1. Becoming a Catalyst Leader True Colors Activity-Part 1 Ben Bowman-June 2014

2.  an inventory  an activity  a team-builder W HAT IS TRUE COLORS ? (True Colors is a Trademark of True Colors International.)

3.  Complete the 11 questions on page 3 of your handout  Give 4 points to the phrase “most like you”  3 to the next most like you  2 to the next and  1 point to the phrase least like you. Getting Started

4.  Add up your responses on page 5 of your handout  Identify a primary & secondary color---your 2 highest numbers  These two colors are your preferred styles Getting Started Question Number A (response) BCD 1 2 3 4 213

5.  All colors are a part of you---not all are preferred styles.  Valuable for improving your effectiveness in working with others  Everyone is unique and everyone has potential for growth and change P OINTS T O REMEMBER

6.  Blue  Relationship oriented  Gold  Structure oriented  Green  Cognitive oriented  Red  Intuition oriented T HE F OUR T RUE C OLORS Please pick up your color bands as you leave. If you had a tie score on some of the colors, please pick up one band for each color.

7. Becoming a Catalyst Leader Part 2: Leadership Growth Through Understanding Yourself and Others

8. What is a Catalyst Leader? Someone who sparks action in others.

9. What Defines a Catalyst Leader?  Their approach to people and leadership.  What they provide for the people they lead.  What they ask of and encourage in the people they lead.

10.  How they conduct themselves.  Their impact on people and results.  A willingness to walk (or roll) with and learn from everyone. What Defines a Catalyst Leader?

11. An Example of Catalyst Leadership:  Eric Schmidt, Larry Page & Sergey Brin : Ben Bowman Bill Campbell

12.  Understand themselves  Understand their reactions  Know how to maximize what they do well  Have a positive attitude  Know how to adapt their behavior Successful Leaders:

13. How does prior knowledge and life experience affect our interactions? Consider the Johari Window Joseph Luft & Harry Ingham, 1955 1 Open/ Free area 2 Blind Area 3 Hidden Area 4 Unknown Area

14.  Known by the person ('the self') and known by the group ('others'). Johari region 1 Open/Free AreaBlind Area Hidden AreaUnknown Area

15.  What is known about a person by others in the group, but is unknown by the person him/herself. Johari region 2 Region 1 Open/Free Area Region 2 Blind Area Region 3 Hidden Area Region 4 Unknown Area

16.  What is known to us but kept hidden from, and therefore unknown, to others. Johari region 3 Region 1 Open/Free Area Region 2 Blind Area Region 3 Hidden Area Region 4 Unknown Area

17.  Unknown to the person him/herself and unknown to others in the group. Johari region 4 Region 1 Open/Free Area Region 2 Blind Area Region 3 Hidden Area Region 4 Unknown Area

18. -The open free region is small because others know little about the new person. -Similarly the blind area is small because others know little about the new person. -The hidden or avoided issues and feelings are a relatively large area. -The unknown area is the largest, which might be because the person is young, or lacking in self-knowledge or belief. Johari window model - example for someone we just met

19. Johari window- Someone we know  The open free area is large  Unknown area is smaller

20. BLUEGOLDGREENRed Esteemed by:Helping People Being of Service InsightsRecognition Appreciated For: Unique Contributions Accuracy and Thoroughness Their IdeasCreativity Validated By:Personal Acceptance Appreciation of Service Affirming Their Wisdom Visible Results At work they are: A FacilitatorProceduralPragmaticFlexible Their specialty is: RelationshipsResultsStrategyEnergy Overall moodCommittedConcernedCool, Calm, Collected Enthusiastic Key character trait: AuthenticityResponsibilityIngenuitySkillfulness WHAT IS YOUR COLOR?

21.  Expects others to express views  Assumes “collaborative spirit”  Works to develop others potential  Democratic, unstructured approach  Encourages change VIA human potential  Expects people to develop their potential Blue

22.  Expects punctuality, order, loyalty  Assumes “right” way to do things  Seldom questions tradition  Rules oriented  Detailed/thorough approach, threatened by change  Prolonged time to initiate any change  Expects people to play their roles Gold

23.  Expects intelligence and competence  Assumes task relevancy  Seeks ways to improve systems  Visionary  Analytical  Encourages change for improvement  Constantly “in process” of change  Expects people to follow through Green

24.  Expects quick action  Assumes flexibility  Works in the here and now  Performance oriented  Flexible approach  Welcomes change  Institutes change quickly  Expects people to “make it fun” Red

25. Please Consider Red

26.  … are the needs of your primary color?  … frustrates you about other colors?  … frustrates you about your color?  … traits of your color serve as an asset in your role as a parent?  How could knowing about your color (behavioral style) and colors (behavioral styles) of family members or those with whom you interact be beneficial? What…

27.  Consider assignment 1 on page 15 of the handout.  Review the Leadership Action Plan on Page 18 and complete the first two sections  Find someone with a different color wristband for section 3 and complete the activity True Colors Activity

28. Interview Questions: 1. Tell me how you dealt with a major frustration in one of your previous projects or areas of responsibility. 2. Please explain what kind of environment has been important for you to best demonstrate your potential. 3. Describe how you were involved with a significant achievement in a previous life experience. True Colors Exercise

29. How Do We Recognize a Catalyst Leader? Take a look in the mirrorTake a look at your children