Colorado Parks and Wildlife Leadership Program

Colorado Parks and Wildlife Leadership Program
Directions here: Red Color Value: R=151, G=27, B=30

Agenda – March 27 Communication Skills – Adapting and Connecting Emotional Intelligence Insights Discovery System Outside for fun and lunch The Five Practices of Exemplary Leaders Servant Leadership Journaling – Dinner After Dinner: Five Fingers – Who are you?

Insights Discovery System Overview
Kerry Plemmons Copyright, Insights Denver 2002© 2001 The Insights Group. All Rights Reserved

The Insights Discovery System
21st Century Leadership and Collaboration Perception The Insights Model Understanding Your Insights Profile Recognizing, Adapting and Connecting

Connections Perception The Insights Model Understanding Your Insights Profile Recognizing, Adapting and Connecting

Rules of the Playing Field
There is no “right” or “wrong” We respect the views and opinions of others The information in our profiles is our own personal property We only work with organizations that have positive intentions to use this tool as a learning and growth opportunity

Insights Discovery System
Next Generation Communication Profiling System Jungian-based—very high validity & reliability Provides a simple, yet powerful framework and common language Developed specifically for the work environment Used extensively in organizations worldwide Evaluator available in 24 languages

What’s it all about… Understanding Yourself Understanding Others
Learning to Adapt to Better Connect With Others In Order To…. Improve interpersonal communication Understand and value differences in others Increase team/organizational effectiveness Develop of key leadership competencies INTR 2

Psychological ‘Preferences’
Jung suggested three pairs of ‘preferences’ Orientation Introversion and Extraversion how we react to inner and outer experiences Judgment Thinking and Feeling how we make decisions Perception Sensation and Intuition how we take-in and process information

Interpersonal Communication
According to Albert Mehrabian: 7% Words - Literal 38% Tone of Voice - Interpretation 55% Context, Body Language - Interpretation In other words… Author of Silent Messages: Implicit Communication of Emotions and Attitudes Communication is 7% about WHAT you say and 93% about WHO you say it to!

Perception How fast can you read the words above?

Perception How fast can you name the colors of each of the blocks?

Perception How fast can you read the color of the words above?
RB – What does this tell us? Our brains are hard wired to process information. How fast can you read the color of the words above?

“All our knowledge has its origins in perceptions.”
– Leonardo da Vinci Find 9 People in this picture

Perception….Your Filter
“You have a filter, a characteristic way of responding to the world around you. We all do....Your filter is unique. It sorts through every stimulus and creates a world that only you can see. The filter can account for the fact that the same stimulus produces vastly different reactions in you from those in the person next to you.” Marcus Buckingham First, Break All The Rules External Factors Environmental Media Heredity Culture/Societal Norms Peers Current Perception Internal Factors Needs Intelligence Past experiences & memories Emotions Values, Beliefs & Attitudes

“Humans categorize others in less than 150 milliseconds”
Perception “Humans categorize others in less than 150 milliseconds” “Within 30 minutes, they’ve made lasting judgments about your character.” Harvard Business Review-September 2003 "There is no such thing as a weird human being. It's just that some people require more understanding than others." Tom Robbins RB – This is why perception is important. Simply put perception is our way of seeing the world and particularly how we process information in our world.

Perception “If one does not understand a person, one tends to regard him as a fool.” C.J. Jung This is why perception is important. Simply put perception is our way of seeing the world and particularly how we process information in our world.

Perception “Two people see the same object, but they never see it in such a way that the images they receive are absolutely identical.” CG Jung “The insights that every judgment made by an individual is conditioned by his personality type and that every point of view is necessarily relative.” “We see the world not as it is, but as we are.” The Talmud

Attitude: Expressing our Energies
INTROVERSION Quiet Observant Thoughtful Intimate Reserved Cautious Reflective Depth Inward Focus EXTRAVERSION Talkative Involved Gregarious Flamboyant Outspoken Bold Action Breadth Outward Focus 20 INTROVERSION EXTRAVERSION

Rational Function: How we make decisions
THINKING Focus on the Task Formal Detached Competitive Impersonal Objective Correct 20 Personal Involved Accommodating Informal Considerate Caring Focus on the Relationship FEELING

Calm down, Edna…Yes it’s some giant hideous insect…but it could be some giant hideous insect in need of help.

