week 3 Cogitations for ICS 392 （Executive Coaching - Leadership in a VUCA (Volatile, Uncertain, Chaotic & Ambiguous Business Environment）
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2018winterhandoutrevised589day3-5.pdf
David Drehmer, PhD, ACC, FAAETS, FIOCPA, CSP
Copyright © 2018 by David E. Drehmer, PhD All Rights Reserved
The challenges of leading in a VUCA (volatile, uncertain,
chaotic & ambiguous) business environment
Powerpoint Day 3-5 EXECUTIVE COACHING: LEADERSHIP in a VUCA (Volatile, Uncertain, Chaotic & Ambiguous) BUSINESS ENVIRONMENT.
Name __________________________________________________________ If this workbook is found, please return it to the Management Department, DePaul University, Room 7000, One East Jackson Boulevard, Chicago, IL 60604 so that it may be returned to its owner.
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David Drehmer, PhD, ACC, FAAETS, FIOCPA, CSP Associate Professor of Management & Entrepreneurship, DePaul University Executive Director (emeritus), Performance Enhancement Institute, PC Licensed Clinical Psychologist, Consulting Organizational Psychologist Senior Scientist, Neuroscience Institute Clinical Director (emeritus) & Co‐Founder, Center for Traumatic Stress Founding Fellow, Harvard Institute of Coaching, Harvard Medical School Fellow, Center for Creativity and Innovation, DePaul University Mentor Coach, International Coach Federation Harvard Business Review, Advisory Council
Coaching: Leadership in a VUCA Business Environment
Tools Days 3‐5
What We Know Coaching is not a spectator sport.
~~ Anonymous
Good Coaching You’ve got to know the roadsigns
Sir John Whitmore
Ask, Don’t Tell
Coaching Management by Questioning
The quality of a question is not judged by its
complexity but by the complexity of thinking it
provokes.
‐‐ Joseph O’Connor
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Coaching Coaching is not about filling buckets; it is about lighting
fires.
Paraphrased from William Butler Yeats
Kindle the Inner Spirit In everyone's life, at some time, our inner fire goes out. It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the inner spirit.
Albert Schweitzer
Success Success isn't a result of spontaneous combustion. You must set yourself on fire.
Arnold H. Glasow
Ascending Goals If you achieve that, what would be the result?
Ascending Goals If you achieve that, what would that mean to you?
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Ascending Goals If you achieve that, what would that mean to you?
Ascending Goals If you achieve that, what would be the result?
Ascending Goals If you achieve that, what would that mean to you?
Ascending Goals If you achieve that, what would that mean to you?
Ascending Goals If you achieve that, what would be the result?
Storm It is not light that we need, but fire; it is not the gentle shower, but thunder. We need the storm, the whirlwind, and the earthquake.
Frederick Douglass
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Good Coaching You’ve got to know the road signs
Coaching Success
Find Courage
Light a Fire
Determination
Ascending Ladder
Transformation Life isn’t about finding yourself. Life is about creating yourself.
~~ George Bernard Shaw
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Questions to Guide the Transformational Coach
• Contracting – starting with the end in mind and agreeing how you are going to get there together
What would make this session a success, both for you and your organization?
What do you want to have achieved or shifted before leaving here?
Source: Hawkins, P., & Smith, N. (2006)
Questions to Guide the Transformational Coach
• Listening – facilitating the client in generating personal insight into the situation
What I am hearing from what you have said is.. What I am sensing from listening to you is ... The connections I am making between what you have been sharing are ...
Source: Hawkins, P., & Smith, N. (2006)
Questions to Guide the Transformational Coach
• Exploring 1 – helping the client to understand the personal impact the situation is having on themselves
What in you is standing in the way of your resolving this?
Source: Hawkins, P., & Smith, N. (2006)
Questions to Guide the Transformational Coach
• Exploring 2 – challenging the client to create new possibilities for future action in resolving the situation
What is the wildest option you can think of for dealing with this situation?
How would someone you admire deal with this situation?
Source: Hawkins, P., & Smith, N. (2006)
Questions to Guide the Transformational Coach
• Action – supporting the client in committing to a way ahead and creating the next step
What do you need to do right now to radically increase the percentage chance of success?
Rehearse your opening line right now, as if I am the person you need to speak to.
Source: Hawkins, P., & Smith, N. (2006)
Questions to Guide the Transformational Coach
• Review – taking stock and reinforcing ground covered and commitments made. Reviewing the process and how it could be improved. Planning the future review after the action has been tried
What would you like to improve or do differently the next time you have coaching with me?
When and where are you going to review this experimental plan you have just committed to?
