Written Report and Development Plan
yugigogo09
Session8OtherFocused.pptxUnleash Talent: Becoming Other Focused
Leadership Challenge Report
Each member has 5 minutes to share un update and get feedback on your project.
What is it?
What have you done to date?
How will you execute it?
What challenges do you need help with?
What is the extraordinary result you want to create?
How might others (beneficiaries, co-conspirator) feel about you are doing?
What are 3 or more ways that you could learn and achieve your objective?
Coaches
The Fundamental State of Leadership
Comfort Centered
Stick with what I know
Externally Directed
Comply with others
Self Focused
Place own interests above the group
Internally Closed
Block out external stimuli to avoid risk
Purpose Centered
Venture beyond familiar territory
Internally Directed
Behave according to my values
Other Focused
Put collective good first
Externally Open
Learn from and adapt to the environment
3
What makes some conversations difficult?
Don’t fully understand the perspective of the other person
Infused with emotion (ours or others)
Conflict oriented (different interests)
Sometimes it is easier to say nothing
3 Key Ideas: Our ability to communication (even during difficult conversations) will improve as we: 1. Better understand the perspective of others 2. Learn to recognize and regulate our emotions and the emotions of others 3. Work through conflict by identifying collaborative solutions
5
Example
Leader Question: “Is there anything else?”
Leader Interpretation: “Because I'm very inclusive ….when I'm doing stuff because I want it to be right. So my frustration is when people don’t give feedback.”
Follower Interpretation: “He is not interested if there is anything else. He is interested in transitioning to the next thing. So it is sort of like saying the word “Um,” okay next thing. It is just a transition for him.”
3 Key Ideas: Our ability to communication (even during difficult conversations) will improve as we: 1. Better understand the perspective of others 2. Learn to recognize and regulate our emotions and the emotions of others 3. Work through conflict by identifying collaborative solutions
7
3 Key Ideas: Our ability to communication (even during difficult conversations) will improve as we: 1. Better understand the perspective of others 2. Learn to recognize and regulate our emotions and the emotions of others 3. Work through conflict by identifying collaborative solutions
13
Emotional Intelligence (EQ)
It is the ability to perceive and harness emotions in ourselves and others.
Evidence suggests that emotional intelligence can be 2x as important to effective leadership as cognitive skills (e.g. strategic thinking) and technical skills (e.g. operations, accounting)
As an intelligence, we differ in our abilities to perceive and regulate our emotions.
(Goleman, 2000)
Suarez fo Af
14
Communication is…
53% Facial Expression and Gestures
38% Tone and Rhythm
7% Words
15
Emotional Intelligence
*Momm et al., 2014
*
Significant more (controling for tenure, education, experience). Employeers are willing to pay those. Political skill, collaboration.
Facial recognition.
91,370 on average per year than their peers
16
Mind in the Eyes Test
Ability to put themselves in the mind of the other person and attribute mental states to another.
This ability is the main way in which we make sense of or predict another person’s behaviors (Baron-Cohen et al., 2001)
playful
18
playful
19
Worried
20
Worried
21
Doubtful
22
Doubtful
23
desire
24
desire
25
How to Help Regulate Emotions
Ourselves
Identify triggers
Mental creation
Seek grounding (e.g. meditation, breathing)
Others
Read others emotions
Learn to respond appropriately
Demonstrate empathy
https://www.youtube.com/watch?v=-4EDhdAHrOg
26
3 Key Ideas: Our ability to communication (even during difficult conversations) will improve as we: 1. Better understand the perspective of others 2. Learn to recognize and regulate our emotions and the emotions of others 3. Work through conflict by identifying collaborative solutions
27
http://www.the3rdalternative.com/videos/
28
Leadership and Conflict Modes
Natural State of Self-Interest
In this state we see individuals as objects
Easily justify our decisions and blame others for their circumstance.
We undermine trust
Leadership requires us to be other focused and to empathize with others.
Leaders attend to the individual needs of members of the group.
