lead 0510 leadership development the person as leader

LEAD 0510LEAD 0510Leadership DevelopmentLeadership Development

The Person As LeaderThe Person As Leader

Reflections on WerginReflections on Wergin

• What does it mean to you to live with “vocation”?

• To lead with vocation?

• To develop community with vocation?

Leadership from the Inside OutLeadership from the Inside Out

• The self as leader

• The leader in relationship with others

• The leader and the systems within which they lead

It’s All About ChoicesIt’s All About Choices

Two roads diverged in a wood, and I –

I took the one less travelled by, and that has made all the difference.

Robert Frost

It ain’t so much the things we don’t know that get us into trouble. It’s the things we know that just ain’t so.

– Artemus Ward

The Inner Self: Mental ModelsThe Inner Self: Mental Models

• Images, assumptions and stories that we carry

• Can’t navigate without them

• They determine what we ‘see’

• Typically tacit - often inaccurate

• Don’t respond to changes

DialogueDialogue

• Reflect on your “I am from” story

• How does the different elements shape how you see the world?

• Are all the assumptions valid?

• What might you want to reframe?

A Pool of Data is available.

The Ladder of InferenceThe Ladder of Inference

I take Actions based on my conclusions.

I reach Conclusions.

I make Assumptions.

I add Meaning (based on mental models).I select Data from what I observe.

I reinforce my mental models

A Process Approach to ReframingA Process Approach to Reframing

• Self talk: the languages of transformation

• Answers the question: why is change so difficult?

• Focus on deep but sometimes contradictory commitments

Languages of TransformationLanguages of Transformation

What sorts of things would I experience as more personally

supportive in my work environment?

Ground RulesGround Rules

• Define “supportive” as you see fit

• Don’t edit through filters like reasonableness or likelihood

• You might also include constraining things

Languages of TransformationLanguages of Transformation

“Nobody really talks to each other on our team; people talk about each other. There’s an

incredible amount of dysfunctional behind-the-back gossip and running

each other down. People have issues with other people but

the way we all handle it is that we talk about it with other

people.”

The Power of ComplaintsThe Power of Complaints

• Complaints contain the seeds of passion• Where there is passion, there is the possibility

for transformation• “Beneath the surface torrent of our complaining

lies a hidden river of our caring, that which we most prize or to which we are most committed.”

• A complaint is just a poorly worded request

Column 1Commitment

I am committed to the value or importance of…

More open and direct communication at work

Column 2 Column 3 Column 4

Column 1Commitment


More open, direct and strategic communication at work


What I am doing or not doing that prevents my commitment from being fully realized?

I don’t speak up when people don’t value the norms I value. Silently, I collude.

Why Is It So Hard to Change?Why Is It So Hard to Change?

• Fear is the gateway to the power behind our column two behaviors

• Fears are driven by real or perceived need for self-preservation

• We don’t just have fears; we are actively committed to keeping those things we are afraid of from happening

Column 1Commitment




What I am doing or not doing that prevents my commitment from being fully realized.

I don’t speak up when people don’t value the norm I value. Silently, I collude.

I may also be committed to…

Not being seen as the brave crusader, castrating bitch or miss-holier-than-thou… having people feel comfortable with me

Who’s Doing the Talking?Who’s Doing the Talking?

• Is it your best self or your inner critic?

• Who’s the “voice in the head’?

• What fears are they playing to?

Palmer’s Shadow Casting MonstersPalmer’s Shadow Casting Monsters• Insecurity about identity and worth: when we

are insecure about our own identities, we create settings that deprive others of their identities as a way of buttressing our own

• The belief that the universe is a battle ground, hostile to human interests

• Functional atheism, particularly for leaders who have a belief that ultimate responsibility rests with them alone

• Fear of the natural chaos of life• The denial of death itself and within that the

denial of failure

The Big AssumptionsThe Big Assumptions

• Default mode: assumptions are taken as truth

• Spoken by the our inner critic• Reflects the power of mental

models• Do we have assumptions – or

do they have us?• What assumptions are you

making?