Are we going to have another coaching session, if so when and where?
Source: Hawkins, P., & Smith, N. (2006)
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• We must learn to ask the right questions and we have to ask those questions often.
– Garry Kasparov
Video: David Peterson
David Petersen
Coach Development
Developmental Pipeline
David Peterson
Where there is a will, there is a way.
Too much way, not enough will
Does it ever feel like this?
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Ambivalence Feeling two ways about a thing
Normal part of change process
Common prior to and during habit change
A communication trap: person defends the other side of argument
Defense of status quo makes change less likely Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Tampa Florida VA
Change Talk – Sustain TalkChange Talk – Sustain Talk Preparatory
• Desire • Ability • Reasons • Needs
Mobilizing • Commitment • Activation • Taking Steps
Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change. New York, NY: Guilford Press.
Change Talk is Gold Desire:
I want to stop cutting class
Ability: I can do this if I just get a handle on my anger
Reasons: Getting high makes my roommates not want to be with me
Need: I need to do this so I won’t have to live at home anymore
Commitment: I will fill out the applications for financial aid
Activation: I’m ready to study and do better in school
Taking Steps: I went to all my classes last week
Adapted from Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Tampa Florida VA
DARN CATs
Desire Ability Reasons Need
Commitment Action Taking Steps
Dog Bark = DARN Cat Meow = CAT Silence = No change talkHerie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
“I don’t have a problem with grades – I can study anytime I want.”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
“I have been abstinent all week, but the cravings were REALLY bad!”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
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“I’m not here because I want to be here. My doctor told me that I won’t be able to get on the transplant list unless I quit smoking.”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
“I’m going to keep trying for as long as it takes – one day at a time.”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
“It’s unfair to make me take a class I don’t need and will never use.”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
“There is nothing I can do to pass. It’s hopeless and I’m helpless.”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
“Mom died and Dad lost his job. I have to work!”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
“I know my assignment is late but I have to study for the GREs.”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
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“This school sucks.”
Commitment Action Taking Steps
Desire Ability Reasons Need
Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
Commitment Action Taking Steps
Desire Ability Reasons Need
On Change Talk People are generally better persuaded by the reasons which they have themselves discovered than by those which have come in to the mind of others.
‐Blaise Pascal, Pensees, #10, 1660
Delusions about Promoting Change
Insight ‐ if you can just make people see
Knowledge ‐ if people just know enough
Skills ‐ if you can just teach people how to change
Hell ‐ if you can just make people feel bad or afraid enough
We often try to give them
Then they will change!? Adapted from Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Tampa Florida VA
When you’re not sure where to go next, then . . .
“A Psychological Law”
I learn what I believe as I hear myself speak. Bill Miller (Based on D. Bem, 1967, “Self‐Perception: An alternative interpretation of cognitive dissonance phenomena”)
Moyers et al., 2009.
Even subliminal messages.
“What coaches reflect, they will hear more of.”
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Affirm Autonomy & Then Zip
It is your choice whether to make this change
You are the one who gets to decide . . .
Regardless of what you do, I will be here to support you.
But if you keep using crack it will be very hard to get your kids back
But it sounds like the cannabis is really affecting your grades
But you know that you will probably get evicted from your housing if you keep using.
Equilibrium
Arguing for change tends to evoke further defenses for maintaining the status quo.
Bill Miller
David Burns’ Disarming Technique
Find truth in what the other person is saying, even if it seems illogical, self‐serving, distorted, or just plain “wrong.”
Motivational Interviewing
Client‐centered directive method for enhancing intrinsic motivation to change by exploring and resolving ambivalence.
Miller WR, Rollnick S. Motivational Interviewing: Preparing People for Change. 2nd ed. New York: Guilford Press; 2002.
Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change. New York, NY: Guilford Press.
Rosengren, D. B., & Guilford Press. (2012). Building motivational interviewing skills: A practitioner workbook. New York: Guilford Press.
Pantalon, Michael V. (2011). Instant influence :how to get anyone to do anything‐‐fast New York : Little, Brown
Motivational InterviewingMotivational Interviewing
Principles – EE DD RR SS • Express Empathy • Develop Discrepancy • Roll with Resistance • Support Self-efficacy
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Motivational InterviewingMotivational Interviewing
Resisting the righting reflex The desire to fix what seems wrong with people and set them promptly on a better course
Motivational InterviewingMotivational Interviewing
Don’t ever wrestle with a pig.
Both of you will get dirty.
The pig will enjoy it.
