1. Daniel J Pesut PhD RN PMHCNS-BC FAAN Professor of Nursing & Faculty Fellow Indiana University School of Nursing Indianapolis, Indiana 46204 dpesut@iupui.edu Values and Strengths Assessment* * The First In a Four Part Leadership Development Series Sponsored by IUPUI Office of Faculty Appointment and Advancement http://academicaffairs.iupui.edu/faculty-advancement/leadership- development/ http://academicaffairs.iupui.edu/faculty-advancement/leadership- development/

2. Impromptu, Speed Networking Power of loose connections, small things can make a big difference

3. What is your biggest challenge right now? What do you hope to get from and contribute to the workshop? Find a partner…3-5 minutes sharing… Then find another partner… then find another.

4. Why start this way? Liberate energy Invites deeper engagement with a provocative or profound question Repeat and deepen stories Listening and connecting Power of loose connections Little things can make a big difference

5. Organizing Models & Shifts 1. Efficient Hierarchy, Closed System One To Many 2. Hub & Spoke Network Many To One 3. Open Platform, Core-Periphery Network Many To Many

6. Keith McCandless Social Invention Group http://socialinvention.net/default.aspx The Transformation Will Not Be Televised

7. Liberating Structures Some examples of an expanding, adaptable mash-up of open source methods 1.Appreciative Interviews 2.Agreement / Uncertainty Matrix 3.Creative Destruction via TRIZ 4.Wicked Questions 5.Min Specs 6.Chunking via Rapid Prototyping 7. Improv 8.15% Solutions 9.Open Space Technology 10. Ecocycle Sifting & Gathering 11. Panarchy: Cross-Scale Change 12. Conversation Café Dialogue 13. Discovery & Action Dialogue 14. Wise Crowds Group Consultation 15. Smart Network Mapping 16. Generative Relationships 17. Purpose-To-Practice Design 18. Scenario Planning Critical Uncertainties 19.Impromptu Speed Networking 20.1-2-4-Whole Group 21.Troika Consulting 22.Fishbowl Sessions – “What I Need From You” 23.Celebrity Interview 24.5 Whys & 10 Hows 25. Storyboarding Agendas 26. Positive Deviance We search for the minimum structure to liberate the maximum innovation http://socialinvention.net/LiberatingStructuresHome.aspx

8. Attributes of LS Methods What Other Methods Come To Mind? Simple & fast to learn Requires very little explanation or theory Draws out insight from interaction Works with groups, units, or the whole organization Focuses attention on relationship patterns Minimally structured for maximum liberation Generates surprises & novelty without central control (light coordination only) Invites seriously-playful participation Appeals to people in diverse roles Generates very short- and long-term results Illuminates an edge or paradoxical territory Identifies and builds on assets that exist now Invites inclusion & more diverse voices Works with internal and external customers

9. Power in Combining Elements! Immersion in a large # of simple self-organizing methods A mix of top, middle & front line participants (+ customers) Invitation to try many simple methods to your challenges immediately Focus on complex challenges that require diverse participation to make progress Rapid cycles jointly shaping solutions & insights in-the-moment One on one coaching to launch immediate use in local context

10. Discuss a strengths and values approach to leadership development Discuss the differences between identity, and reputation through understanding the inside, bright side and dark side of leadership. Examine the role of emotional intelligence as it relates to leadership success. Discuss cycles of change and renewal that foster insight, and action for professional development. Leadership Development Series

11. Normal State Self-Focused – Ego Driven, my interests ahead of collective interests or relationships Internally Closed I stay in my comfort zone denying external signals for change Externally Directed I define myself by how I think I am seen and how well I obtain external resources Comfort-Centered I tend to engage in problem solving activities and live in a reactive state Quinn, Robert. (2004) Building the bridge as you walk on it San Francisco: Jossey Bass.

12. Leadership State Other Focused – I am transcending my ego and putting the common good first; enriching connectivity in networks Externally- Open I move outside my comfort zone, experiment and reach higher levels of discovery, competence and vision Internally Directed I examine my hypocrisy and close gaps between values and behavior Purpose- Centered I clarify what result I want to achieve; commit, engage and hold a standard as I pursue meaning. Quinn, Robert (2004) Building the bridge as you walk on it San Francisco: Jossey Bass.