Insights Colors THINKING EXTRAVERSION INTROVERSION FEELING BLUE RED
20 E X T R A V S I O N BLUE RED INTROVERSION EXTRAVERSION GREEN YELLOW FEELING F E E L I N G

Insights Energies We have ALL four ALL the time
Which we use depends on who we’re working with and what we’re working on Focus is on Individual, Not Type

The Insights 4 Color Energies
On a good day… Cautious Precise Deliberate Questioning Formal Competitive Demanding Determined Strong-willed Purposeful Caring Encouraging Sharing Patient Relaxed Sociable Dynamic Demonstrative Enthusiastic Persuasive

The Insights 4 Color Energies
On a bad day… Stuffy Indecisive Suspicious Cold Reserved Aggressive Controlling Driving Overbearing Intolerant Docile Bland Plodding Reliant Stubborn Excitable Frantic Indiscreet Flamboyant Hasty

Green Energy Overview– “Do It In A Caring Way”
Approach to life Focus on stability, values & supporting others Goals Harmony Seen by others as Mild & docile Strengths Builds deep, long-term relationships Natural listener Sincere & warm Persistent Liabilities Slow to adapt May lack enthusiasm in asking for a decision Avoids rejection Takes difficulties personally COLS 3.1

Yellow Energy Overview– “Do It Together”
Approach to life Fun & interaction Goals Big picture Creativity Seen by others as Disorganized Strengths Quick to build relationships Friendly & sociable Adaptable, imaginative Skilful presenter Liabilities May lack focus Too casual for some Poor planning and follow-up Can lose interest COLS 3.1

Red Energy Overview– “Do It Now”
Approach to life Inner certainty Focus on action Goals Personal achievement and meeting challenges Seen by others as Impatient Strengths Confident, determined Loves challenges Focused Influencing others Liabilities Poor listener Can be seen as arrogant May push too hard Doesn’t wait for feedback COLS 3.1

Blue Energy Overview— “Do It Right”
Approach to life High standards and correct Goals Understanding Seen by others as Analytical and distant Strengths Knowledgeable & detailed Air of competence Asks probing questions Thorough follow-up Liabilities Initial interaction may be difficult or stuffy Questions may be seen as critical & insensitive May overlook others’ feelings May focus on inconsequential details COLS 3.1

Psychological Preferences –Summary
Introversion Extraversion Attitudes: Introversion & Extraversion the way we react to inner and outer experiences Rational Functions: Thinking & Feeling how we make our decisions Irrational Functions: Sensation & Intuition how we take-in and process our information Thinking Feeling Sensation Intuition

The Eight Insights Types

The Insights Wheel—72 Subtypes

Your Insights Discovery Profile
Read pp. 5-7 and underline any sentence or half-sentence that you COMPLETELY disagree with. Don’t get hung up on a word. Multiply the number of sentences you underline by 2% and subtract that number from 100.

Insights Profile Sections
Overview Key Strengths & Weaknesses Value to the Team Communication Possible Blind Spots Opposite Type Suggestions for Development Management Chapter

Conscious Personal Graph
Reflects the responses given to the Preference Evaluator. Indicates the way in which the individual sees him/herself and the way they present themselves to others at work. Energies above the midline signify inclined usage of the preference. Energies below the midline suggest reluctant usage of the preference.

Less Conscious Persona Graph
Calculated based on Jung’s Bipolar Dynamic Theory “Whatever we see within ourselves consciously, there is a complementary opposite within our less conscious.” You when you are not controlling the way you present yourself to the world—the instinctive you.

