Presentation on theme: "Mana Entrepreneurial Leadership Stuart A"— Presentation transcript:
1Mana 30303 Entrepreneurial Leadership Stuart A Mana Entrepreneurial Leadership Stuart A. Youngblood Dan Rogers Hall, Room 166D Phone: tcu.edu
2Agenda Management vs. Leadership Maturity Continuum Role of values/principlesParadigmsThe habit of being proactiveCircle of influence
3Management vs. Leadership Think about your definition of leadership – does this distinction matter?
4Management vs. Leadership Creating An AgendaPlanning & BudgetingEstablishing Vision & StrategyDeveloping NetworksOrganizing & StaffingCreating AlignmentExecutionControlling & Problem SolvingMotivating & InspiringOutcomesProducing ResultsLeading Change
5Management vs. Leadership Is there a difference between management and leadership? If so, what is it?What is the value of Management?What is the value of Leadership?What is the Management PROCESS?What is the Leadership PROCESS?
6Maturity Continuum Dependence – my welfare depends mainly on YOU Leading self helps you to move from dependence to independenceIndependence – my welfare depends mainly on ME (private victories)Leading others helps you move from independence to interdependence.Interdependence – my welfare depends mainly on US (public victories)Be proactive, begin with end in mind, first things first are leading self skills. Think win-win, seek to undertand then be understood, synergize are leading other skills.
7Kohlberg: Character Development Our ability to reason morally develops as we mature.Three levels of character development reveal how we develop our critical thinking to resolve ethical dilemmas through maturation and education:Pre-conventional: Most children, many adolescents, and some adults see the world as black or white, right or wrong; authority figures know what is best. Seek reward, avoid punishment.Conventional: Many adolescents and some adults look to cultural norms for moral guidance. Seek social harmony.Post-conventional: Character (moral reasoning) is based on a personal, principle-centered code of right & wrong.
8Values/Principle Centered Leadership Your behavior is based on PRINCIPLES or Values that govern interpersonal relationships, not social norms!Why?Principles are objective, timeless, and universal in relationshipsThe character ethic vs. the personality ethic: align behaviors with self chosen values instead of choosing to please others or meet others’ expectations of you. Values vs. subjective norms as guides to behavior.
9Example: Values/Principle Centered Leadership “Our challenges may be new. The instruments with which we meet them may be new. But those values upon which our success depends – hard work and honesty, courage and fair play, tolerance and curiosity, loyalty and patriotism -- these things are old. These things are true. They have been the quiet force of progress throughout our history.”Barak Obama campaign quote, 2008.
10Religious CharacterEvery major religion is based on a set of universal moral principles that govern human behavior.Examples: The Golden Rule, The Ten Commandments, etc.People have relied on these principles for thousands of years.
11Aristotle: On Character Courage – taking a standFaith – belief & trustJustice – fairness & equal treatmentPrudence – balance & anticipationTemperance – discipline & self-controlLove – compassion & mercyHope – creating a positive future
12The True North Principle What Does “Acting With Integrity” Mean to You?When you act with integrity, what values/principles guide your actions?Is it easy to determine when others are acting with integrity / lack of integrity when they deal with you?It is not always so clear when you are acting with integrity / lack of integrity! Why?
13Avoiding Ethical Pitfalls Embrace a True North Life Center, that is, choose your values then live them!Awareness: Can You Recognize Your Integrity Gaps? Self awareness, seeking feedback.Develop Skills to Respond to Pressures.
14Organizational Impact of Failed Integrity Low regard for formal leaders - mistrust, disbelief and cynicismPeople don’t believe that they can contribute enough to make a real difference … so they don’t even try!People avoid taking risks and just play it safeHarder to create a real teamLowered business unit resultsSeed bed for resistance to change. Change is always bad
16Values/Principle Centered Leadership Example: Law of the HarvestWhat does every farmer know, if they are to have a really good harvest? What are the time honored principles they must follow, if a good harvest is to follow?