13. Imposters –Lack self- awareness and self-esteem Rationalizers –Deviate from their values Glory Seekers –Motivated by seeking world’s acclaim Loners –Fail to build personal support structures Shooting Stars –Lack grounding of an integrated life Why Leaders Fail George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY

14. Emotional Intelligence “The ability to sense, understand and effectively apply the power and acumen of emotions as a source of human energy, information, connection and influence” Cooper, Robert & Sawaf, Ayman (1997). Executive EQ: Emotional Intelligence in Leadership and Organizations,Grosset Putnam, NY

15. Vulnerable but Hopeful (high in resonance low in recognition) Wise ( But not Delusional) (high in renewal and high in reality) Foolish and Despairing (low in resilience and low in recognition) Cynical and Angry (high in reality and low in relationship) Coaching for Renewal Assessment Perspectives Low High Insight and Analysis Reeves, Douglas & Allison, Elle (2010). Renewal Coaching Workbook, Jossey Bass, San Francisco, CA.

16. Renewal and P atterns of C hange New Goals & Purpose Training & Relearning Uptime Downtime Dreams & Plans Accomplishments

17. The Predictable Cycle of Renewal

18. Discuss a strengths, values, and development approach to understanding leadership and followership. Discuss the Appreciation, Influence Control (AIC) dynamic as it relates to leading and following: self and others. Identify ways to build on personal strengths and values through leadership efforts and liberating structures. Values and Strengths Assessment Outcomes

19. Values Centered Leadership Base Operating System* MASTERY: What must we do well in order to accomplish objectives? What must we LEARN to achieve the necessary MASTERY? CHEMISTRY: To achieve goals, who will be on the team? How will we build Relationships and inspire each other? With whom should we EMPATHIZE? DELIVERY: Whom are we serving? How will we know that we have met their Needs? To whom and how will we LISTEN? *Secretan, Lance (2010). The Spark, the Flame, and the Torch, the Secretan Center, Inc. Caledon, Ontario, Canada

20. Find Your Edge: Know Your Standout Strengths* 1.Your genius is precise 2.You can’t respect what you don’t remember. 3.You must reach beyond your roles Advisor Connector Creator Equalizer Influencer Pioneer Provider Stimulator Teacher *Buckingham, Marcus (2011). Standout, Thomas Nelson Publishers, Nashville, TN.

21. Strengths and Values In Action The 34 strengths of strengthsfinder www.gallup.com www.strengthsfinder.com Values In Action (VIA) Inventory of Strengths Assessment http://www.viasurvey.org/

22. VIA Survey and Strengths Finders Strengths findersVIA Survey OrientationTalent ThemesUniversal Path to Virtues DomainsWorkHome, Work, Social Key QuestionsWhat’s best about what you do at work? What is best about who you are? Strengths IdentifiedTalents +SkillsCore Character Basis for ValidityPolling and SurveysHistorical Analysis studies with criteria, validity, reliability Strengths FocusTop 5 onlySignature Strengths and all 24 matter Scrutiny of EvidenceNot peer reviewedPeer Reviewed

23. http://www.youtube.com/watch?v=Jo5Sh2DoVY8&feature=related Putting your Strengths to Work

24. Sharing and Appreciative Interviewing

25. Strategic Thinking Analytical Context Futuristic Ideation Input Intellection Learner Strategic Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

26. Relationship Building Adaptability Developer Connectedness Empathy Harmony Includer Individualization Positivity Relator Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

27. Influencing Activator Command Communication Competition Maximizer Self-Assurance Significance Winning Others Over (WOO) Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

28. Executing Achiever Arranger Belief Consistency Deliberative Discipline Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

29. Appreciative Interviews Appreciation, Influence, Control Find a partner you do not know well. Share your top five character strengths. Share what you appreciate most about the strength. How do you use thte strengths to influence your self and others. How do you control or manage the strengths so that you do not overuse or underuse them.

