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Fundamentals of

Leadership

Rotaract and Friends

BPML – La Tour Koenig

Sat 20 and Sat 27 Sept 2014

Today’s Agenda

• Welcome and Introductions

• Ice-breaker

• Leadership, Change and Citizenship

• Change and Self-awareness - 1

• Break

• Groups for Social Change

• Change and Self-awareness - 2

• Questions & Answers, Open discussion

Looking at the Future

• How do you see yourself in 15-20 years?

• What would you LIKE your personal and

professional situation to be?

• Will you Change?

• Who will take you there?

…who will lead Your Life?

4

Brainstorming

• What do we mean by leadership?

• What is the goal of leadership?

• Do we have a common understanding?

• What names come to mind when we

think of great leadership?

What is leadership?

• Leadership is motivating, mobilizing,

directing people to collaboratively

pursue a shared vision that

produces positive transformation

• Leadership is an ethical process, an

activity

• Why ethical?

The Goal of Leadership

• The goal of leadership is to mobilise

oneself and/or others to change in a

positive and sustainable manner

• Sustainability will depend on our ability

to grow other leaders

• REAL leaders continue to influence

even in their absence

Leadership and status

• Leadership is an activity not a status

• Leadership is exercised at all levels of the

organisation – not just at the top

• Leadership is not to be confused with being

the boss, the head, the manager, the

rector, the minister, the prime minister etc

– These titles only indicate authority/power

• Servant leadership

Leadership v/s Authority

• Authority, influence and power are

critical tools

• But they do not define leadership

Leader-Follower Dynamic

Good leaders

• Trustworthy

• Honest

• Committed

• Innovative

• Competent

• Courageous

• Takes initiatives

Good followers

• Trustworthy

• Honest

• Committed

• Innovative

• Competent

• Courageous

• Takes initiatives

• Great followers produce great leaders…

• Great leaders produce great followers

• Transformational leadership

espouses a relationship between

leaders and followers in which each

transforms the other.

Transformational

Leadership

Leaders transform followers,

helping them to become leaders

themselves

Both deeply involved in the dance

of change

Transformational

Leadership

• The aim of leadership is to transform

leaders and followers into better, more

self-actualized people

• The process involves leaders and

followers raising one another to higher

levels of motivation and morality

Transformational

Leadership

Transformational

v.s

Transactional Leadership

• Transactional leadership involves

power wielders engaged in a politics of

exchange

• more interested in satisfying their

own purposes than in the

aspirations of their followers

Looking at the Future

• How do you see Mauritius in 15-20

years?

• What would you LIKE to see ?

• What changes do you wish

• At country level

• In your organisation

• In the way people behave

15

Looking at the Future

• Make a list of 8-10 wishes / changes (5

min)

• Random sample of wishes

• Simple Changes?

• How long will it take?

• Who will DO the Changes? 1, 25, 70…?

• Who leads the country‘s life? 16

―Change will not come if we wait for

some other person or some other

time. We are the ones we've been

waiting for. We are the change that

we seek.‖

Barack Obama

Leadership is redundant if the goal

is to maintain status quo.

Absence of required change is an

evidence of leadership failure. –

Leadership for social

change

Leadership for social

change

• Sustainable Change is the ultimate

goal of the creative process of

leadership – to make a better society

/ a better world or simply to live a

better life

Technical

Problems

• Tire puncture

• Fused bulb

• Bone fracture

• Short-sightedness

Adaptive

Challenges

• Severe heart condition

• Drug addiction

• High crime rate

• Corruption

Leadership for social

change

Need to differentiate between

• Technical problems

• Adaptive challenges

Leadership for social

change

• Technical problems: solutions are

known to the relevant experts /

authorities

• No specific effort required from

those affected

Leadership for social

change

• Adaptive challenges: requiring

collaborative and innovative

approaches, and changes in people‘s

priorities, beliefs, lifestyles, learning

AND effective leadership

–With risks of failure / losses

Leadership for social

change

• Leadership is a relational and ethical

process of people together attempting

to accomplish positive, sustainable

change

– focus on values and authentic

relationships

Citizenship

Citizenship

• Citizenship involves working to make

a difference in the civic life of our

communities

• And developing the combination of

knowledge, skills and values and

motivation to make that difference

Citizenship

• Citizenship means more than

membership; it implies active

engagement of the individual and the

leadership group in an effort to serve

the community.

