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Your Leadership Sight Picture Powering Your Leadership Through Self-Awareness Joe Scherrer President The Leadership Crucible

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Presentation on theme: "Your Leadership Sight Picture Powering Your Leadership Through Self-Awareness Joe Scherrer President The Leadership Crucible"— Presentation transcript:

1 Your Leadership Sight Picture Powering Your Leadership Through Self-Awareness Joe Scherrer President The Leadership Crucible joe@theleadershipcrucible.com http://theleadershipcrucible.com

2 Overview What is Leadership? Why Does Leadership Even Matter? Your Leadership Sight Picture: Key to Self-Awareness Selected Elements of Your Sight Picture How to Build Your Leadership Sight Picture

3 What Leadership Is and Is Not Leadership is not: A set of inborn characteristics or traits A right to which you are entitled About possessing power or control over others About you or your ego Leadership is: A process Involves influencing others Happens within the context of a group Is goal oriented Is based on shared goals Thomas Carlyle Originator of “The Great Man” theory

4 A Few Definitions of Leadership “The action of leading a group of people or an organization” – Oxford English Dictionary “The process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” – Gary Yukl “The art of mobilizing others to want to struggle for shared aspirations” – Jim Kouzes and Barry Posner “A process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task“ – Martin Chemers

5 Why Leadership Matters Leaders inspire a vision for the organization, communicate the vision, model the vision, and build commitment towards the vision Leaders drive strategy, change, and results- oriented outcomes Leaders diagnose and solve tough problems Leaders impact an organization’s culture and working climate Leaders influence employee engagement Leaders have a measurable affect on organizational performance

6 The Leadership Crisis 2/5 employees rank their boss as “bad 33% believe boss lacks vision/direction, makes them feel manipulated/defensive 61% who intend to leave the job say it’s because of their boss 1/3 say poor leadership is main cause of stress on the job BUT… 91% who enjoy their job have a good boss 82% who have a good boss feel they are making a positive difference Source: Barna Group/Leadercast study, 2015

7 The Impact of Leadership on the Firm Direct relationship between leadership and the bottom line Leadership affects, for example: Employee commitment/engagement Turnover Absenteeism Customer satisfaction/retention Sales performance Quality Safety incidents Productivity

8 Your Leadership Sight Picture ”Nosce Te Ipsum” (Know Thyself) -- Socrates Your leadership sight picture is a metaphor for your self-awareness as a leader. Having a clear sight picture means you know who you are, what you stand for, and what your purpose is as a leader. It provides a touchstone for how you think, act, and respond and it helps keep you oriented toward your goals. Surprisingly, most leaders take little or no time to understand themselves. In so doing, they miss the opportunity to take their leadership to higher levels of competence and maturity.

9 Your Leadership Sight Picture “At the center of your being you have the answer; you know who you are and you know what you want.” —Lao Tzu Self-awareness is the level of knowledge you have of your strengths and weaknesses, your ability to admit mistakes, and your tendency to reflect. The process of achieving your leadership sight picture deepens your self- awareness. As each component of your picture is assembled, you build a comprehensive understanding of how and why you operate—in other words you increase your self-awareness. The result of this process is a transforming view of your identity that can take your leadership to whole new levels and positively affect organizational performance.

10 The 15 Elements of Your Leadership Sight Picture Innate personality: the aggregate of your perceptions, thoughts and activities that influences your perception of the world, and your way of thinking and acting Motivators: your “hard-wired” psychological needs Cognitive intelligence: Your intelligence quotient Emotional intelligence: the aspect of yourself that enables you to make our way successfully in the world in terms of your relationships with others Strengths: a capacity for feeling, thinking, and behaving in a way that allows optimal functioning in the pursuit of valued outcomes Blind spots: those aspects, usually negative, of your personality or your behavior that are known to others but not to you Biases: built-in problem-solving routines that automatically color or inhibit your judgment and decision making Dominant patterns: unique brain wiring you use to interact with the world in particular situations. They shape how you process information and make decisions Moral beliefs and ethical code: what you stand for in terms of right and wrong (morality) and how you enact those beliefs in your daily leadership walk (ethics) Passions: what you like to do professionally, what give you enjoyment and energy in your work Limiting distortions: automatic thought patterns that distort the reality of who you are or the situation in which you find yourself Professional skills: technical and functional expertise Resilience: ability to withstand and cope with stress Capacity for humility and service: fearlessly acknowledging your strengths and weaknesses and placing the service of others before yourself Personal mission statement: captures your purpose, your vision, who you want to become, and what you intend to accomplish at this particular stage in your leadership journey

11 Awareness Quiz Question 1 On a scale of 1 to 10 (1 meaning not at all, 10 meaning totally) How well do you know yourself?