Left and Right hand Graphs: An introduction
Graph I – Conscious Persona The portrait picture of you! Aware of your behaviours (we hope!) Graph II – Less Conscious Persona The candid photograph Caught unaware Perhaps instinctive MANDATORY SLIDE Using the analogy of a wedding. Provide the group with the scenario of the formal wedding photo shots, where when asked we always present the “best” of us consciously Remind them of what often happens as the night moves on into the reception, where they roving photograph “catches us unaware” Draw the comparison to the two graphs and ask people to consider how they show up. Use the following slide to build on this knowledge

Insights Discovery Colour Dynamics
The direct responses to the evaluator A combination of you, who you need to be and who you want to be How you might “ACT” The indirect responses to the evaluator Suggests your more instinctive behaviour Highlights possible blind spots How you might “REACT” Measures energy flow from Less Conscious to Conscious Graph Highlights which colour energy you are putting effort in to or suppressing

The Conscious and Less Conscious Graphs
Conscious Persona Less Conscious Persona 6 6 (5 min) Walk the group through the animated construction of the less-conscious graph using the polar opposite values form the conscious graph. Check understanding at this stage. 3 3

Calculating the Preference Flow
Conscious Persona Preference Flow Less Conscious Persona 6 6 (4 min) Use the animated example on this slide to show the movement of each color from less-conscious to conscious graph and therefore the direction of the arrow in the preference flow graph. Draw their attention to the Blue and Yellow Scores…the % difference for both graph is 20 % points…and yet the graphs in the preference flow is different…explore why with the group Keep it simple at this stage….. The calculations come next! 3 3 % % 92% % 0.48 8% 1.50 25% 4.30 72% 5.00 83% 12.8% © The Insights Group Ltd, All rights reserved.

Preference Flows Blue Green Yellow Red
Rising—Trying to be more detail conscious Falling—Less able to be consistently accurate and precise Green Rising—Consciously being more of a team player and people focused Falling—Feeling less “teamy” and more isolated and alone Yellow Rising—Feeling need to be more sociable Falling—Feeling the need to suppress outgoing or creative energy Red Rising—Consciously taking control Falling—Less need to control the situation

Energies and Types Within The Insights Wheel

Communication Dos and Don’ts
How TO Communicate With Me How NOT TO Communicate With Me What I Bring To The Team Name

Team Wheel CPW 2017

Walk the Wheel

Harness the Skills of The Whole Team
Determination Monitoring Performance Discipline Results focus Decisive Assertive Sets standards Product knowledge Analysis Planning Organization Time Management Drive Enthusiasm Positive Thinking Listens Loyal Team Approach Persuasive Creative People Skills Helps others Flexible Shares ideas TYPE 4

Connections Perception The Insights Model Understanding Your Insights Profile Recognizing, Adapting and Connecting Applying Insights to Building a High Performing Team at Anadarko

Look for clusters of signals—a composite picture
Recognizing Type “Listen in color” Observe behavior--a combination of preferences and energies that they use Look for clusters of signals—a composite picture Verbal style—tone of voice & words they use How they greet you Body language Work environment

Getting On A Busy Elevator
Goes straight into the elevator and presses the button Red Lets others in and says, “come on in, there’s always room for another!” Yellow Holds the door open until the buzzer rings because they’re worried about forgetting someone Green Steps in cautiously, counts the number of people in the elevator and if the number is over the limit, will point it out and ask someone to get off Blue

Verbal Style Green Red Yellow Blue Waits for you to introduce yourself
More calm and quiet tone Unhurried and diplomatic Listens before responding Slower to share their opinion Green Louder and direct Authoritative tone Speak rapidly with inflection Few pauses and will use emphatic language Low pitch Red More formal and serious Quiet tone with less inflection Brief and concise Ask questions Will think before responding—longer pauses Not much difficulty saying “no” to requests Blue Louder and rapid Lots of inflection and pitch change Express their feelings readily and may fill silences Lively tone and may change subjects rapidly Spontaneous Yellow

Body Language Green Red Blue Yellow Responsive and open
More gentle handshake Relaxed posture Comfortable with some body contact Reserved and quiet Green Energetic approach Leans forward Uses gestures when making a point May show signs of impatience Sits behind a barrier (e.g. desk) and be task focused Red More detached, formal and self-contained Usually doesn’t like physical contact in workplace May not show a lot of facial expressions Not a lot of eye contact or gestures Blue Responsive and open Relaxed posture Make good eye contact Use lots of gestures Face will often give them away—”wear their heart on their sleeve” Comfortable with physical contact Yellow