Ubuntu – South African Concept

My humanity is caught up, is

inextricably bound up in yours – a

person is a person through other

persons – one belongs to a

greater whole and is diminished

when others are humiliated or

diminished

Good v/s Active

Citizenship

• You see a hungry man

• Good citizenship

• …..Give a man a fish

• Active citizenship

• …..Teach him how to fish

• Transactional v/s Transformational

• Technical v/s Adaptive

• Short term v/s Sustainable

Active Citizenship

• Sustainable Change should be

preceded by an in-depth

understanding of the underlying

systemic causes

• Focus on root causes of problems

• Focus on building relationships and

collaboration with others (including

the ‗victims‘)

Active Citizenship

• Not charity and shallow volunteerism

• Charity - risk of creating dependencies

• Charity – annual events

• Are we really solving the problem?

Break

32

Groups and Social Change

• Why do you do Community Service?

• Why do Rotaract/JCI/NGOs exist?

• Why did you join a group?

33

Groups and Social Change

• Enumerate some activities of your group

• Good or Active Citizenship?

• Are we making Sustainable Change?

• Are we Solving the problem?

• Technical or Adaptive?

• Are we collaborating with the victims?

• Essential ingredient for Collaboration...

• TRUST 34

Groups and Social Change

• Difficulties when working in Groups

• Results of Questionnaire – discussion

• Root Causes?

35

Groups and Social Change

• Essential Group Values

• Common Purpose

• Collaboration

• Controversy with Civility

Do you have them?

36

Break

37

Recap - What is leadership?

• Leadership is motivating, mobilizing, directing people to collaboratively pursue a shared vision that produces positive sustainable transformation or change

• Leadership is value-based process … an activity

• Exercising leadership v/s exercising power or authority - titles help but are not essential

Recap -The Goal of Leadership

• The goal of leadership is to mobilize

oneself and/or others to change in a

positive and sustainable manner

• Sustainability will partly depend on the

nature of the change and partly on our

ability to grow other leaders

– on our ability to help others to self-

actualize

Fundamentals of

Leadership

Rotaract and Friends

BPML – La Tour Koenig

Sat 20 and Sat 27 Sept 2014

Agenda Sat 27 Sep 2014

• Self-awareness and Change (recap)

• "Always-Sometimes-Never‖

Individual Values - Do you have them?

• Self-awareness and Leadership

• Your commitments

Action plans (you, organisation)

• Summing up

41

Groups and Social Change

• Essential Group Values

• Common Purpose

• Collaboration

• Controversy with Civility

Managing Diversity, Views, Disagreements

42

Questions

• What makes people collaborate or

‗follow‘?

• How does one develop the ability to

influence others to move in a chosen

direction?

People follow you because of who

you are, what you stand for …

Always, Sometimes, Never

• I value Ethnic Diversity

– Always / Sometimes / Never

• I value Honesty

– Always / Sometimes / Never

• I value Freedom

– Always / Sometimes / Never

• I value Equal Opportunities for All

– Always / Sometimes / Never

Always, Sometimes, Never

• I stop my friends when they make

inappropriate jokes on race and religion

– Always / Sometimes / Never

• I always tell the truth to my father

– Always / Sometimes / Never

• I stop my friends when they criticise the way

other people dress

– Always / Sometimes / Never

• I will refuse a job if I do not go through the

normal recruitment process

– Always / Sometimes / Never

What, How and WHY

• People hear What you say, see What

you do and How you do it (Left Brain)

• They can Agree and Like What and

How you do things (Left Brain), but

• They will Trust YOU as a person based

on WHY you do things

That is when they share some of the

Beliefs, Purposes, Values that drive you

What, How and WHY

• Trust is a feeling (Right Brain)

• We do not Trust or gain Trust rationally

• It comes when Actions and Behaviour

are in line with Values

• It comes when Actions and Behaviour

are consistent over time

The Actions and Behaviour PROVE

what you Believe (WHY you do things)

A leader doesn‘t just get the message

across – a leader is the message.