25Another Paradigm: The 7 Habits Private Victories (Leading Self)Be proactiveBegin with the end in mindPut first things firstPublic Victories (Leading Others)Think win-winSeek first to understand, then to be understoodSynergizeSharpen the saw
26What is Effectiveness? P / PC BALANCE Production – Getting What You WantProduction Capacity – Getting What You Want Again and AgainExample: The Organic FarmerExample: Aesop’s Fable of the Goose that Laid the Golden EggAssets: Physical, Financial, & Human
27Habit 1: Be ProactiveDefinition: Your life is a product of your values (based on principles), not your feelings or your external environmentProactive mindset – You have the ability & freedom to choose how you will respondReactive mindset – You are controlled by outside influences (moods, feelings, circumstances, other people)
28Stimulus > Response Healthy adults have the capacity to pause and exercise the FREEDOM TO CHOOSE their responses to stimuliFour Human EndowmentsSelf-Awareness (Who I am?)Imagination (What can I be?)Conscience (What are my values/principles?)Independent Will (What is best for me?)
29Stimulus ResponseA small space between the S and R, where you can choose your response.S ? RWhat do you choose?
30The Power of CHOICEYou can claim (reclaim) your power by recognizing that you can choose…and have more control over your destiny than you ever imaginedRemember:You either act or the world acts on you.You either choose or let others choose for you.
31On The Wall at Mother Theresa’s Childrens’ Homes in Calcutta People are unreasonable, illogical and self-centered, soLove them anywayIf you do good, people will accuse you of selfish, ulterior motives,so Do good anywayIf you are successful, you will win false friends and true enemies,so Succeed anywayHonesty and frankness make you vulnerable, so Be honest and frank anywayPeople really need help but may attack you if you help them, soHelp them anywayGive the world the best you have & you’ll get kicked in the teeth,so Give the world your best anyway
32Circle of Concern, Circle of Influence A way to think about how you focus your time and energy.
33Circle of InfluenceCircle of ConcernCircle of Influence
34Circles of Concern & Influence Draw two concentric circles, one inside the other. Label the inside one ‘circle of influence.’ Label the outside one ‘circle of concern.’
35Circles of Concern & Influence In the outer circle, list concerns, people or issues that concern you, but that you cannot exert direct control over. In the inner circle, list those concerns, people, or issues that you can exert direct control over.
36Circle of Concern, Influence Who is in your circle of concern?Who is in your circle of influence?
37Circle of Influence Circle of Concern Circle of Influence Note the concept of direct, indirect and no control. Focusing influence on you increases proactivity.What’s the most important thing within the Circle of Influence?
39Circle of Influence, Concern SheilaRonaldWhat’s the most important thing within Ronald’s Circle of Influence? Who can change Ronald?
40The Power of Language Proactive Language Reactive Language I can, I will, I choose, Let’s look at the alternatives, I will take responsibility for that, Let’s get organized, You can count on me ….Reactive LanguageI can’t, I won’t, It’s up to you, There is nothing I can do, That’s the way I am, You make me so mad, They won’t listen to me, I don’t have time, That’s not my thing ….
41What Will You Change?Pick one relationship in your current life that you want to improve most…by making new choices (family member, friend, colleague, boss, girl/boy friend, other …)In your notes, write down the proactive choices that you need to make for this to be possible?
42Spend 2-3 minutes writing about a time that you were very angry Personal ExerciseSpend 2-3 minutes writing about a time that you were very angry… record what you really felt and thought about the other person…and what you might have said if you let your guard down!What happened to make you so angry?
43Look Back At Your “Anger” Story Who made you mad?Circle of ConcernCircle of Influence
44Where Emotion Comes From: (Observe Feel Act) EventActionLots of stories from same set of facts!Observe Conclusion Feel ACTJudgment
45Language of a Reactive Person “You can only stop sabotaging yourself if you don’t think you were someone else’s victim.”Rosabeth Moss Kanter, New York Times, September 19, 2004.“A victim is a person who suffers a loss because of the actions of others. Victims believe salvation comes only from the actions of others”Robert E. Quinn, Deep Change, 1997, p. 21
46Watch for three clever stories: Victim Stories – “My good deed got me punished!”Villain Stories – “S/he just went psycho on me!”Helpless Stories – “I had to retaliate!”
48Why do we tell these three clever stories? They help us rationalize our (bad) behavior.They make us feel good about ourselves.They reinforce and justify our self-belief that there is no need to change!
49Clever stories keep us stuck! What result do you really want to create?Are you behaving in ways to produce a result you really want?Be proactive!
50Three clever stories: How to transcend them! Victim Stories – “My good deed got me punished!”What am I pretending not to know about my role in this story?Villain Stories – “S/he just went psycho on me!”Why would a reasonable, rational and decent person do or say that?Helpless Stories – “I had to retaliate!”What could I do right now to move toward what I really want?