Working Environment Unstructured, lots going on, group photographs, plaques, trophies, messy desk Yellow Formal, organized/systematic, lots of books/ references, information at hand Blue Warm & friendly, comfortable, family photographs, plants, piles of paper Green Businesslike, functional, correct tools for the job, time-saving gadgets and a personal organizer Red

Food/Cooking Red Green Blue Yellow
Considers mealtimes valuable family time Like small, intimate dinner parties Like to swap recipes with friends Always make sure there’s more than enough food for everyone Green Known to eat over the sink Try anything new or different Microwave everything, even water Love drive-through to save time Red Reads all the food labels carefully Write grocery lists before they shop Can tell you the best wine to go with a meal (& tell you how it was made) Have organized and categorized shelves and refrigerators Blue Lots of entertaining Like gourmet food and elaborate spreads Have all the kitchen gadgets, but never use them Always set an extra place, in case someone drops in Yellow

Suffering From An Excess Of This Color When:
Deliberately run out of gas so that you can find out exactly how far your car goes on a tank Blue Need to call a friend four times to leave an entire message on their answering machine Yellow Listen for 30 minutes to a telephone sales person selling lawn furniture—and you live in an apartment! Green Look back with fondness to the days when it was legal to duel with pistols to settle an argument Red

Is The Golden Rule Right?
The Golden Rule: Do unto others as you would have them do unto you The Titanium Rule: Do unto others, keeping their preferences in mind

Learning Styles Blue | Synthesizing Red | Pragmatism
Learning through abstract conceptualisation, thoughtful observation and analysis. Preferring to learn through use of inductive reasoning and the creation of theoretical models. Learning through the practical application of concepts and theories. Preferring to experiment with new ideas to find ways to make them work in the “real world”. Yellow | Experimentation Green | Reflection Having a “hands on” approach and enjoying participating in learning with others. Preferring to have concrete experiences that allow for active experimentation. Learning through gathering information by experience, and then processing it reflectively. Preferring to uncover insights through investigating, pondering and reflecting.

Communication Tips BLUE: Give Me The Details Do: Don’t:
Be well prepared and thorough Put things in writing Give them time to consider all the details Don’t: Be flippant on important issues Change routine without notice Call a meeting without an agenda RED: Be Brief, Be Bright, Be Gone Do: Be direct and to the point Focus on the results and objectives Be confident and assertive Don’t: Hesitate or dilly-dally Try to take over Say it can’t be done GREEN: Show Me You Care Do: Be patient and supportive Slow down and work at their pace Ask their opinion, give them time to answer Don’t: Take advantage of their good nature Push them to make quick decisions Spring last minute surprises YELLOW: Involve Me Do: Be friendly and sociable Be entertaining and stimulating Be open and flexible Don’t: Bore them with details Tie them down with routine Be gloomy or pessimistic Ask them to work alone

The Four Insights’ Colour Energies
Cool Blue Showing no bias Objective Detached Analytical Fiery Red Positive Affirmative Bold Assertive Still Tranquil Calming Soothing Earth Green Cheerful Uplifting Spirited Buoyant Sunshine Yellow

‘Colourful’ Statements
Let’s do it… NOW TOGETHER PEACEFULLY RIGHT

20th vs. 21st Century Leadership
How long is your shadow So what are the big differences between 20th and 21st Century leadership? 20th was command can control - do what I say – when I say and how I say/ How long does your effectiveness last when you leave the room under that style? 21st century is sharing decision making, sharing information, showing vulnerability, acceptance, authenticity, usefulness and presence When leaders become servant leaders, they gain discretionary productivity Leadership is a pyramid. Become boundaryless How high is the discretionary productivity of your team – when you are gone?

How different would your world be if everyone around you looked for solutions and not excuses?