Warren Bennis

• Leaders need to work on themselves first

49

Adaptive Leadership

• The individual / group must face incongruence

head on and the leadership is seen as central

to fulfilling the role of identifying and

remedying the incongruence.

• The gap between what is, and what should be,

is an opportunity for change

– An opportunity for leadership

• This kind of change requires ―work‖

The proof … is in the

eating

• Eat the menu or the food

• Read about driving and actually start

driving – initially difficult – conscious effort

– later effortless …

Individual Values for

Leadership

• Essential Individual Values

• Consciousness of Self

• Congruence

• Commitment

Do you have them?

52

Break

53

Your Commitments

Individual Values

• Consciousness of

Self

• Congruence

• Commitment

Group Values

• Common Purpose

• Collaboration

• Controversy with

Civility

54

Your Commitments

3 Teams – 30 mins

• Which Group(s)?

• How would you

proceed?

• Expected difficulties

• Presentations

Group Values

• Common Purpose

• Collaboration

• Controversy with

Civility

55

Your Commitments

Individual Work

• How to proceed

• Timeline

• Expected

difficulties

Individual Values

• Consciousness of

Self

• Congruence

• Commitment

56

Change & SelfChange & Self--

awarenessawareness

Session 1

Leadership

• Leadership is motivating, mobilizing

people to collaboratively pursue a

shared vision that produces positive

sustainable change

58

Activity 1

• List your five best friends …

59

Activity 2

• List your five best followers …

60

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When I was a young man, I wanted to change the world. I found it was difficult to change the world, so I tried to change my nation. When I found I couldn't change the nation, I began to focus on my town. I couldn't change the town and as an older man, I tried to change my family.

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Now, as an old man, I realize the only thing I can change is myself, and suddenly I realize that if long ago I had changed myself, I could have made an impact on my family. My family and I could have made an impact on our town. Their impact could have changed the nation and I could indeed have changed the world.

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Yesterday I was clever, so I wanted to change the world. Today I am wise, so I am changing myself.

Rumi (1207-1273)

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Change

• Three pre-conditions:

– Knowing where you are / who you are

– Knowing where you want to go / what you

want to become

– Willingness to learn

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Behaviour, feelings etc

associated with

Learning

• Attentive

• Clear goals

• Relaxed

• Attentive

• Creative

• Friendly

• Change

Protection

• Fear

• ―We are already doing it.‖

• I‘m out of control

• Not listening

• Increased adrenaline

• Hostile

• Status quo

66

67

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END OF SESSION 1

69

Change & SelfChange & Self--

awarenessawareness

Session 2

SELF-AWARENESS:

MY HOT BUTTONS

71

What are my ‘hot buttons’?

• Situations, people, behaviors

that you react ‗allergically‘ to

• What emotions do these

create?

• What is your behavior in these

situations?

• What is the belief (underlying

this behavior) when your hot

button is pushed?

72

Main functions of the

primitive brain • Wired for a simpler and more hostile world

– Small problems had big consequences

– Starving, freezing, being eaten by predators, or being

abandoned by the group

• Survival at all costs

• Protect against dangers / injury

• Instant gratification

• Errors

– Run away from situations that may be safe or get into situations with long-term negative consequences

– Safer more complex environment

75

Hit the Pause button !

• Breathe

• Relax

• Count to ten

Ask questions – Reflect

– What is my part in this?

– What can I learn about myself

from this?