Willing to sacrifice their own self-interest for the good of the group.
Builds trusting relationships.
(Quinn & Quinn, 2015)
29
Leadership as a State of Mind
How does one get in the Leadership Zone?
The theory is proposed in the book, “Lift: The Fundamental State of Leadership.” In its simplest form, the theory states that our psychological state impacts the influence we have on the world around us in at least three ways. It impacts our choices about which actions we take, and our actions, in turn, influence others. It influences the way in which we perform those actions. And it influences others directly through non-verbal communication. It also defines what features a psychological state must take in order for our influence to be most positive. It does this using the competing values framework. Research on the competing values framework has found that valued outcomes, behaviors, thoughts, and feelings can be classified simply along two dimensions, and that the values represented by these two dimensions are often in tension with each other. When individuals and organizations can keep the four categories of values in dynamic tension with each other, they tend to have the most positive impact. When people achieve a psychological state that keeps these four categories of values in tension with each other, we call it the fundamental state of leadership. Much research has been done on the impact of each of the four elements the fundamental state of leadership, and this research is reviewed extensively in the book.
30
The Fundamental State of Leadership
Comfort Centered
Stick with what I know
Externally Directed
Comply with others
Self Focused
Place own interests above the group
Internally Closed
Block out external stimuli to avoid risk
Purpose Centered
Venture beyond familiar territory
Internally Directed
Behave according to my values
Other Focused
Put collective good first
Externally Open
Learn from and adapt to the environment
31
Becoming Other Focused
Quinn & Quinn, 2015
How do others feel about this situation?
In and experiment to test the relationship between empathy and motivation to serve, researchers asked students to listen to the plight of another student who had broken both her legs in a car accident. Because of the time that the injured student had spent recovering the hospital, she had missed a number of classes and was in danger of having to drop an important class and fall a year behind in her program. One group of participants was asked to listen to what the student describe what happened and her current situation. Another group was asked to listen to the student’s experience but at the same time imagine how the injured student felt as they listened. Individuals were then told that the injured student would be able to stay in the class if they received help from another student. 71% of those that listened and imagined how the student felt volunteered. Of those that only listened, 31% volunteered.
Another experiment demonstrated that individuals moved by empathy were willing to take on an electric shock to save another from experiencing.
32
Developing Collaborative Solutions
Ask questions and listen intently.
“Seek to understand before seeking to be understood”.
Imagine how other might be feeling about this situation.
Identify underlying needs and develop a shared purpose.
Be creative. Identify different ways to meet needs of both parties and achieve the shared purpose.
“What are three or more ways that we could accomplish our purpose?”
Let’s go back to Alvarez. What was the first thing we did? We asked a question to cause us to empathize with each person.
33
Role Play Instructions
Group in teams of three
Have not worked with before
Mixed gender
Read the Instructions (1st page)
Break the three scenarios apart
Assign Initiator, Respondent, Observer
Familiarize yourself with your role/context.
IMPORTANT: Do not read scenarios out loud.
Practice developing collaborative solutions: 5 minutes for scenarios and 3 minutes for feedback
Alvarez (B)
Over the weekend, Pinto decided he “had” to fire Alvarez.
Saturday he called Bellini to explain the high termination costs. Then he got the Accounting Section to cut Alvarez’ termination check.
Pinto took the union leader to a club and persuaded him that action against Alvarez’ complaining was needed. He also noted they needed to introduce new products or forfeit their bonuses. The union prepared Alvarez’ common funds check that day.
Pinto called two security guards and told them to keep Alvarez from entering the plant, give him the checks, and the letter of firing, and make him sign it.
35
Alvarez (C)
When Alvarez was handed the checks and letter of firing he didn’t say a word.
Ten months after he was fired, Alvarez died of a heart attack.
36
http://www.the3rdalternative.com/videos/
37
“The art of communication is the language of leadership” - James Hume
https://www.youtube.com/watch?v=-4EDhdAHrOg
38
