caution: The next decision you make may be your first Why Leaders Fail Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.

18. Habitual Distrust: You focus on the negatives Aloofness: You disengage and disconnect Mischievousness: You know that rules are only suggestions Eccentricity: Its fun to be different just for the sake of it Why Leaders Fail Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.

19. Passive Resistance: Your silence is misinterpreted as agreement Perfectionism: You get the little things right while the big things go wrong Eagerness to please: You want to win any popularity contest Why Leaders Fail Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.

20. The derailer I’ve most often had to contend with from a leader or colleague is... Countdown 10 1.Arrogance 2.Melodrama 3.Volatility 4.Excessive Caution 5.Habitual Distrust 6.Aloofness 7.Mischievousness 8.Passive Resistance 9.Perfectionism 10.Eagerness to Please How can this behavior be both a strength and a shortcoming?

21. The Dark Side of Leadership* ScaleDefinition ExcitableConcerns seeming moody and hard to please, being enthusiastic about new persons or projects and then becoming disappointed with them SkepticalConcerns seeming cynical and mistrustful, and doubting the true intentions of others CautiousConcerns the tendency to be conservative, careful, concerned about making mistakes, and reluctant to take initiative for fear of being criticized or embarrassed ReservedConcerns the tendency to keep to oneself, to dislike working in teams or meeting new people, and to be indifferent to the moods and feelings of others LeisurelyConcerns seeming independent, refusing to be hurried, ignoring other people’s requests, and becoming irritable if they persist * Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-surveyhttp://www.hoganassessments.com/assessments-hogan-development-survey

22. The Dark Side of Leadership* ScaleDefinition BoldConcerns seeming unusually self- confident, having strong feelings of entitlement, and being unwilling to admit mistakes, listen to advice, or attend to feedback MischievousConcerns seeming to enjoy taking risks and testing the limits, being easily bored, and seeking excitement ColorfulConcerns seeming lively, expressive, dramatic, and wanting to be noticed ImaginativeConcerns seeming to act and think in creative and sometimes unusual ways DiligentConcerns seeming meticulous, precise, and critical of the performance of others DutifulConcerns seeming eager to please, ingratiating, and reluctant to take independent action or go against popular opinion * Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-surveyhttp://www.hoganassessments.com/assessments-hogan-development-survey

23. In this set of behaviors, which one is the most relevant to you? 1.Excitable 2.Skeptical 3.Cautious 4.Reserved 5.Leisurely 0% Countdown 10

24. In this set of behaviors, which one is most relevant to you? 1.Bold 2.Mischievous 3.Colorful 4.Imaginative 5.Diligent 6.Dutiful 0% Countdown 10

25. Henri Lipmanowicz & Keith McCandless 1-2-4-Whole Group Progressive, Rapid Cycle Conversation –Self-Reflection (no talking) –Pairs –Small Groups –Whole group –Self-Reflection (no talking) –Pairs –Small Groups –Whole group

26. I have intentionally thought about leaving a legacy? 1.True 2.False Countdown 10

27. “Each of us lives on in the memories we create, in the systems and practices we set in place (or don’t) and in the lives we touch.” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

28. “Legacies are not the result of wishful thinking. They are the results of determined doing. The legacy you leave is the life you lead. We live our lives daily. We leave our legacy daily. The people you see, the decisions you make, and the actions you take -- they are what tell your story.” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

29. “Legacies are passed on in the stories we tell.” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

30. Leadership Legacy Dare to be a person, not a position Dare to connect with people Dare to drive the dream Significance Relationships Aspirations Courage Brooks, Marta., Stark, Julie., Caverhill, Sarah (2004). Your leadership legacy: The difference you make in people’s lives. Berrett-Koehler, San Francisco. Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA

31. Have you put into place a system that enables people to feel connected and how to respond to their work accordingly? Have you left an operating system that is not dependent on you to give your employees what they need to be successful? Personal Leadership Legacy Reflection & Assessment Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

32. What is more important to you the results you achieve or how you achieve them? Have you made the impact you wanted to in your work? Will employees remember you as someone who made a difference in their lives? Personal Leadership Legacy Reflection & Assessment Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

33. When you are gone will you leave your “mark” on the organization? How ? Will the values you instilled and live by endure long after you have left? Have you put into place a system that enables others to have a sense of clarity, knowledge and information that each needs to be effective? Personal Leadership Legacy Reflection & Assessment Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

34. Legacy Reflection What is more important to you the results you achieve or how you achieve them? Have you made the impact you wanted to in your work? Will employees remember you as someone who made a difference in their lives? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

35. Legacy Reflection When you are gone will you leave your “mark” on the organization? How ? Will the values you instilled and live by endure long after you have left? Have you put into place a system that enables others to have a sense of clarity, knowledge and information that each needs to be effective? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

36. Legacy Reflection Have you put into place a system that enables people to feel connected and how to respond to their work accordingly? Have you left an operating system that is not dependent on you to give your employees what they need to be successful? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

37. Legacy Reflection What lessons am I teaching in each interaction I have? What stories will others tell about me in the future? What will others learn from those stories? Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA

38. Appreciative Interviews Creating Momentum by Building On and Designing With “What Works Right Now” Find a partner you don’t know well and share a story about the leadership legacy you hope to create

39. Future Pacing What concepts, tools, techniques are most useful? How can the information be used? Why is the information important? Why care about the information?

40. S tart - What am I going to start doing as a result of my learning? S top – What am I going to stop doing as a result of my learning? C ontinue – What am I going to continue doing as a result of my learning?