Discretionary Productivity
Have you experienced this in your department? “It’s Not My Job”

DU/Daniels Leadership Development Model
Key Premises There is no “One Size Fits All” model for leadership effectiveness Technical Knowledge is a threshold requirement Emotional Intelligence (EI) and Ability to Execute differentiates high performing from average leaders Development of EI competencies requires a different learning model than business knowledge There are few “practice fields” for leadership development Leadership Development is a lifelong learning experience Push slightly outside their comfort zone Those who fail to study history are condemned to repeat it.

Class Ground Rules

What Is Emotional Intelligence (EQ)?
Definition-- The ability to manage ourselves, and our relationships effectively, through awareness of and effective response to our emotions Communications – Helps us align messages and convey meaning “Its not your IQ. Its not even a number. But emotional intelligence may be the best predictor of success in life, redefining what it means to be smart.” Time Magazing, October 2, 1995

Aristotle “Anybody can become angry, that’s easy.
But to be angry with the right person - and to the right degree - and at the right time - and for the right purpose and in the right way - that is not within everybody’s power. That is not easy.” Aristotle

EQ Increases With Age

“Overcoming the sweet temptation of now”

Emotional Intelligence Domains
#1 Self-Awareness Know your own mood and how you feel about it Know your own emotional strengths and weaknesses Know words (signs) for your feelings Know what action options you have (what you can do about your feelings)

#2 Self-Management Know how to handle upset feelings Know how to calm yourself Know how to control impulses Know how to stay positive under pressure Know how to be flexible

#3 Self-Motivation Able to set your own goals and work to achieve those goals Able to set small steps to achieve large goals Able to continue to work despite frustration (perseverance) Able to follow through and finish tasks (persistence)

#4 Empathy Able to read and understand other people’s feelings Able to read body language Able to take another’s perspective Want to help others who are hurt or sad.

#5 Social Skills Able to get along with others Able to work well in groups and teams Able to make and keep friends Able to solve problems and conflicts with others Able to interact appropriately with different people in different situations

“Social Intelligence and the Biology of Leadership” by Goleman and Boyatzis
“Leading effectively, is . .. less about mastering social skill sets – than developing a genuine interest in and talent for fostering positive feelings in the people whose cooperation and support you need.”

Leadership & Emotional Intelligence (EI)
“…our rule of thumb holds that EI contributes 80 to 90 percent of the competencies that distinguish outstanding from average leaders--and sometimes more. To be sure, purely cognitive competencies, such as technical expertise, surface in such studies—but often as threshold abilities, the skills people need simply to do an average job.” “The leader acts as the group’s emotional guide. …foremost among the many jobs of leadership; driving the collective emotions in a positive direction and clearing the smog created by toxic emotions.” “The leaders set the emotional standard.” Primal Leadership; Goleman, Boyatzis & McKee

Use EI Competencies To…
Know yourself Understand others Communicate Manage difficult situations & conversations Provide helpful feedback Identify problems before they escalate Make better decisions

EI Domains and Competencies
Personal Competence Social Competence Self Awareness Emotional Self Awareness Accurate Self-Assessment Self-Confidence Social Awareness Empathy Organizational Awareness Service What I See Relationship Mgmt Inspirational Leadership Influence Developing Others Change Catalyst Conflict Management Building Bonds Teamwork & Collaboration Self Management Emotional Self-Control Transparency Adaptability Achievement Initiative Optimism What I Do Primal Leadership; Goleman, Boyatzis & McKee

Six Leadership Styles Goleman, Boyatzis and McKee
Commanding (Coercive) Pacesetting Visionary (Authoritative) Affiliative Democratic Coaching The Leader’s Modus Operandi Demands immediate compliance Sets high standards for performance Mobilizes people toward a vision Creates harmony & builds bonds Forges alignment through participation Develops people for the future The Style in a Phrase Do what I tell you Do as I do, now Come with me People come first What do you think? Try this Drive to achieve, initiative, self control Conscientious-ness, drive to achieve, initiative Self-confidence, empathy, change catalyst Empathy, building relationships, communication Collaboration, team leadership, communication Developing others, empathy, self-awareness Underlying EI Competencies Crisis Kick start Problem employees Quick results from motivated & competent team Change required Clear direction needed Heal rifts in a team Stressful situations Build buy-in Get input from valuable employees Help improve performance Long term development When Style Work Best Adapted From: Primal Leadership; Goleman, Boyatzis & McKee

