becoming a catalyst leader
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Becoming a Catalyst Leader. True Colors Activity-Part 1. What is true colors?. an inventory an activity a team-builder. (True Colors is a Trademark of True Colors International.). Getting Started. Complete the 11 questions on page 3 of your handout - PowerPoint PPT PresentationTRANSCRIPT
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Ben Bowman-June 2014
Becoming a Catalyst Leader
True Colors Activity-Part 1
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an inventory
an activity
a team-builder
WHAT IS TRUE COLORS?
(True Colors is a Trademark of True Colors International.)
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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
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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
123
4 2 1 3
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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
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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.
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Becoming a Catalyst Leader
Part 2: Leadership Growth Through Understanding Yourself and Others
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What is a Catalyst Leader?
Someone who sparks action in others.
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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.
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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?
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An Example of Catalyst Leadership:
Eric Schmidt, Larry Page & Sergey Brin :
Ben Bowman
Bill Campbell
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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:
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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
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Known by the person ('the self') and known by the group ('others').
Johari region 1
Open/Free Area Blind Area
Hidden Area Unknown Area
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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
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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
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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
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-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
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Johari window- Someone we know
The open free area is large
Unknown area is smaller
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BLUE GOLD GREEN Red
Esteemed by:
Helping People
Being of Service
Insights Recognition
Appreciated For:
Unique Contributio
ns
Accuracy and
Thoroughness
Their Ideas Creativity
Validated By:
Personal Acceptanc
e
Appreciation of
Service
Affirming Their
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?
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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
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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
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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
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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
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… 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…
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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
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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
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How Do We Recognize a Catalyst Leader?
Take a look in the mirror
Take a look at your children
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