Motivational InterviewingMotivational Interviewing
Micro Skills -- OARS • Open-ended Questions • Affirmations • Reflective Listening • Summaries
Change Talk – Sustain TalkChange Talk – Sustain Talk Preparatory
• Desire • Ability • Reasons • Needs
Mobilizing • Commitment • Activation • Taking Steps
Scaffolding of Motivational Interviewing 1. Engaging: listening to understand the dilemma using OARS
2. Focusing: agenda setting, finding a common and strategic focus, exploring ambivalence, use of information and advice
3. Evoking: selective eliciting, selective responding, selective summaries toward change talk
4. Planning: moving to a change plan and obtaining commitment
Adapted from Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change. New York, NY: Guilford Press.
Engaging • Goals • Build a trusting and safe relationship • Understand the client’s reality • Understand the client’s feelings, beliefs, values, concerns (including importance and confidence)
• Recognize and affirm strengths, motivation • Accept without judgment what you have learned
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Skills in Engaging • OARS
• Replacing questions (fact gathering) with reflections
• Complexifying reflections
Motivational InterviewingMotivational Interviewing
Micro Skills -- OARS • Open-ended Questions • Affirmations • Reflective Listening • Summaries
Directive ReflectingDirective Reflecting
It’s been fun, but something has got to give. I just can’t go on like this anymore.
– You’ve enjoyed yourself. – You’re worried about what
might happen. – It’s time for a change.
Reflective ListeningReflective Listening It’s been fun, but something has got to give. I just can’t go on like this anymore.
Paraphrase: So, the fun has come at a cost. Amplified: You've had a fabulous time. Double‐sided: On the one hand, you've had a good run, and on the other you can see that it's coming to an end. Affective: You're a bit worried about where this is taking you.
Avoid the Dirty Dozen UNHELPFUL BLOCKS 1. ordering, directing 2. warning, threatening 3. moralizing, preaching 4. advising, giving solutions. 5. persuading with logic, arguing 6. judging, criticizing, blaming 7. praising, agreeing. 8. name‐calling, ridiculing 9. analyzing, diagnosing. 10.reassuring, sympathizing 11.questioning, probing 12.diverting, sarcasm, withdrawal
Thomas Gordon
Reflections
Reflect so that you move toward your goal. Military Families Network July 19, 2016 By David Christian, Ph.D.
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Moving Conversation Forward Powerful, Impactful, Challenging, Rewarding, Engaging
Surface Description (Simple Reflection)
Dip Below Surface (Complex Reflection)
• feelings, • hopes, • dreams, • thoughts, • expectations
Herie, Marilyn (2017). https://educateria.com/2017/02/22/a‐leadership‐manifesto/
Reflective ListeningReflective Listening It’s been fun, but something has got to give. I just can’t go on like this anymore.
Paraphrase: So, the fun has come at a cost.
Amplified: You've had a fabulous time.
Double‐sided: On the one hand, you've had a good run, and on the other you can see that it's coming to an end.
Affective: You're a bit worried about where this is taking you.
Reflective ListeningReflective Listening
I feel alone, no one will help me.
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening
I’m not smart enough. It comes so easily for others. . Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening I resent that my girlfriend gets to go out and party while I have to stay home and study.
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening I don’t need to do bullshit participation in class when there is better stuff on Youtube.
Paraphrase:
Amplified:
Double‐sided:
Affective:
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Reflective ListeningReflective Listening •I am very disappointed with this class and your attitude. Your lack patriotism, and your support for burning the American flag is disgraceful. It blows my mind how a professor of a prestigious university could behave like that. Frankly, I’m not interested in being told that I should support Islamic terrorists, rapist drug dealing Mexicans and Obamacare.
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening I know my assignment is late but I have to study for the GRE’s.
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening
Mom died and Dad lost his job. I have to work!
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening
There is nothing I can do to pass. It’s hopeless and I’m helpless
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening I’m going to keep trying for as long as it takes – one day at a time.
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective ListeningReflective Listening
I have been abstinent all week, but the cravings were REALLY bad!
Paraphrase:
Amplified:
Double‐sided:
Affective:
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Reflective ListeningReflective Listening
I don’t have a problem with grades – I can study anytime I want
Paraphrase:
Amplified:
Double‐sided:
Affective:
Reflective Listening • It sounds like… • What I hear you saying… • It seems as if… • I get the sense that… • I get the sense that you are wanting to
change, and you have concerns about… • I’m wondering if there’s a lot of pressure
on you to change, and you’re not sure you can do it because of difficulties you’ve had when you’ve tried in the past.
Offer a Summary Bouquet
Periodically summarize:
The problem as they see it
Options they like and why.
Agreements and follow‐up plans.
