1. Leadership Development BA 508 Class 4 Fall, 2010 Sully Taylor

2. Purpose Today Class 5 and Finals Week Practice and Partners
Understanding our presence and practice in other contexts
Partners:
Learning to partner
Building the right relationships

3. Class 5 and “Finals” (Dec. 6)
Class 5 (Nov. 29th):
Turn in Personal Leadership Agenda
Presentations of Leadership Agendas (1/2 class)
“Finals” (Dec. 6th):
Turn in Personal Development and Learning Plan

4. Presentation Schedule
Week One – M. Liang through J. Wong
Week two – A. Abatzoglou throughM. Lara

5. Development Plan Review the competencies (see syllabus)
Review your assessments: MBTI, TKI, and Hogan/360
Review your purpose and leadership agenda
Review what you learned from PL and QL
Review your reflection papers
And then…….

6. Think about the connections..
EQ: self-awareness, self-management, social awareness, relationship management…..
And
Hogan (adjustment and self-awareness & self-management); 360 (interpersonal skills and relationship management); MBTI (I/E and self-awareness)
TKI (relationship management)

7. Components of Emotional Intelligence
Self
Others
Self-Awareness/
Assessment
Social Awareness/ Empathy
Awareness
Relationship-Building/ Teamwork
Self-Control/ Adaptability
Management
Source: Daniel Goleman, Primal Leadership and other materials

8. Feeling Model
Facts
Emotions
Encourage
Learning
Implications
New Goal

9. Leadership in other cultures
Role of CQ (cultural intelligence)
Metacognitive CQ – being aware that you need to be aware
Cognitive CQ – learning/having cultural knowledge and frames of reference
Motivational CQ – wanting to know/understand
Behavioral CQ – being willing to change your behaviors

10. How does culture affect leadership?
The expectations of followers of what constitutes leadership can differ….
The ways in which people want their needs fulfilled differs…..
The notion of the self

11. The notion of independent versus interdependent self
Independent Interdependent
Separate from social context Connected
Be unique Belong, fit in
Express self Occupy proper place
Promote own goals Promote others’ goals
Be direct Be indirect: read others
Basis of self esteem
Ability to express self, validate Ability to adjust, restrain self, harmony with others

12. Effect on motivation of followers?
Example:
Motivation of independents:
Autonomy, avoidance of failure, uniqueness of contribution, respect, growth
Motivation of interdependents:
Affiliation, avoidance of blame, similance, deference, nurturance

13. Cultural frameworks can give you a good first guess…..

14. Six Cultural Orientations: Questions That Every Culture Must Answer
Six Questions that every culture must answer:
Environment: What is our basic relationship with the world around us?
Harmony, Mastery, Subjugation
Relationships: To whom and for whom do we naturally have responsibility?
Collective, Hierarchical, Individual
Activity: What is our basic or natural approach to activity?
Being, Doing, Thinking
Human Nature: What is the basic nature of humans?
Good, Evil, Mixed or Neutral
Time: How do we think about time?
Past, Present, Future; Monochronic, Polychronic
Space: How do we think about and use space?
Public, Private, Mixed
The first three have the biggest impact on business interactions.
Based on Kluckhohn & Strodtbeck (1961), Variations in Value Orientations

15. Misinterpretation of leader’s behaviors occurs because interpretation is affected by….
Subconscious cultural blinders
Lack of cultural self-awareness
Projected similarity
Which all highlight the importance of inquiry!

16. Partners are important….
First, because formal authority < responsibilities
So in order to manage effectively we rely on informally influencing many stakeholders.
Second, partners help us to continue to develop our leadership skills.
They can help us with self-awareness and development through coaching. Support us to live into our highest future self.

17. Learning to work with partners
The Triangle

18. Need to understand who you are partnering with when you are pursuing your purpose…..

19. Need to understand who you are partnering with when you are pursuing your purpose…..
But first understand your purpose....

20. 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?”

21. 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!!!

22. After you clarify purpose, clarify your equity
What equity do I have available to invest?
What will it take to be successful in the situation?
From Art Kleiner, Who Really Matters: The Core Group Theory of Power, Privilege, and Success

23. Forms of Organizational Equity
Rainmaking
Reputation
Relationship
Expertise
Learning Capability
Inspiration
What other “equities” can you think of?

24. First, Assess Your Equity Portfolio
What types of equity are required to accomplish your purpose?
From Art Kleiner, Who Really Matters: The Core Group Theory of Power, Privilege, and Success

25. Then Analyze Your Network of Relationships
In order to accomplish your purpose, ask:
Whose help do I need?
Who needs my help?

26. Assessing Your Relationships
For each key person, ask:
What is the current state of my relationship with this person?
What equities do they value most highly?
What equities do I have to offer them?

27. Building a Coalition Who agrees with your purpose? Who do you trust?
Based on Peter Block, The Empowered Manager

28. Building Support: A Framework
High
Bedfellows
Allies
Adversaries
Opponents
Fence Sitters
Agreement
Low
Trust
High
From Peter Block, The Empowered Manager

29. Building Support: Allies
High Trust/High Agreement:
Affirm agreement
Affirm trust
Acknowledge doubts and vulnerability
Ask for Advice and Support

30. Building Support: Opponents
High Trust/Low Agreement:
Affirm trust
State your position
Neutrally state what you think their position is
Engage in problem-solving dialogue
Seek to Learn

31. Building Support: Bedfellows
High Agreement/Low Trust:
Affirm agreement
Acknowledge that caution exists
Be clear about what you want and ask bedfellows to do the same
Try to reach agreement as to how you will work together
Create a social contract

32. Building Support: Fence Sitters
Low Trust/Unknown Agreement:
State your position
Ask where the fence sitter stands
Apply gentle pressure
Ask what it would take for them to give support
Acknowledge your caution

33. Building Support: Adversaries
Low Trust/Low Agreement:
State your position
Neutrally state what you think their position is
Identify your own contribution to the problem
End the meeting with plans and no demands
Decrease emotional investment and LET GO.

34. Taking it Home Articulating Your Purpose Assessing Your Strengths
What are you trying to accomplish? Where are the differences and intersections with others’ wants?
Assessing Your Strengths
What are your strengths and equities? What do you have to work with?
Analyzing Your Network of Relationships
Whose help do you need? What is the current state of your relationship?

35. Taking it Home Building A Coalition Action Experiments
How much trust and agreement do you have?
Action Experiments
Where will you start?
What experiments do you want to try?

36. Second, partners help us to continue to develop our leadership skills.
Partners for the journey…..
Remember, some partners don’t serve us well.

37. Where do I need to emotionally detach and let go?
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?

38. Partnering successfully for the journey…
What gets in the way?
Communication – might not share purpose because you are hesitant to share it.
Vulnerability – being willing to acknowledge where we are not strong, or have failed.

39. 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

40. 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

41. Recommended Readings
Geoffrey Bellman, Getting Things Done When You Are Not In Charge
Peter Block, The Empowered Manager
Art Kleiner, Who Really Matters: The Core Group Theory of Power, Privilege, and Success
Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference
William Isaacs, Dialogue and the Art of Thinking Together
Steven Covey, The Seven Habits of Highly Effective People
Peter Senge et. al., The Fifth Discipline Fieldbook