Column 1




What I am doing or not doing that prevents my commitment from being fully realized.

I don’t speak up when people don’t value the norm I value. Silently, I collude.

I may also be committed to…

not being seen as the brave crusader, castrating bitch or miss-holier-than-thou… having people feel comfortable with me

I assume that if..

people did see me that way, I would be shunned , have no real connections at in my office and work would be a nightmare from which I would never wake up

Look at versus through the assumptionLook at versus through the assumption

• Step 1: – Observe ourselves in relation to the big assumptions

• Step 2:– Actively look for experiences that case doubt on the big

assumptions

• Step 3:– Design and run a safe, modest test

• Step 4:– Build up space between the (no longer) big assumption and

yourself

Expanding our “Knowing”Expanding our “Knowing”

• The human brain has the capacity to continually expand in terms of mental complexity

• One stage of knowing informs the next

• Shaped by “subject/object” separation

Kegan’s Orders of “Knowing”Kegan’s Orders of “Knowing”

Stage 1:Childhood

2nd Order:Durable categories

Instrumental mindset

Cognitive Capacities• Thinking is

concrete/logical/dualistic• Little or no relationship with the

future• Authorities know what is

right/wrong• Knowledge is certain

Intrapersonal Capabilities• Feelings/abilities are concrete &

stable• Feelings caused by something

external• Can control impulses• Sense of self is external

Interpersonal Capabilities• Relationships based on own needs

or desires• Can take another’s point of view if

not in conflict with one’s own

Learning and LeadershipLearning and Leadership

• How do we lead at this order of knowing?

Kegan’s Stages of “Knowing”Kegan’s Stages of “Knowing”

3rd Order:Cross-categorical knowing

Affiliative Mindset

Cognitive Capacities• Thinking is abstract• Can subordinate one’s perspective

to a bigger idea to which one is loyal

• Future is in the present• Knowledge is relative

Intrapersonal Capabilities• Identifies emotions as inner states• Can construct values and is self-

reflective• Sense of self derived externally

Interpersonal Capabilities• Relationships are focused on our

bond• Internalizes feelings of others• Concerned with preserving societal

bonds

The Great DivideThe Great Divide

• According to Kegan’s research, less than 40% of adults expand beyond an affiliative mindset?

• Why? Are they trapped?

The Drama TriangleThe Drama Triangle

The Victim

The Rescuer The Persecutor

Victims may be…Victims may be…

• Defensive

• Submissive

• Over-accommodating to others

• Passive-aggressive in conflict

• Depend on others for self-worth

• Manipulative

• Often angry, resentful, and envious

The PersecutorThe Persecutor

• Perceived cause of the Victim’s woes

• Persecutors and victims are symbiotic

• A person, circumstance, or condition

• Virtually always a story: a set of assumptions and conclusions

Persecutors may be…Persecutors may be…

• Manipulative and defensive

• Attacking preemptively

• Can be very subtle

• Victims of one Persecutor can become Persecutors themselves

• Fear of loss of control.

The RescuerThe Rescuer

• Role is to alleviate the victim’s fears

• Not always a person

• Usually comes with good motives

• Reinforces the Victim’s “Poor me!” perspective

Rescuers may be…Rescuers may be…

• Coming from a place of fear – fear of a loss of purpose

• Needing the victim in order to bolster their self-image

• They are their own kind of Persecutor

The Drama TriangleThe Drama Triangle

The Victim

The Rescuer The Persecutor

FearFear

Our Basic Orientation/Mental ModelOur Basic Orientation/Mental Model

Focus of our Orientation


Inner StateInner StateBehaviorBehavior

The Victim OrientationThe Victim Orientation




The Problem

The Problem




Inner StateInner StateBehaviorBehaviorTriggered State of

Fear

Triggered State of

Fear





Flight, Fight, or Freeze

Flight, Fight, or Freeze

Shifting our OrientationShifting our Orientation

• A Delusion: Our behavior is not driven by the problem – it’s driven by our inner state and our assumptions

• False hope: Problems are rarely solved permanently from within the Victim orientation

• Do you have reoccurring problems?

