Becoming a Catalyst Leader

True Colors Activity-Part 1

Ben Bowman-June 2014

an inventory

an activity

a team-builder

WHAT IS TRUE COLORS?

(True Colors is a Trademark of True Colors International.)

Complete the 11 questions on page 3 of your handout

Give 4 points to the phrase “most like you”

3 to the next most like you

2 to the next and

1 point to the phrase least like you.

Getting Started

Add up your responses on page 5 of your handout

Identify a primary & secondary color---your 2 highest numbers

These two colors are your preferred styles

Getting Started

Question Number

A(response)

B C D

1

2

3

4 2 1 3

All colors are a part of you---not all are preferred styles.

Valuable for improving your effectiveness in working with others

Everyone is unique and everyone has potential for growth and change

POINTS TO REMEMBER

Blue

Relationship oriented

Gold

Structure oriented

Green

Cognitive oriented

Red

Intuition oriented

THE FOUR TRUE COLORS

Please pick up your color bands as you leave. If you had a tie score on some of the colors, please pick up one band for each color.

Becoming a Catalyst Leader

Part 2: Leadership Growth Through Understanding Yourself and Others

What is a Catalyst Leader?

Someone who sparks action in others.

What Defines a Catalyst Leader?

Their approach to people and leadership.

What they provide for the people they lead.

What they ask of and encourage in the people they lead.

How they conduct themselves.

Their impact on people and results.

A willingness to walk (or roll) with and learn from everyone.

What Defines a Catalyst Leader?

An Example of Catalyst Leadership:

Eric Schmidt, Larry Page & Sergey Brin :

Ben Bowman

Bill Campbell

Understand themselves

Understand their reactions

Know how to maximize what they do well

Have a positive attitude

Know how to adapt their behavior

Successful Leaders:

How does prior knowledge and life experience affect our interactions?

Consider the Johari Window

Joseph Luft & Harry Ingham, 1955

1 Open/

Free area

2 Blind Area

3Hidden

Area

4Unknown

Area

Known by the person ('the self') and known by the group

('others').

Johari region 1

Open/Free Area Blind Area

Hidden Area Unknown Area

What is known about a person by others in the group,

but is unknown by the person him/herself.

Johari region 2

Region 1Open/Free Area

Region 2Blind Area

Region 3Hidden Area

Region 4Unknown Area

What is known to us but kept hidden from, and

therefore unknown, to others.

Johari region 3

Region 1Open/Free Area

Region 2Blind Area

Region 3Hidden Area

Region 4Unknown Area

Unknown to the person him/herself and unknown to

others in the group.

Johari region 4

Region 1Open/Free Area

Region 2Blind Area

Region 3Hidden Area

Region 4Unknown Area

-The open free region is small because others know little about the new person.

-Similarly the blind area is small because others know little about the new person.

-The hidden or avoided issues and feelings are a relatively large area.

-The unknown area is the largest, which might be because the person is young, or lacking in self-knowledge or belief.

Johari window model- example for someone we just met

Johari window- Someone we know

The open free area is large Unknown area is smaller

BLUE GOLD GREEN Red

Esteemed by: Helping People

Being of Service

Insights Recognition

Appreciated For:

UniqueContributions

Accuracy and Thoroughness

Their Ideas Creativity

Validated By: Personal Acceptance

Appreciation of Service

AffirmingTheir Wisdom

Visible Results

At work they are:

A Facilitator Procedural Pragmatic Flexible

Their specialty is:

Relationships Results Strategy Energy

Overall mood Committed Concerned Cool, Calm, Collected

Enthusiastic

Key character trait:

Authenticity Responsibility Ingenuity Skillfulness

WHAT IS YOUR COLOR?

Expects others to express views

Assumes “collaborative spirit”

Works to develop others potential

Democratic, unstructured approach

Encourages change VIA human potential

Expects people to develop their potential

Blue

Expects punctuality, order, loyalty

Assumes “right” way to do things

Seldom questions tradition

Rules oriented

Detailed/thorough approach, threatened by change

Prolonged time to initiate any change

Expects people to play their roles

Gold

Expects intelligence and competence

Assumes task relevancy

Seeks ways to improve systems

Visionary

Analytical

Encourages change for improvement

Constantly “in process” of change

Expects people to follow through

Green

Expects quick action

Assumes flexibility

Works in the here and now

Performance oriented

Flexible approach

Welcomes change

Institutes change quickly

Expects people to “make it fun”

Red

Please Consider

Red Red

… are the needs of your primary color?

… frustrates you about other colors?

… frustrates you about your color?

… traits of your color serve as an asset in your role as a parent?

How could knowing about your color (behavioral style) and colors (behavioral styles) of family members or those with whom you interact be beneficial?

What…

Consider assignment 1 on page 15 of the handout.

Review the Leadership Action Plan on Page 18 and complete the first two sections

Find someone with a different color wristband for section 3 and complete the activity

True Colors Activity

Interview Questions:

1. Tell me how you dealt with a major frustration in one of your previous projects or areas of responsibility.

2. Please explain what kind of environment has been important for you to best demonstrate your potential.

3. Describe how you were involved with a significant achievement in a previous life experience.

True Colors Exercise

How Do We Recognize a Catalyst Leader?

Take a look in the mirror Take a look at your children