12 Awareness Quiz Question 2 On a scale of 1 to 10 (1 meaning not at all, 10 meaning totally) As a leader, how aware are you?

13 Awareness Quiz Question 3 On a scale of 1 to 10 (1 meaning not at all, 10 meaning totally) How aware are you of the impact your leadership has on the performance of your organization and the people who comprise it?

14 Innate Personality Few would argue that your personality is critical to your ability to lead. Personality is innate; it is also the aggregate of all the decisions you have made, your experiences, what you felt about those decisions and experiences at the time, and how you remember them. Personality remains fairly consistent throughout life, which means there is recognizable regularity to your personality. From a self-awareness perspective, it is vital that you gain at least some insight into your personality.

15 Motivators Motivation is a fire from within. If someone else tries to light that fire for you, it burn very briefly --Stephen Covey We’re all familiar with the basic human needs for food, water, and shelter. But professional success as a leader requires that your most important psychological needs are also met on a regular basis. From that perspective, understanding your underlying motivations is key to matching your needs to your actions and goals. If your psychological needs are met, you’ll be able to tap into your internal resources more readily, better focus on your responsibilities, and enjoy your work more.

16 The 16 Innate Motives Power: the need for influence of will Independence: the need for individuality Curiosity: the need to think Acceptance: the need for approval Order: the need for organized, stable, predictable environments Saving: the need to collect Honor: the need to be loyal to the traditional values of one's clan Idealism: the need for social justice Social Contact: the need for friends (peer relationships) Family: the need to raise children Status: the need for social standing/importance Vengeance: the need to strike back Romance: the need for intimacy Eating: the need for food Physical Activity: the need for exercise Tranquility: the need to be safe

17 Emotional Intelligence “Emotional intelligence, more than any other factor, more than I.Q. or expertise, accounts for 85% to 90% of success at work... I.Q. is a threshold competence. You need it, but it doesn't make you a star. Emotional intelligence can.” ―Warren Bennis EQ is the aspect of ourselves that enables us to make our way successfully in the world in terms of our relationships with others. EQ predicts effective transformational leadership skills Low EQ related to career derailment Leaders need higher EQ than average to be successful

18 Emotional Intelligence Components Self-Perception Self-Regard Self-Actualization Emotional Self-Awareness Self-Expression Emotional Expression Assertiveness Independence Interpersonal Interpersonal Relationships Empathy Social Responsibility Decision Making Problem Solving Reality Testing Impulse Control Stress Management Flexibility Stress Tolerance Optimism

19 Character Strengths A strength is a capacity for feeling, thinking, and behaving in a way that allows optimal functioning in the pursuit of valued outcomes Dr. Martin Seligman, the founder of positive psychology, holds that your strengths are central to having good character and experiencing well-being. By identifying your strengths, you will be able to put them in play, be at your best most of the time, and add to your value as a leader. “It is better to be feared than loved.” -- Niccolo Machiavelli

20 The 24 Character Strengths 1.Creativity 2.Curiosity 3.Judgment 4.Love of Learning 5.Perspective 6.Bravery 7.Perseverance 8.Honesty 9.Zest 10.Love 11.Kindness 12.Social Intelligence 13.Teamwork 14.Fairness 15.Leadership 16.Forgiveness 17.Humility 18.Prudence 19.Self-Regulation 20.Appreciation of Excellence 21.Gratitude 22.Hope 23.Humor 24.Spirituality

21 Blind Spots and Biases Blind spots are those aspects, usually negative, of your personality or your behavior that are known to others but not to you. They are areas in which you remain stubbornly rigid in your views. They prevent you from learning and adapting to change. Biases are hardwired problem-solving routines) that automatically affect judgment and decision making. Most of the time biases are so natural that you don’t even realize you’re using them; and even when you do know, it’s hard to change your behavior. Biases distort your reasoning, incorrect interpretations, inaccurate judgments, and bad decisions.

