1 / 27

Sally-Anne Cotton September 2008

The Disconnect Within Reconciling the Leader I am, the Leader I think I am and the Leader I wish I am. Sally-Anne Cotton September 2008. ‘It is not the strongest of the species that survives, nor the most intelligent. It is the most responsive to change.’ Charles Darwin.

moe
Télécharger la présentation

Sally-Anne Cotton September 2008

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Disconnect Within Reconciling the Leader I am, the Leader I think I am and the Leader I wish I am Sally-Anne Cotton September 2008

  2. ‘It is not the strongest of the speciesthat survives, nor the most intelligent. It is the most responsive to change.’ Charles Darwin The business of expanding your consciousness is not an option. Either you are expandable or you are expendable. Robert Schuller

  3. Searching for the Leader within can be confronting

  4. Some look in interesting places

  5. And interpretations vary

  6. Triangulating – each point adds greater accuracy

  7. Leader I am, Leader I think I am, Leader I wish I am Values Behaviours Possibility Leader I think I am Leader I am Individual Individual values and beliefs LSI 1 CTT LVA self CTT IVA PV Individual behaviours LSI 2 LVA others Collective Group values and beliefs CTT IVA CC Group behaviours CTT CVA CC My Leadership impact/shadow Based on the work of Ken Wilber

  8. Values linked to Behavioural patterns as Drivers of Transformation By linking patterns in the values (the unconscious drivers of behaviour) with the observed behaviours and thinking style of the individual and the ‘integrity wobble’ a powerful propulsion system for transformation emerges driven and owned by the individual and forms the basis for a Personal TransformationPlan for the Leader within and without CONTEXT IDENTITY VALUES BELEIEFS COMPETENCIES BEHAVIOUR RESULTS

  9. Transformation process

  10. Human Needs Human Motivations Seven Levels of Consciousness 7 SQ Service 6 Spiritual Making a Difference 5 Internal Cohesion EQ 4 Mental Transformation 3 Self-Esteem Emotional IQ 2 Relationship 1 Physical Survival

  11. The Human-Synergistics Circumplex

  12. LSI 1 Self LSI 2 Others = 1/3 of Participants > 1/3 of Participants < 1/3 of Participants 1/3, 1/3, 1/3 Rule

  13. An Integral Process of Leadership Development John Sample • 4 Step Process • 1 Debrief LSI 1& 2 • 2 Debrief LVA • 3 Debrief Integrity & Values • 4 Link: • LSI1 + IVA CC • LSI2 + TVA + IVA CC • LSI1 + TVA + IVA DC • I&V & Others

  14. Sailaway Group (20) Personal Values Current Culture Values Desired Culture Values 1. customer satisfaction (10) 2. continuous learning (9) 3. productivity (8) 4. profit (8) 5. teamwork (8) 6. achieving (6) 7. long hours (6) (L) 8. responsibility (6) 9. accountability (5) 10. commitment (5) 11. results orientation (5) 1. continuous learning (11) 2. respect (10) 3. honesty (9) 4. independence (9) 5. trust (8) 6. commitment (7) 7. reliability (7) 8. personal growth (6) 1. customer satisfaction (10) 2. employee recognition (10) 3. teamwork (10) 4. career progression (9) 5. continuous learning (7) 6. loyalty (7) 7. professionalism (7) 8. continuous improvement (5) 9. humour/fun (5) 10. information sharing (5) 11. leadership development (5) 12. open communication (5) PL = 12-0 IROS (P) = 1-5-6-0 IROS (L) = 0-0-0-0 1 Match PL = 8-0 IRS (P) = 5-3-0 IRS (L) = 0-0-0 2 Matches PL = 10-1 IROS (P) = 3-2-5-0 IROS (L) = 0-0-1-0 3 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organisational Blue = PV & DC match S = Societal Cultural Transformation Tools May 2008 Values Assessment

  15. Sailaway Group (20) BUSINESS NEEDS SCORECARD Current Culture Values Desired Culture Values Finance Finance Fitness Client Relations Evolution Culture Societal Contribution Societal Contribution Cultural Transformation Tools Business Needs Scorecard May 2008

  16. A tale of 2 Leaders PV CC DC PV CC DC CC DC Hers I Match O Matches 1 Match 0 Matches 1 Match 2 Matches CC DC His

  17. 15 Assessors' Top 11 Values 15 Assessors' Top 8 Values Her Values His Values accountability commitment efficiency fairness goals orientation honesty listener organisational growth professional supportive accountability ambitious global perspective honesty integrity long-term perspective reliable results orientation supportive teamwork listener (10) respect (9) honesty (8) supportive (8) humour/fun (7) open communication (7) accessible (6) compassion (6) professional (6) fairness (5) reliable (5) ambitious (8) commitment (8) power (6) (L) blame (5) (L) controlling (5) (L) goals orientation (5) open communication (5) profit (5) Entropy 1% Entropy 20%

  18. Entropy and requests • Evaluate the way you treat your employees. People feel like you can be belittling and condescending, and don’t appreciate being reprimanded in public. This is creating an atmosphere of intimidation and resentment. • Recognise all employees for their hard work and when they are doing a good job. • Curb your tendency to blame others when something goes wrong. • Build trust that employees are doing their best. • Become more visible in the office. Get out of your office so that you can be accessible and involved in organisational matters. People want you to take a more active role. • Don’t rely so heavily on email for communication.

  19. LVA Strengths • The assessors wrote in as his strong points: • Clear communicator • Knows what he wants to achieve • Courage • Self-confidence • Knowledge of the travel industry • Determination • Strives to be the best • Builds relationships with suppliers and customers • Approachability • Commitment to the business • The assessors wrote in as her strong points: • Easy to talk to • Professional • Approachability • Friendly • Commitment • Listener • Supportive • Fairness • Open communication • Relaxed nature • Kind

  20. His LSI How others see him How he sees himself

  21. Her LSI How she sees herself How others see her

  22. His

  23. Hers

  24. Some questions and answers What have you noticed has changed/improved over the past 4 months? Cultural shift in the way the team interact – some of them seem more committed, especially the ones that you never thought would be, these ones have really surprised me with their new commitment and enthusiasm. What have you learned about the Leader Within you from the leadership development coaching? Trust my inner feelings more is one That I am a good leader That I thought I was worse That I can become a more rounded and trusting one. What has been most impactful in the leadership development and why? It’s been a good exercise to see the difference between how I see myself and how others do. Where do you see the journey taking you and your company? Growing together and seeing the team grow as individuals and understanding each other.

  25. George Bernard Shaw • Democracy is a device that insures we shall be governed no better than we deserve. • * * * • The reasonable man adapts himself to the world; • the unreasonable man persists in trying to adapt the world to himself. • Therefore all progress depends on the unreasonable man. • . . . Perhaps too raising global consciousness relies on unreasonable agents of transformation

  26. David CooperriderCreator of Appreciative Enquiry ‘Change occurs by irresistibly vibrant and real visions.’

More Related