1. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Day 3, Leadership BA 508 Fall, 2010 Sully Taylor Leadership – Purpose, Presence and Partners

2. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Agenda Revisiting Purpose, Connecting to Presence, Practice and Partners Presence Understanding how we show up - the competency of conflict management Diplomacy: the roles of advocacy and inquiry Practice Moving towards changing our choices – the role of the brain Partners Becoming a partner to others in leadership development

3. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability All ties to purpose: “For the sake of what?” Purpose should fit with your leadership approach. When it doesn’t, then either purpose or leadership approach should be revisited. The leadership approach you presently practice may or may not support your purpose. Developing EQ enables the development of your purpose and desired leadership approach.

4. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Components of Emotional Intelligence Source: Daniel Goleman, Primal Leadership and other materials Awareness Management Self Others Self-Awareness/ Assessment Social Awareness/ Empathy Self-Control/ Adaptability Relationship-Building/ Teamwork

5. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability EQ Leadership Self-Awareness Social Awareness Self Management Relationship Management Purpose Platform of Beliefs Presence Practice Partners

6. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Purpose What is my purpose? “For the sake of what?” Who am I when I show up as my best self? Am I the subject of my own desires or the object of others’?

7. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Presence How do others experience me? Is my presence consistent with my purpose? What is my personal brand? –relevant? –unique? –consistent?

8. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability MBTI Are your predicted and the results about your type identical? – if so, study the full-page description of that type (pp. 14-29). If they differ, think about why: –See if you can find a ‘best fit’ that is close to the results. –Ask yourself about your state when you took it (p. 12). –Choose the one you most like and explore it further.

9. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Presence Understanding our own and others’ approaches to conflict management, a step on the path to influencing and partnering effectively.

10. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability PRESENCE : LOOKING AT CONFLICT MANAGEMENT AND DIPLOMACY. Moves us towards considering Partners. with thanks to Niki Steckler

11. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Principles of Partnering Be a person who sees others, who grasps who they are and what is important to them; Who gets behind them and moves them ahead in their world. Be a person who puts your projects out to others, lets them know who you are and what is important to you; And allows them to get behind you and move you ahead in your world. Barry Oshry

12. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Topics for discussion Paradoxes: Mastering “Both/And” Articulating Your Purpose Assessing Your Strengths Advocacy and Inquiry

13. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Some Assumptions Formal Authority < Responsibilities In order to manage effectively we rely on informally influencing many stakeholders. Integrity is not antithetical to Influence.

14. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability An invitation to reconsider your own relationship to diplomacy and organizational politics…

15. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability A Paradox of Organizational Politics: We often focus on changing the behavior of others (getting others to do what we want) and yet Changing our own behavior is one of the most radically influential things we can do.

16. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Another Paradox of Organizational Politics… We see others as behaving “politically” in their own self-interest We see ourselves as behaving “virtuously” in the best interests of the organization

17. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability A both/and view of politics: What if we assumed that both we and our opponents had both personal and organizational interests at stake? LOOK FOR INTERSECTIONS!!!

18. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Some key elements of diplomacy Clarity about one’s own goals Awareness of the interests of others Balancing advocacy and inquiry helps in influencing and in effective conflict management. –What is dialogic leadership? How is dialogue different from discussion? Which is your ‘comfortable’ role?

19. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Articulating Your Purpose Skilled diplomats clarify: What value am I trying to create for my organization? AND What value am I trying to create for my self and my own work life? “For the sake of what?”

20. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Cross purposes? Skilled diplomats: Assume that others see the world differently Ask how they arrived at their views Seek to understand what value others are trying to create for the organization and for themselves

21. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Balancing Advocacy & Inquiry Articulating your own purpose and the data that led you to it AND Openly inquiring about how others see the same situation, and the data they have used to reach their conclusions “Both/And” Thinking

22. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability The Ladder of Inference Action Conclusion Inference Generalization Observation

23. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability When advocating…. Make your own reasoning explicit – the data, beliefs and assumptions you hold. Encourage others to explore your view – do they see any gaps in your reasoning? Encourage others to provide different views – do they have different data or conclusions?

24. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability When inquiring…. Actively inquire into others’ views – what are they, how did they arrive at them? If you making assumptions about others’ views, state your assumptions clearly; state the ‘data’ upon which your assumptions are based. Don’t ask questions if you’re not genuinely interested in the others’ response. –Adapted from P. Senge, The Fifth Discipline

25. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Exercise: Articulating Your Purpose Advocate: Describe your purpose as clearly and concisely as you can Inquirer: Get curious about the other person’s purpose; “Suspend” your own evaluation of what the other person is saying Both parties: Offer each other feedback

26. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Consider: The leader in any situation is the person who can most accurately describe reality without placing blame. Rabbi Edwin Friedman

27. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Moving towards Practice: Quiet Leadership

28. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability The Leadership Gap Do these improve someone’s performance? –Give excellent advice, especially if asked –Offer elegant and creative solutions to their problems –Tell them how to think about or frame their problem to give them additional insights

29. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability The Leadership Gap People are paid to think –If you hired someone to be a welder you would teach them to weld. –What if you hired someone to think? People have increased education, independence, and expectations What drives performance? –Habits, feelings, thinking (think iceberg).

30. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Recent Discoveries About the Brain The brain is a connection machine Up close, no two brains are alike The brain hardwires everything it can Our hardwiring drives perception Deconstructing wiring is very difficult Creating new wiring is easy

31. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability The brain is a connection machine Every thought, skill, and attribute we have is a complex map of connections between pieces of information stored in many parts of the brain. “Aha” moments or insights occur when previously unlinked areas come together and create a new mental map This new map is now “hardwired,” freeing up working memory for higher-level tasks

32. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Up close, no two brains are alike Since we have more than 300 trillion connections in our brain the probability of two matching brains is small Much of our behavior toward other people starts with the assumption that their brain works the same way as ours. Your solutions have to come from new connections you make using your own maps

33. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability The brain hardwires everything it can Habits are not held in working memory - they are hardwired and kept somewhere “cheaper.” It’s a good thing because working memory can only hold seven concepts at one time. “Once people have done a job for some time, they are unconscious much of their workday.”

34. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Our hardwiring drives perception “We see the world as we are, not as the world is.” Anais Nin, maybe. Every new piece of information gets compared to our existing maps. These filters often get in the way of processing new information in an unbiased manner To what extent, then, do we want to encourage others to change their wiring?

35. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Deconstructing wiring is very difficult Our tendency is to assume that knowing the source of an issue will help to resolve it. As we search our brains for roots and links, we focus more on the issue, which then creates new links that reinforce it. Attention density - what you focus on gets wired - focusing on the old habit is not helpful, it is harmful

36. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Creating new wiring is easy Neuroplasticity - the ability of the brain to create new connections Thought versus habit (short vs. long) Attention density turns thoughts into habits as we think, write, speak, act

37. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability The bottom line is: –It is more important to help someone learn to think through their problem than to solve it. –We CAN learn new habits, but it comes most easily when we focus on the new habit and not the old.

38. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Practice What gaps currently exist between my purpose and my presence? What behaviors do I need to practice in order to develop the presence that will facilitate my purpose? What commitments am I willing to make on a daily, weekly, monthly basis? Remember, practice does not make perfect, it makes permanent.

39. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Partners Who will I rely on to hold and tend my dreams, to get behind me and move me toward my purpose? Am I willing to practice vulnerability in order to share and pursue my dreams? Where do I need to emotionally detach and let go?

40. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Principles of Partnering Be a person who sees others, who grasps who they are and what is important to them; Who gets behind them and moves them ahead in their world. Be a person who puts your projects out to others, lets them know who you are and what is important to you; And allows them to get behind you and move you ahead in your world. Barry Oshry

41. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Final Questions For the sake of what? What is my purpose? –Zoom in and zoom out How do others experience me? What is my presence? –Pay attention; be a player not a victim Is it Working? Is my practice yielding results? –Make choices and own them, each moment Where do I get support? Do I have appropriate partners? – Expect reciprocity

42. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Next Five Weeks Continue the reading. Choose coaching partner and complete the three assignments: meeting and reflection papers. Turn in reflection papers on day due via email to me. Coaching session with me, when 360 or Hogan is complete.

43. MASTER OF BUSINESS ADMINISTRATION MBA+ Leadership, Innovation, and Sustainability Choosing Your Peer Coaching Partner Choose someone from outside your team in Mktg 511. Preferably, choose someone who is at least somewhat different from you (for example, gender, nationality, age, professional background, MBTI, conflict style). Choose someone with whom you are comfortable.