30. Sharing and Appreciative Interviewing

31. What Followers Want Trust Compassion Stability Hope Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

32. http://www.youtube.com/watch?v=N-Lo-hofLGc Go Strengths! 24-Character Strengths

33. Wisdom –Creativity, Curiosity, Judgment Open Mindedness, Love of Learning, Perspective Courage –Bravery, Perseverance, Honesty, Zest Humanity –Capacity to love and be loved, Kindness, Social Intelligence Justice –Teamwork, Fairness, Leadership Temperance –Forgiveness and Mercy, Modesty and Humility, Prudence, Self-Regulation Transcendence –Appreciation of Beauty and Excellence, Gratitude, Hope, Humor, Religiousness & Spirituality Values and Virtues

34. Mind Heart O Gratitude Focus on Others Focus on Self O Kindness O Judgment O Self-Regulation O Perseverance O Perspective O Love of Learning O Bravery O Creativity O Social Intelligence O Appreciate Beauty & Excellence O Curiosity O Hope O Zest O Humor O Spirituality O Love O Teamwork O Forgiveness O Leadership O Fairness O Modesty O Honesty O Prudence Adapted from the VIA Institute on Character Balance

35. Sharing and Appreciative Interviewing

36. Appreciative Interviews Appreciation, Influence, Control Find a partner you do not know well. Share your top five character strengths. Share what you appreciate most about the strength. How do you use thte strengths to influence your self and others. How do you control or manage the strengths so that you do not overuse or underuse them.

37. THE AIC Fractal Linking Purpose Power Process William Smith wesmith@odii.com Daniel Pesut dpesut@iupui.eduControl Influence Appreciation

38. Fundamental AIC Questions What is the purpose? Appreciation (Open) What are the ideals ~ What is the reality? Influence (Dialogue and Banter) Who or what will support ~will oppose? Control (Closure) What will you do about it~ will it make it better? http://www.powermap.odii.com/http://www.powermap.odii.com/ pass word 4920 until November 30

39. The Influence Process 4 Dimension Emphasis In-formation FEEDFORWARD A C Form-ation a FEEDBACK Form-ation c In-formation Ideals Values Goals Trans-formation PURPOSE I i

40. What is your biggest challenge right now? What do you hope to get from and contribute to the workshop? Find a partner…3-5 minutes sharing… Then find another partner… then find another.

41. Henri Lipmanowicz & Keith McCandless 15% Solutions Noticing and Using the Influence, Discretion and Power Individuals Have Right Now What can YOU do right now to address your biggest professional challenge?

42. Climbing Up & Down The Ladder of Inference Observable data and experiences Reflexive Loop Actions I take based on beliefs Beliefs I adopt about the world Conclusions I draw Assumptions I make based on meanings Meanings I add (cultural & personal) Data I select from observations Adapted from Chris Argyris, Harvard 1. What? 2. So What? 3. Now What?

43. Henri Lipmanowicz & Keith McCandless Purposes: What, So What, Now What Build shared understanding of how people develop different perspectives & ideas Avoid arguments based on lack of clarity Get all the data and observations out on the table first thing Honor the history and the novelty of what is unfolding Build trust and reduce fear Learn and improve at each step Build shared understanding of how people develop different perspectives & ideas Avoid arguments based on lack of clarity Get all the data and observations out on the table first thing Honor the history and the novelty of what is unfolding Build trust and reduce fear Learn and improve at each step

44. START – What am I going to start doing as a result of my learning? STOP – What am I going to stop doing as a result of my learning? CONTINUE – What am I going to continue doing as a result of my learning? START, STOP, CONTINUE

45. Daniel J Pesut PhD RN PMHCNS-BC FAAN Professor of Nursing & Faculty Fellow Indiana University School of Nursing Indianapolis, Indiana 46204 dpesut@iupui.edu Values and Strengths Assessment* * The First In a Four Part Leadership Development Series http://academicaffairs.iupui.edu/faculty-advancement/leadership- development/ http://academicaffairs.iupui.edu/faculty-advancement/leadership- development/