Trigger the neocortex

76

MARSHMALLOW

EXPERIMENT

77

VIDEO

78

VIDEO DEBRIEF

Reptilian brain & the Marshmallow Experiment

79

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END OF SESSION 2

81

Leadership & SelfLeadership & Self--

awarenessawareness

Session 3

84

“It’s easy to quit smoking. I’ve done it

hundreds of times.‖

— Mark Twain

―If leaders are to be successful, they

must first lead themselves.‖

(John Maxwell)

85

LeadershipLeadership

• Mobilizing adaptive work

– Leadership is an activity

– Leadership is a process

• With or without authority

86

ActivityActivity

• Identify 1-2 important changes you need to

implement in order to move closer to your

goals

• Determine whether these are technical,

adaptive, or both

• Discuss the relative degree of difficulty

associated with ―managing‖ each 87

MINDFULNESS EXERCISE

88

Leadership & SelfLeadership & Self--

awarenessawareness

Session 4

Brainstorming

• What does self-awareness have to do

with leadership?

90

• At 29, Buddha left family and friends,

and went to the forest to meditate for 6

years

• At 30, Jesus went into in the Wilderness

for 40 days to meditate

• At 40, Prophet Mohammad meditated for

months in a cave on Mount Hira

91

Interesting PatternInteresting Pattern

• Gandhi - frequent jail sentences lasting

months and years

• Martin Luther King – frequent jail

sentences

• Nelson Mandela - 17 years in prison at

Robben Island 92

Interesting PatternInteresting Pattern

SelfSelf--awarenessawareness

• Those who exercise great leadership often display a high level of self-awareness

• Self-awareness is one of the components of emotional intelligence

• Self-awareness is not an end point that can be reached; instead, it is adopting a way of life that promotes constant learning about what is most important… it is an inner journey

Why SelfWhy Self--awareness?awareness?

• Self-awareness is the first step in personal

leadership / personal transformation

• And personal leadership is a pre-requisite

for leading others

• Identify areas of incongruence

Potential personal leadership opportunities

94

HOW TO ENHANCE SELF-

AWARENESS?

95

Developing SelfDeveloping Self--awarenessawareness

• Developing self-awareness requires

intentional actions including

1. a practice of reflection

2. openness to feedback

– strength and weaknesses - non defensive

listening without interrupting, ask clarifying

questions

3. learning about the self through assessments

4. mindfulness

Importance of SelfImportance of Self--

observationobservation

• Problem: constant ‗busyness‘ does not lend itself to

developing self-observation - need to retreat from doing

• Self-observation - not what should I do next but

– Who am I?

– How would I describe myself?

– What are my values?

– Why am I here?

– Just making a career or also making a difference?

– What is my life purpose?

– How would I measure my life?

Mindfulness

• a mental state achieved by focusing

one's awareness on the present

moment, while calmly acknowledging

and accepting one's feelings, thoughts,

and bodily sensations

98

SelfSelf--awareness & awareness &

Personal LeadershipPersonal Leadership

• How good are we at keeping our promises to

ourselves?

• The self-awareness strengthens the

character and enhances the influence we

have on ourselves – on our ability to achieve

congruence – to walk the talk

Self-awareness

Congruence

Commitment

Authentic Leadership

(individual level)

Self-awareness

Congruence

Trust

Authentic Leadership

(social level)

SelfSelf--awareness & awareness &

LeadershipLeadership

• Congruence enhances authenticity, integrity,

credibility, trust, and the influence we have

on others – i.e., on our ability to exercise

effective leadership

• How good are we at keeping our promises to

others?

SummarySummary

• Self-awareness as a keystone of leadership

• Self-awareness achieved though feedback (inc. 360), mindfulness practice and other means leads to

– better congruence

– more effective personal leadership

– higher levels of authenticity, credibility and trust

– enhanced ability to influence others

• i.e. to exercise leadership …

Bottom-line

• We need to start working very hard on

ourselves as from today if we intend to

enhance our leadership

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UNCOVERING YOUR

ICEBERG

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107

What we see

& attempt to

address

What we do not

see & often do

not attempt to

address

THANK YOU ….

Patil Hunma

Daden Venkatasawmy

www.leadershipnetwork.mu

Contact Form

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