EI Competency Development
Awareness is a major factor—your “autopilot” Who am I today—what are your strengths and gaps? Define your “Ideal Self”—who do you want to be? Develop a learning agenda—how can I build on my strengths while minimizing my gaps? Experiment with and practice new behaviors, thoughts, and feelings to the point of mastery Build a supporting and trusting relationships that can provide feedback and make change possible

Robert Greenleaf – The Servant as a Leader
“Do those served grow as persons? Do they while being served, become healthier, wiser, freer, more autonomous, more likely to themselves to become servants? A true natural servant reacts by listening first.”

Max De Pree – What is Leadership?
“Leaders don’t inflict pain; they bear pain.”

"You have not lived until you have done something for someone who can never repay you."
~John Bunyan

Robert Greenleaf – The Servant as a Leader
Everything begins with the initiative of an individual What are you trying to do? Listening and understanding Acceptance and empathy Foresight: The central ethic of leadership Awareness & perception

Anger dwells only in the bosom of fools.
Einstein Anger dwells only in the bosom of fools.

The Servant as Leader - James Autry
The Five Ways of Being BE Authentic BE Vulnerable BE Accepting BE Present BE Useful

1. Be Authentic One hat Genuine Bona Fide
The Five Ways of Being 1. Be Authentic One hat Genuine Bona Fide The same at work, at play & at home Integrity even when painful Based on spirituality from many philosophies and religions – Dr. Robert Greenleaf Center for Servant Leadership in Indiana. A person of integrity does not have divided loyalties (duplicity). They are not just pretending (hypocrisy). They can be identified by single mindedness. They have nothing to hide and nothing to fear. Their lives are open books. Service is the price we pay for citizenship Requires courage and Self-confidence Aristotle – Virtue, courage, temperance, prudence, moderation, Teams are full of people with ½ an idea looking for the other ½ Managers concentrate on doing things right, leaders on doing the right thing Tell me about a person who you see as being authentic – Doug Allen Servant Leadership - James Autry

2. Be Vulnerable Open Share yourself Show your passion
The Five Ways of Being 2. Be Vulnerable Open Share yourself Show your passion Show your courage Be honest with your feelings Who do you know that illustrates vulnerability – my parents – story of heroism Diane Keaton Servant Leadership - James Autry

3. Be Accepting More than approval Sense of inclusiveness
The Five Ways of Being 3. Be Accepting More than approval Sense of inclusiveness Don’t be derailed by irrelevant issues Embrace creative conflict Receive willingly Who do you know that illustrates accepting? Howard Shultz – Colin Powell - Ghandi Servant Leadership - James Autry

The Five Ways of Being 4. Be Present Doing two things at once is often being twice as inefficient at both Listen actively Be centered Being efficient is not the same as being effective Focused Who do you know that is always present? John Hickenlooper – Jim Donald – Launi Skinner Servant Leadership - James Autry

5. Be Useful Execute Be a resource to those around you Let go of Ego
The Five Ways of Being 5. Be Useful Execute Be a resource to those around you Let go of Ego Do it with love Utility with purpose Who is useful – Thomas Edison set a goal of an invention every 10 days and a major one every 6 months – has 1093 US patents and 2000 foreign patents When you need something done – look for the busiest person you know Servant Leadership - James Autry

The Servant as Leader - Exercise
The Five Ways of Being BE Authentic BE Vulnerable BE Accepting BE Present BE Useful In your teams, please tell stories where you have seen one of the Servant Leadership Five Ways of Being in practice in Aurora Each team will report back to the whole group.

Interview questions: 1. Do you think that most people want to do a good job? Yes – go to two No – end the interview 2. Do you think then, that most people will make every effort to do a good job if trusted to do a good job?

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