Military Families Network July 19, 2016 By David Christian, Ph.D.
Summaries It sounds like you’re concerned about your gambling use because it’s costing you a lot of money and there’s a chance you could end up in jail. You also said quitting will probably mean not associating with your friends anymore. That doesn’t sound like an easy choice.
Over the past three months you’ve been talking about changing your lifestyle, and it seems that just recently you’ve started to recognize that the less good things are outweighing the good things. That, coupled with your girlfriend leaving because you continued to be a workaholic makes it easy to understand why you’re now committed to making some lifestyle changes.
OARS: Summaries • Special form of reflective listening
• Structure: Indicate you’re about to summarize
• Be selective
• Note ambivalence & attend to change statements
• Be concise!
• End with invitation
• Use to change directions or ask a key question
Keys to Change Readiness
Importance
Confidence
Readiness
Adapted from Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Tampa Florida VA
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Paradox • Maybe now is not the right time for you to make changes.
• You have been continuing to engage in all night facebook activities and yet you say that you want to sleep. Maybe this is not a good time to try and make those changes.
• So it sounds like you have a lot going on with trying to balance health and family, and these priorities are competing with your commitment to school at this time.
Reflective Listening • Simple • Complex • Amplified • Double Sided • Metaphor • Roadblocks
Normalizing • A lot of people are concerned about
changing their… • Most people report both good and less
good things about their… • Many people report feeling like you do.
They want to change their___ and find it difficult.
• That’s not unusual, many people report having made several attempts before succeeding.
• A lot of people are concerned about…
Decision Balance
1 2
4 3
Good Things Not So Good
Things
Not Changing
Changing
Decision Balance
Columbo Approach So, help me understand, on the one hand you say you want to live to see your 12-year-old daughter grow up and go to college, and yet you get into fights with your boss and jeopardize your career. How will that help you live to see your daughter grow up?
Help me understand, on the one hand I hear you saying you are worried about keeping the custody of your children. Yet, on the other hand you are telling me that you are using crack occasionally with your boyfriend. Since you also told me you were being drug screen on a random basis, I’m wondering how using cocaine might affect your keeping custody of your children.
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Motivational Interviewing
Motivational Interviewing 1. "Why would you change?" 2. "On a scale from 1 to 10, how ready are you to change?" 3. "Why didn't you choose a LOWER number?" 4. "When you picture the change already having occurred, what do you see?" 5. "Why is that important to you?" 6. "What is the next step, if any?"
Instant Influence ‐ Pantalon
Instant Influence MI On Steroids
When faced with someone you’d like to influence,… Call it like it is: “We haven’t been seeing eye to eye. I can’t make you do this. It’s totally your choice. But let me ask you a few questions.”
Why might you consider_______? What would be in it for you? How ready are you to do___, from 1 to 10? Why not a lower number? Reiterate / reflect only their good answers.
Michael Pantalon
Instant Influence
Readiness Ruler How important is it to start using some of these strategies/tools?
How confident are you that you could apply them in your setting?
How ready are you to actually use them?
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
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Practice Goals What is one thing you will commit to practicing with others this week?
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
I know I should fix more meals at home and not bring home food from fast food restaurants so often, but I’m exhausted after working all day, and I just don’t have the energy to spend 2 hours in the kitchen. And even if I do cook at home the kids don’t want to eat what I fix and will ask for chicken nuggets or pizza.
REFLECTION…?
FAST FOOD RESTAURANTS
PROS and CONS Could you tell me some things you like about _______
What things are not so good about __________
What might happen if you don’t change?
How would changing _______ affect your family?
Providing Information Ask for permission. Provide nothing but the facts. Let client interpret it.
“Would it be okay if I shared information with you?” “What does this mean to you?”
Interest and Confidence Scaling On a scale of 0 to 10, with 10 being the highest, how interested are you in changing (INSERT BEHAVIOR)?
On a scale of 0 to 10 assuming you wanted to change (INSERT BEHAVIOR), how confident are you that you can do it? PROBE 1: Why did you not choose a lower number?
PROBE 2: What would it take to get you to a higher number?
Summarizing and Closing • Link to core values and strengths. ‐ ‐ “If it’s ok, I would like to go over what we have discussed today.”
• Closure – “What do you think might be a first step?”
• If ambivalent: “Would it be okay if I shared some strategies that have worked for other people?”
• If not ready to change: “It seems that you are not ready to make a change at this time ….”
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FRAMES (brief messages)
Feedback – risks and consequences of behavior.
Responsibility – “It’s up to you”. Advice – professional recommendation on
reasons for change. Menus – variety of strategies, not single
solution. Empathy – positive caring manner. Self–efficacy – “you can do it”.