The Creator TriangleThe Creator Triangle

The Creator

The Coach The Challenger

The Creator OrientationThe Creator Orientation








Vision or Possible Outcome

Vision or Possible Outcome




Inner StateInner StateBehaviorBehavior Passion and

Excitement

Passion and

Excitement





Baby StepsBaby Steps

From Victim to CreatorFrom Victim to Creator

• Attention: Shift from what you don’t want (the problem) to what you do want (the outcome)

• Intention: Shift from getting rid of the problem to bringing the envisioned outcome into being

• Results: Shift from temporary and reactive to sustainable and deeply satisfying


4th Order:Complex Systems

Self-authoring Mindset

Cognitive Capacities• Systems thinker• Critically examines ideas and

weighs validity in context• Can see the whole in the parts• Knowledge is contextual

Intrapersonal Capabilities• Has internal authority• Can manage feelings and have

contradictory emotions• Self derived from more than one’s

relationships or roles

Interpersonal Capabilities• Can distinguish individuals in roles• Can set boundaries without feeling

one is compromising the relationship/role

• Celebrates differences


Stage 5:Trans-Systems Knowing

Self-transformational Mindset

Cognitive Capacities• Process & change oriented• Makes meaning in the moment as

life unfolds• Sees all ideas/perspectives as

incomplete• Embraces paradoxes opposites

Intrapersonal Capabilities• Continually redefines one’s self as

one moves in and out of different contexts

• Suspicious of a sense of wholeness• No longer invested in a particular

identity

Interpersonal Capabilities• Relationships are contexts for

experiencing paradox• Others are individuals in their own

processes and contexts

Mezirow: Transformative Learning Mezirow: Transformative Learning

• First - a disorienting dilemma• Self-examination with feelings of fear,

anger, guilt or shame• A critical assessment of assumptions• Recognition of one’s discontent and the

process of transformation are shared• Exploration of options for new roles,

relationships, and actions

Leadership and LearningLeadership and Learning

Transformational learning is a change in behaviour as a result of experience.

Learning ProcessLearning Process

Experience

Reflection

Conclusion

Plan

Lunch!!!!Lunch!!!!

• Enjoy lunch as a team• Get to know each other

and explore your issues and opportunities

• Begin to think about how you might frame one of them through the lens of leadership

Myers-Briggs Type Indicator (MBTI)Myers-Briggs Type Indicator (MBTI)

Explores personality differences between people by sorting them by Jung’s eight mental processes

Myers and BriggsMyers and Briggs

• Isabel Myers and her mother, Katharine Cook Briggs

• Mother Daughter team• Onset of WWII wanted to

create a practical tool• Focus on understanding

human differences

Myers-Briggs Type Indicator (MBTI)Myers-Briggs Type Indicator (MBTI)

• Over 50 years of research

• 2 million questionnaires administered annually in US

• Translated into 30 languages

• Myers-Briggs is the psychometric tool that other tools are measured against in terms of reliability and validity/accuracy

OverviewOverview

• Our psyche is continually adapting and responding

• Mental processes fluidly move in and out of consciousness

• We have access to all the functions but individuals will have preferences that develop patterns

• These patterns can be sorted into 16 personality types

Don’t box me in!Don’t box me in!

• You are unique

• You can chose to step out of type

• Type describes patterns of behavior based on natural preferencespreferences

Preference?Preference?

Crack the CodeCrack the Code

• Each category is represented by a letter

• When you put the letters together they create the short form for your type code

Where do you get your energy?Where do you get your energy?

Extraversion

• Get energy from the external world of people, activities or things.

