the essence of leadership

ILA 8th Annual Conference A u t h e n t ic i t y 2 0 0 6

L e a d e r s h ip & T h e N e w M in d s e t : T h e E s s e n c e o f

L e a d e r s h ip Co me s F r o m W it h in

International Leadership Association, 8th Annual Conference, Chicago, IL, November 2-5, 2006


Natural Physical Assets: land, minerals, oil

C o m p e t i t iv e A s s e t s

19th and 20th Century

Mid 20th Century

Late 20th Century

Now – B-Web

LAND OILMINERALS

U n d e r s t a n d in g . . .

E q u ip me n t

F in a n .

A s s e t s P la n t s

H u m a n K n o w led g e


C h a n g in g C o m p e t i t iv e A s s e t s

205AIG19DuPont6Canadian Rail11

241AOL27GE6Standard Oil8

239Walmart24Gulf Oil6NY Railroad9

226Vodafone233M6Penn Railroad10

244Intel31Xerox7S.H. Kress7

IBM

Pfizer

Exxon

Cisco

Citigroup

Microsoft

GE

2001

27132Texaco7F.W. Woolworth6

19419Avon5Consolid. Gas12

28451Exxon8DuPont5

30651Eastman Kodak9General Electric4

31476General Motors9U.S. Steel3

335102AT&T18AT&T2

459159IBM22General Motors1

Market Value

Market Value 1969Market

Value 1928Rank

(In billions)Rotman Management 2002


Organizations have needed to… Be smarter Move quicker Cut Labor Costs Stay ahead of trends Make radical technological advances

Has resulted in… Downsizing, mergers & acquisitions Death of the loyalty culture Ever-changing & unpredictable job

world Work rotation among many teams Shift to networks and partnerships Inconsistent social group formation

and support

T h e R e s p o n s e

The Workforce Needs to… Adapt and change quickly Increase their value through

constant skill development Perform at high levels with less

structure and guidance

Has resulted in… Occupational half-life Frequent job changes seeking a

“better” opportunity to gain skills Workers doing many jobs in order

to respond to the quick changes Increased stress among workers New focus on balance and well

being versus just job fulfillment


70% of employees look for another job while you are paying them.

50% of all middle managers are currently looking for another position.

Only 28% of employees plan to be with their current company more than 10 years.

Volunteer resignations are the highest level in 20 years.

T h e W o r k f o r c e

D is s a t is f ie d W o r k f o r c e

Corporate Leadership Council 2004


Thinking about that same job today, do you think your job is...

When you began work for your current employer, did you think your job would be…

Fast Company-Roper Starch Worldwide 1999 Survey

5%D) The most meaningful

thing in your life.

46%C) Just as meaningful as

family life and other activities.

37%B) Meaningful, but not

as meaningful as the rest of your life.

12%A) Mostly just a way to

make money.

C h a n g in g N e e d s

Rotman Management 2002

18%

19%

4%

26%


78% say they feel the need to experience spiritual growth – up from 20% in 1994 (2004 Gallup survey)

Since 9/11 57% say they think more about their spiritual lives (Time/CNN/Harris Interactive poll)

16.5 million people practice yoga in 2005, up 43% since 2002

10 million meditate, doubled from a decade ago (2003 Time Magazine)

1998 Colorado Shambhala Mountain Center, a yoga & meditation center, had 1342 visitors in 1998 and in 15,000 in 2003

Half of US adults have explored alternative care (2002 Newsweek)

Socially responsible investing increased 5,000 % in last 2 decades (Social Investment Forum, Washington, DC)

Aburdene, P., Megatrends 2010

C h a n g in g N e e d s


T h e D is c o n n e c t

“At the very moment when organizations have the highest need

for competent, committed and engaged workers, employees have a

totally different need- a sense of well-being,

consistency and belonging.”

Roger Martin, Dean at Rotman 2002


“Leaders have always been products of the organizations they

lead. As such, how we think about organizations has driven

the way we think about leadership.”

-Roger Martin, “The Death of Heroic Leadership”

E v o lu t io n o f L e a d e r s h ip


Natural Physical Assets: land, minerals, oil

C o m p e t i t iv eA s s e t s

19th and 20th Century

Mid 20th Century

Late 20th C.

Now – B-Web

LAND OILMINERALS

U n d e r s t a n d in g . . .

Equipment

Finan.

AssetsPlants

Human

Knowledge

Now

B Webs

L e a d e r s h ip ’ s E v o lu t io n

HOLISTIC

EMERGING

MECHANISTIC

HUMANISTIC


E v o lu t io n o f L e a d e r s h ip

Radiating spiritual qualities

StewardshipParticipative empowerment

Command and convince;

Directive

Leadership Style

Spiritual fulfillment and service to society

Wealth with accountability

Wealth and power, win-win

Wealth and power for owners, shareholders

Purpose of Business

Internal AlignmentTriple Bottom Line

Financial, Employer of Choice

Maximizing Profits

Measures of Success

Contexts of Business Leadership in the West

Enable people to express their spiritual purpose

People are key asset

People are unique

People are interchangeable parts

Managing People

Fulfillment of their essential nature and purpose

Doing good for self and society

Fulfillment of Needs

Rewards & punishments

People are Motivated by

People are spiritual in nature

Inter-dependent and self-organizing

Inherently goodNeeds to be & can be controlled

Nature of Human Beings

ConsciousHolisticHumanisticMechanistic

Spirituality: The Emerging Context for Business Leadership, www.globaldharma.org


In Wonderland, Alice

asks the cat, “Which road should I take?” “Do you know where you want to go?” inquires

the cat. “No,” says Alice.