Troubling Situations
• Danger • Confusion • Conflict • Deficit
Diagnosis: Danger Considered Response
• Listen • Acknowledge
feelings • Explore sources • Explore nature • Elicit emotional
reality Source: Clarkson, P. (1995) Change in Organizations. London: Whurr
Knee-jerk Reaction • Teach • Falsely
reassure • Rescue • Contract
unrealistically
Diagnosis: Confusion • Considered Response
– Restrain action – Clarify issues – Clarify roles – Clarify authority – Provide models and
maps – Explore options – Assess
impact/consequences
Source: Clarkson, P. (1995) Change in Organizations. London: Whurr
• Knee-jerk Reaction – Get sucked into the
confusion – Oversimplify – Accept one frame
of reference – Fight – Take sides
Diagnosis: Conflict • Considered Response
– Learn its history – Welcome it – Model conflict
handling – Value the differences – Validate all parties – Provide arena and
referee
Source: Clarkson, P. (1995) Change in Organizations. London: Whurr
• Knee-jerk Reaction
– Pathologize it – Fear it – Minimize it – Ignore it – Take sides
Diagnosis: Deficit • Considered Response
– Establish what they have
– Find what worked before
– Find out what did not work
– Start with where they are
– Establish needs and wants
– Provide relevant input Source: Clarkson, P. (1995) Change in Organizations. London: Whurr
• Knee-jerk Reaction
– Do it for them – Work with solved
problems – Solve symptoms – Give your favorite
package – Assure there
should be a training solution
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Coaching Red Flags
Borderline Personality Frantic efforts to avoid real or imagined abandonment.
Unstable and Intense relationships
Inappropriate or intense anger.
Recurrent suicidal gestures or self- mutilation
Marked reactivity of mood, affective instability
Chronic feelings of emptiness.
Alternates between idealization and devaluation
Impulsivity (spending, sex, drugs, driving, eating)
Depression Depressed mood
Diminished interest in pleasure
Weight loss or gain
Insomnia or hypersomnia
Fatigue or loss of energy
Recurrent thoughts of death
Feelings of worthless or guilt
Psychomotor agitation or retardation
Diminished ability to think or concentrate or indecisiveness
Dependent Personality Needs excessive advice and reassurance
Fears loss of support / approval
Needs others to assume responsibility
Feels helpless when alone
Difficulty in expressing disagreement -- fears loss of support or approval
Goes to excessive lengths to obtain nurturance
Bipolar Disorder (Manic) Inflated self-esteem / grandiosity
Racing thoughts
Highly goal-directed
Decreased need for sleep
Excessive pleasure
Moody & unpredictable
Schizophrenia Delusions
Hallucinations
Disorganized speech
Disorganized behavior
Blunted affect
Alogia
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Paranoid Personality Feels exploited, harmed, deceived
Preoccupied with doubts of loyalty or trustworthiness of associates
Reluctant to confide in others
Finds hidden demeaning or threatening meanings
Bears grudges
Suspicious of others
Antisocial Personality Fail to conform to social norms
Deceitful, lying, use of aliases, conning
Impulsivity – fails to plan ahead
Irritable/aggressive – fights
Disregard for safety of self & others
Fails at work / financial obligations
Lack of remorse
Suicidal Tendencies Alcohol / drug use
Truthfulness
Suicidal ideation
Suicidal plans
Suicidal means
Few options / stress coping
Self-destructive impulses
Threats
Remitting depression
Narcissism Grandiose sense of self- importance
Preoccupied with fantasies of success, power, brilliance, beauty or ideal love.
Requires excessive admiration
Sense of entitlement
Interpersonally exploitative
Lacks empathy
Appreciative Inquiry DISCOVERY Appreciating
“The Best of What Is”
DESTINY Sustaining
“What Will Be”
DREAM Envisioning
“What Could Be”
DESIGN Co-Constructing
“What Should Be”
Positive Topic
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Why would someone want to be led by you?
Management vs Leadership
Always Leading, Even When Following
Leadership is not about being in charge.
It’s about • supporting others’ success
• modeling integrity • being accountable • caring passionately
Herie, Marilyn (2017). https://educateria.com/2017/02/22/a‐leadership‐manifesto/
Warren Bennis
Being Present Reaching Out Expressiveness Self-Knowledge
There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish.
IMPROV to IMPROVE
This is ______________ And (s)he is an expert on ________ And feels _____________ about it.
Big Change, Fast…
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“There is nothing either good or bad, but thinking makes it so.”
Shakespeare & Leadership
Class Review
Class Endings
