avoiding the five temptations of a student leader

Avoiding The Five Temptations of a Student Leader

Amma MarfoSGA Spring Training Day

January 15, 2012

Write down the name of someone who you consider to be

a good leader.

Below his or her name, write something about that person that you think makes him or her a good leader.

On the other side: write down the name of someone who you would consider to be a bad leader (no one in the room, please!)

Below his or her name, write something about that person that you think makes him or her a bad leader.

Quick Write

Making Some ListsCreate two columns. On one side, list qualities of “good” leaders. On the other, list qualities of “bad” leaders. Be prepared to share the top three with the group.

“Good” v. “Bad” Leaders

Good Leaders Concentrate on results

Hold people accountable

Strive to be clear

Encourage dialogue

Engender trust

Bad Leaders Worry about status

Want to be popular

Have a need to be right

Prevent dialogue

Aren’t vulnerable

Overcoming the Five

Temptations

Choose results over

status

Choose accountabilit

y over popularity

Choose clarity over certainty

Choose conflict over

harmony

Choose trust over

invulnerability

Think about your proudest moment as a student

leader. Was it accomplishment-based, or role-based?

Role-based thinking represents concerns about status.Consequences: lack of focus on fellow leaders, lack of focus on stakeholders

Accomplishment-based thinking represents concerns about results.Consequences: understanding of how others can help in creating success, understanding of how decisions made will affect stakeholders

Temptation #1: Valuing Status Over Results

How do we combat the temptation to value status over

results?

Make results the most important measure of success.

Consider the success of those you work with, your success as well.

Go out of your way to help others be successful.

If you see someone doing a good job, speak up! It’ll create a culture of recognition where people can praise one another for good work.

What one step could you take tomorrow to curb your own temptation?

Beating Temptation #1

Think about what you do when a fellow SGA member

makes a mistake, forgets to follow up, or doesn’t do his or her job. Do you strive for the affection of your fellow SGA members and

students, or for their respect?

Striving for affection means watering down feedback, ignoring poor performance. Consequences: lack of accountability, difficulty meeting deadlines or producing quality work, inconsistency in performance.

Striving for respect means giving people the opportunity to do their best work, treating them as responsible and mature Consequences: efficient and excellent work, relationships with people who appreciate your skills

Temptation #2: Valuing Popularity over Accountability

How do we combat the temptation to value

accountability over popularity?

Hold people accountable for the work they’re here to do.

Speak up! If you’re not getting what you need from someone to do your job, say so.

Be mindful of what you say and do in mixed company (“in a fishbowl”)



Think back to the last time you had to make an

impactful decision. Were you more concerned about being right, or being

efficient?

Overvaluing certainty can delay decisions and promote vagaries.Consequences: difficulty in other parts of processes, team members in trouble if circumstances change.

Overvaluing clarity keeps work timely and structured.Consequences: Easy adaptation in the event of change, all team members know what part they play in completing a task.

Temptation #3: Valuing Certainty Over Clarity

How do we combat the temptation to value certainty over

clarity?

Repeat after me: “it’s okay to be wrong!”

When making a big decision, give yourself a (reasonable) time limit in which to make a call.

After making the decision, take some time to determine what role each affected party will take in carrying it out.

Remember that people will appreciate decisive action; delays could give an appearance of undependability.



When an issue arises in a meeting and you

don’t agree, what do you do? Do you stay quiet, or do you speak your mind?

Placing a premium on harmony stifles conversation.Consequences: resentment when unpopular decisions are made, less creative problem-solving

Placing a premium on conflict invites conversation.Consequences: all opinions are heard and decisions are informed

Temptation #4: Valuing Harmony Over Conflict

How do we combat the temptation to value harmony over

conflict?

If you are leading discussion, ask for any questions, objections, or concerns.

When these opinions arise, listen to the position- even if you disagree.

Don’t confuse disagreement on a position, with dislike of a person.

Whatever decision is reached at the end of the debate, all must agree to abide by the result.



Do you have a hard time admitting that you’re

wrong?

Placing a high premium on invulnerability means risking alienation.Consequences: fellow students or SGA members won’t approach you, those who are strong where you might be weak won’t want to help

Placing a high premium on trust means letting others in.Consequences: an organization that is happy to use its strength for the benefit of the group, a group that is closer interpersonally.

Temptation #5: Valuing Invulnerability Over Trust

How do we combat the temptation to value

invulnerability over trust?

Repeat after me: “I need your help.”

If someone is good at something, cede control to them and let them lead the group.

If you make a mistake, admit to it and apologize.



Back to the Diagram!

Accountability ensures results

Clarity allows for accountability

Conflict leads to clarity

Trust lets healthy conflict occur

Choose results over

status

Choose accountabilit

y over popularity

Choose clarity over certainty

Choose conflict over

harmony

Choose trust over

invulnerability

So…Now What?What’s your action plan?

[email protected] | @ammamarfo

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avoiding the five temptations of a student leader

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