22 Top Blind Spots and Biases Unable to solve business problems Insensitive (abrasive, intimidating) Betrays trust Micromanages/Does not delegate Overly ambitious Fails to staff effectively Unable to think strategically Unable to adapt to a boss Overly dependent on a mentor/advocate Availability heuristic Belief bias Curse of Knowledge Expectation bias Framing effect Hindsight bias Illusion of control Neglect of probability Risk compensation

23 Passions There is no greater thing you can do in life than follow your passions in a way that serves the world and you. --Richard Branson Your passions are those feelings that give you effortless energy, enthusiasm, and enjoyment. These are the feelings you experience when you are doing what you really like to do. Passion is a force multiplier when it comes to leadership because it buoys not only your spirit but also the spirit of those you lead.

24 Finding Your Professional “Sweet Spot” Your Strengths Your Calling Your Passions Sweet Spot

25 Resilience The demands of your leadership role will place stresses upon you. In order to sustain steady, high-level performance, you must be stress resilient. Lack of stress resilience leads to reductions in performance due to decreases in cognitive intelligence, emotional intelligence, and health. When you are stress resilient, you have the capacity and the reserves to productively deal with and manage stress, and thereby avoid catastrophic leadership failure.

26 An analogy: Warfare is the ultimate competitive environment Although not characterized by life or death consequences, business is also a competitive environment Useful to look at warfare and business through an evolutionary paradigm U.S. Air Force strategist John Boyd provide the model par excellence in this regard The Competitive Environment The Leader’s Domain

27 The OODA Loop “Objective: Improve our ability to shape and adapt to unfolding circumstances so that we can survive [and prosper] on our own terms” “Expected Payoff: Vitality and growth, with the opportunity to shape and adapt to unfolding events and thereby influence the ideas and actions of others.” –John Boyd, 1987

28 The Leader and the Competitive Environment Volatile: The nature and dynamics of change, and the nature and speed of change forces and change catalysts Uncertain: The lack of predictability, the prospects for surprise, and the inexact sense of awareness and understanding of issues and events Complex: The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization Ambiguous: The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause- and-effect confusion Information overload: The continuous deluge of information from everywhere and the need to make sense of it all Pressure packed: the constant drive for results from external stakeholders and the balancing of internal demands, time, and resources Politically charged: the intricate web of relationships, positions, interests, and egos that must be dealt with in order to accomplish anything

29 Leaders are stressed, overloaded, busy, and overworked 88% report that work is a primary source of stress in their lives Same number say that having a leadership role increases the level of stress. 60% cite their organizations as failing to provide them with the tools they need to manage stress 2/3 believe their stress level is higher today than it was five years ago. Lack of resources and time are the most stressful demands Impact of the Competitive Environment on Leaders It’s lonely at the top Source: Center for Creative Leadership study, 2006

30 The 7 Stress Resilience Components Awareness: being aware of your cognitive, emotional, and physical state Rest: allowing your mind, body, and spirit to recuperate and rejuvenate Support: the network of people you have to provide encouragement and advice Exercise: physical activity Nutrition: healthy eating and drinking Attitude: being positive, optimistic, and hopeful Learning: always seeking to increase your knowledge and keep your brain engaged

31 Your Mission Statement Your personal mission statement integrates all that you have learned as part of building your leadership sight picture. It captures your purpose, your vision, who you want to become, and what you intend to accomplish at this particular stage in your leadership journey. Your mission statement helps focus your energy, actions, behaviors, and decisions toward those things that matter most to you as a leader.

32 Mission Statement Exercise I do X For Y In order to achieve Z 1. Construct 3 Mission Statements Relating To: - Your Professional Career - Your Organization - Your Life 2. Compare/contrast each statement 3. Develop a single mission statement that integrates them all

33 Mission Statement Example I lead a respected law firm practicing in the areas of estate planning, probate and trust administration, and elder law. I lead a team of accomplished, highly motivated attorneys and staff dedicated to providing our clients with the highest quality legal services to the very best of our abilities. I am totally committed to our clients’ needs and to the success and development of my employees. I work hard to be fair, honest, courteous and professional in all of my dealings with clients and my team. My strength as a leader hinges on my expertise, my willingness to listen, my integrity, and my willingness to constantly improve my awareness, knowledge, skills, and resilience. I pledge to work at all times in furtherance of our clients’ best interests as well as the best interests of my employees and to do this with the utmost integrity and respect.

34 Questions?

35 Some Steps You Can Take to Build Your Leadership Sight Picture Commit to growth Read more on each element Take courses or seminars to go deeper on a particular element Get assessed Reflect and integrate what you learn Work with a leadership coach BE PATIENT: Self-awareness is a journey not a destination

36 Recommended Reading

37 The Leadership Forge Complimentary Book Download http://www.theleadershipcrucible.com/the-leadership-forge-giveaway


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