Introversion

• Get energy from the internal world of ideas, emotions, reflections or impressions

Which are you?Which are you?

Extraversion

• Broad interests• Do-think-do• Speak-think-speak• Know thoughts by talking

them• Others usually know what

you are thinking• Tend to have many

friendships

Introversion

• Deep interests• Think-do-think• Think-speak-think• Reflect and then share

conclusion• Others have to ask

what you are thinking• Tend to have fewer /

deeper friendships

Gathering InformationGathering Information

Sensing (S) Intuiting (N)

SensingSensing

• Focused on the here and now, “what’s going on”.

• Aware of rich detail that is practical and concrete

• Bottom up learning• “What are all the facts?”• “How does this compare to what came

before?”

IntuitingIntuiting

• Conceptual thinking not limited to the concrete

• See the big picture and connect to abstract themes

• “What are all the interpretations?”• “What are the future possibilities?”• Readily sees patterns and themes• Visualize the future

Gathering InformationGathering Information

Sensing (S) Intuiting (N)

Making DecisionsMaking Decisions

Thinking (T) Feeling (F)

ThinkingThinking• Focus on making decisions

objectively and logically• Want decisions to be make from

an objective and defendable position

• Examines cause and effect relationships

• “What is right?”• Value precision• May reject approaches that don’t

fit the logical framework• Prefers objective principles

FeelingFeeling• Makes decision based on values

• Desire consistency in values either personally or within a group

• “What’s expected here?”

• Focus on impact on important relationships

• “How are they going to feel?”

• High desire for external harmony

• Decisions based on values, especially group values

• Appreciates the contribution of every person

What’s Your Preference?What’s Your Preference?

Thinking (T) Feeling (F)

Decision-making or Information Gathering?Decision-making or Information Gathering?

Judging• Prefers decision-

making• Outcome oriented• Planful / decisive• Works early

before deadline• Prefer closure

Perceiving• Prefers gathering

information• Process oriented• Free flowing• “Last minute” on

deadlines• Prefer open-ended

Put it all together.Put it all together.

Extravert Introvert

Sensing Intuiting

Thinking Feeling

Judging Perceiving

Compare with your report.Compare with your report.

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Not all functions are created equal …Not all functions are created equal …

Dominant

Auxiliary

Tertiary

Inferior

Where do you fit?Where do you fit?

ISTJISTJ

Si Te Fi Ne

ISFJISFJ

Si Fe Ti Ne

INFJINFJ

Ni Fe Ti Se

INTJINTJ

Ni Te Fi Se

ISTPISTP

Ti Se Ni Fe

ISFPISFP

Fi Se Ni Te

INFPINFP

Fi Ne Si Te

INTPINTP

Ti Ne Si Fe

ESTPESTP

Se Ti Fe Ni

ESFPESFP

Se Fi Te Ni

ENFPENFP

Ne Fi Te Si

ENTPENTP

Ne Ti Fe Si

ESTJESTJ

Te Si Ne Fi

ESFJESFJ

Fe Si Ne Ti

ENFJENFJ

Fe Ni Se Ti

ENTJENTJ

Te Ni Se Fi

S – 1st

F – 4th N – 2nd

T – 3rd

Problem SolvingProblem Solving

Situation

Impact Possibilities

Evaluation

Problem SolvingProblem Solving

First Process/ Greatest Energy

24

Second Process/ Considerate Energy

20

Third Process/ Moderate Energy

12

Fourth Process/ Minimal Energy

4

ProblemProblem SolvingSolving

Two Problem Solving ModelsTwo Problem Solving Models

ESTJ INTJ

OvernightOvernight

• Review Rinehart

• Thoughts for your team meeting tomorrow

• Reflections on today

lead 0510 leadership development the person as leader

Documents

people dont value

team people

selfpreservationwe dont

strategic communication

importance ofmore open

assumptions valid

reframingself talk

leaderthe leader