To which the cat replies, “Then any road will get you there.”

L e a d e r s h ip a t a C r o s s r o a d s


The Death of the Hero Leader

“Organizations suffer when we ask too much of our leaders and too little of ourselves.”

-Bolman & Deal, Leading with Soul



“Leadership is much more an art, a belief, a condition of the heart,

than a set of things to do.”

-Max De Pree



Paradox of Leadership: “The minute you think you’re a leader, you’re not.”

-Jon Kabat-Zinn

P a r a d o x o f L e a d e r s h ip


Owning Opposites• Know your “dark side” intimately• Uncover and face your worst fear • Embrace uncertainty

Risk Showing Your Humanness• Track your trust index• Act on your ideals

F in d in g Yo u r T r u e T o n e


Finding Your True Tone – Owning Opposites

Feels good to have it Accepting Powerlessness

Need to control others

Need to be right and to know Not knowing, relying on expertise of others

Hard wired biases,Judgmental tendencies

Embracing diversity, Unique gifts of others

Power

Expertise/Competence

Control

Relationships/Connection

Trust

Openness

Empowering All

Assuming you are trusted Trust building, being trustworthy

Means to an end Genuine interest in others

InclusionNeed to belong, be valuedNeed to be independent


54.5% define trust as “do no harm” (Level 1) 45.5% define trust as “beneficial and supportive to another” (Level 2)

56% say senior Leaders influence how much trust there is in an organization vs. 45% for middle managers.

58.4% say it’s difficult to trust that senior leaders consider their needs.

98% of managers say their employees trust them

Factors that maintain Level 2 Trust:• Acts of kindness• Helping others develop their own style• Genuineness• Candor & openness

Top 2 factors that build trust in senior leaders: • #1 Consistency of communications with action• #2 Candid and sincere communications

T h e T r u s t F a c t o r


Trust Reflection Questions

1. How do you define trust?

2. What’s your “Self Trust Level?”

3. What’s your “Other Trust Level?”

9. Do you know your “Trust-ability” Factor?10. Do you increase

Yo u r T r u s t In d e x


> “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond imagination. It is our light more than our darkness which scares us.”

- Marianne Williamson

L e a d e r s h ip a n d t h e n e w m in d s e t


R e f e r e n c e s

Abrashoff, M. (2003). The people who win the wars. Fast Company, May 2003, Issue 71, p. 40.

Aburdene, P. (2005). Megatrends 2010: The rise of conscious capitalism. Charlottesville, VA: Hampton Roads.

Bolman, L., Deal, T. (1995). Leading with soul: An uncommon journey of spirit. San Francisco: Jossey-Bass.

Covey, S. (2004). The 8th habit: From effectivenss to greatness. New York: Free Press.

De Pree, M. (1989). Leadership is an art. New York: Doubleday.

George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.

Handy, C. (1998). The hungry spirit: Beyond capitalism: a quest for purpose in the modern world. New York: Broadway Books, A division of Bantam Doubleday Bell Publishing Group.

Hawley, J. (1993). Reawakening the spirit in work: The power of dharmic management. San Francisco: Berrett-Koehler.

Herman, S., Korenich, M. (1977). Authentic management: A gestalt orientation to organizations and their development. Addison-Wesley.


R e f e r e n c e s

Insightlink Communications (2004). The state of employee satisfaction. Retrieved 8/20/06 from http://www.insightlink.com/State_of_employee_satisfaction.html.

Lampman, J. (2003). A new spirit at work. Retrieved 9/12/06 from http://www.csmonitor.com/2003/1117/p14s03-wmgn.html.

Leigh-Taylor, C. (2000). Business leadership as a spiritual discipline. The Physician Executive.

Martin, R. (2002). Growing communities of human capital. Retrieved 8/16/06 from http://www.rotman.utoronto.ca/rogermartin/publications.htm

Martin, R. (2002). The death of heroic leadership. Retrieved 8/16/06 from http://www.rotman.utoronto.ca/rogermartin/publications.htm

Maxwell, J.C. (1998). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville: Thomas Nelson, Inc.

Michaels, E., Handfield-Jones, H., Axelrod, B. (2001). The war for talent. Boston: Harvard Business School Publishing.

Miller, W., Miller, D. (2002). Spirituality: The emerging context for business leadership. Retrieved 9/8/06 from http://www.globaldharma.org

Miller, W., Miller, D. (2006). Wisdom leadership: Exploring its relations to spirituality. Retrieved 9/8/06 from http://www.globaldharma.org

http://www.csmonitor.com/2003/1117/p14s03-wmgn.html

http://www.globaldharma.org/




R e f e r e n c e s

Peck, M. S., (1993). A world waiting to be born: Civility rediscovered. New York: Bantam Books.

Richmond, L. (1999). Work as a spiritual practice: A practical Buddhist approach to inner growth and satisfaction on the job. New York: Broadway Books.

Robbins, H., Finley, M. (1995). Why teams don’t work: What went wrong and how to make it right. Princeton, NJ: Peterson’s.

Rosen, R., with Brown, P. (1996). Leading people: Transforming business from the inside out. New York: Penguin Group.

Scherer, J., with Shook, L. (1993) Work and the human spirit. Spokane, WA: John Scherer

& Associates.

Senge, P. (1996). The ecology of leadership. Leader to Leader, No. 2., Fall 1996. Retrieved 10/2/06 from: http://leadertoleader.org/leaderbooks/l2l/fall96/senge.html

http://leadertoleader.org/leaderbooks/l2l/fall96/senge.html