Daniel J Pesut PhD RN PMHCNS-BC FAANProfessor of Nursing & Faculty FellowIndiana University School of Nursing

Indianapolis, Indiana 46204dpesut@iupui.edu

Values and Strengths Assessment*

* The First In a Four Part Leadership Development Series Sponsored by IUPUI Office of Faculty Appointment and Advancement http://academicaffairs.iupui.edu/faculty-advancement/leadership-development/

Impromptu, Speed NetworkingPower of loose connections,

small things can make a big difference

What is your biggest challenge right now?

What do you hope to get from

and contribute to the workshop?

Find a partner…3-5 minutes sharing… Then find another partner… then find another.

Why start this way?

• Liberate energy• Invites deeper engagement with

a provocative or profound question

• Repeat and deepen stories• Listening and connecting• Power of loose connections• Little things can make a big

difference

Organizing Models & Shifts

1. Efficient Hierarchy,Closed SystemOne To Many

2. Hub & Spoke Network

Many To One

3. Open Platform, Core-Periphery

NetworkMany To Many

Keith McCandlessSocial Invention Grouphttp://socialinvention.net/default.aspx

The Transformation Will Not Be Televised

Liberating Structures Some examples of an expanding, adaptable mash-up of open source methods

1. Appreciative Interviews2. Agreement / Uncertainty Matrix3. Creative Destruction via TRIZ4. Wicked Questions5. Min Specs6. Chunking via Rapid Prototyping7. Improv8. 15% Solutions9. Open Space Technology 10. Ecocycle Sifting & Gathering11. Panarchy: Cross-Scale Change12. Conversation Café Dialogue13. Discovery & Action Dialogue14. Wise Crowds Group

Consultation

15. Smart Network Mapping16. Generative Relationships17. Purpose-To-Practice Design18. Scenario Planning Critical

Uncertainties19. Impromptu Speed Networking20.1-2-4-Whole Group21.Troika Consulting22.Fishbowl Sessions – “What I

Need From You”23.Celebrity Interview24.5 Whys & 10 Hows25. Storyboarding Agendas26. Positive Deviance

We search for the minimum structure to liberate the maximum innovation

http://socialinvention.net/LiberatingStructuresHome.aspx

Attributes of LS MethodsWhat Other Methods Come To Mind?

• Simple & fast to learn• Requires very little

explanation or theory• Draws out insight from

interaction• Works with groups, units,

or the whole organization• Focuses attention on

relationship patterns• Minimally structured for

maximum liberation• Generates surprises &

novelty without central control (light coordination only)

• Invites seriously-playful participation

• Appeals to people in diverse roles

• Generates very short- and long-term results

• Illuminates an edge or paradoxical territory

• Identifies and builds on assets that exist now

• Invites inclusion & more diverse voices

• Works with internal and external customers

Power in Combining Elements!

Immersion in a large # of simple self-organizing methods

A mix of top, middle & front line participants (+ customers) Invitation to try many

simple methods to your challenges immediately

Focus on complex challenges that require diverse participation to make progress

Rapid cycles jointly shaping solutions & insights in-the-moment

One on one coaching to launch immediate use in local context

• Discuss a strengths and values approach to leadership development

• Discuss the differences between identity, and reputation through understanding the inside, bright side and dark side of leadership.

• Examine the role of emotional intelligence as it relates to leadership success.

• Discuss cycles of change and renewal that foster insight, and action for professional development.

Leadership Development Series

Normal State• Self-Focused – Ego

Driven, my interests ahead of collective interests or relationships

• Internally Closed I stay in my comfort zone denying external signals for change

• Externally Directed I define myself by how I think I am seen and how well I obtain external resources

• Comfort-Centered I tend to engage in problem solving activities and live in a reactive state

Quinn, Robert. (2004) Building the bridge as you walk on it San Francisco: Jossey Bass.

Leadership State• Other Focused – I am

transcending my ego and putting the common good first; enriching connectivity in networks

• Externally- Open I move outside my comfort zone, experiment and reach higher levels of discovery, competence and vision

• Internally Directed I examine my hypocrisy and close gaps between values and behavior

• Purpose- Centered I clarify what result I want to achieve; commit, engage and hold a standard as I pursue meaning.

Quinn, Robert (2004) Building the bridge as you walk on it San Francisco: Jossey Bass.

• Imposters – Lack self- awareness and self-esteem

• Rationalizers – Deviate from their values

• Glory Seekers– Motivated by seeking world’s acclaim

• Loners– Fail to build personal support structures

• Shooting Stars– Lack grounding of an integrated life

Why Leaders Fail

George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY

Emotional Intelligence

• “The ability to sense, understand and effectively apply the power and acumen of emotions as a source of human energy, information, connection and influence”

Cooper, Robert & Sawaf, Ayman (1997). Executive EQ: EmotionalIntelligence in Leadership and Organizations,Grosset Putnam, NY

Vulnerable but Hopeful(high in resonance low in recognition)

Wise ( But not Delusional)(high in renewal and high in reality)

Foolish and Despairing(low in resilience and low in recognition)

Cynical and Angry(high in reality and low in relationship)

Coaching for Renewal Assessment Perspectives

Low High Insight and Analysis

Reeves, Douglas & Allison, Elle (2010). Renewal Coaching Workbook, Jossey Bass, San Francisco, CA.

Renewal and Patterns of Change

New Goals & Purpose

Training & Relearning

UptimeUptime

DowntimeDowntime

Dreams & Plans

Accomplishments

The PredictableCycle of Renewal

• Discuss a strengths, values, and development approach to understanding leadership and followership.

• Discuss the Appreciation, Influence Control (AIC) dynamic as it relates to leading and following: self and others.

• Identify ways to build on personal strengths and values through leadership efforts and liberating structures.

Values and Strengths Assessment Outcomes

Values Centered Leadership Base Operating System*

MASTERY: What must we do well in order to accomplish objectives? What must we LEARN to achieve the necessary MASTERY?

CHEMISTRY: To achieve goals, who will be on the team? How will we build Relationships and inspire each other? With whom should we EMPATHIZE?

DELIVERY: Whom are we serving? How will we know that we have met their Needs? To whom and how will we LISTEN?

*Secretan, Lance (2010). The Spark, the Flame, and the Torch, the Secretan Center, Inc. Caledon, Ontario, Canada

Find Your Edge: Know Your Standout Strengths*

1. Your genius is precise2. You can’t respect what you don’t remember.3. You must reach beyond your roles

Advisor ConnectorCreator EqualizerInfluencer PioneerProvider StimulatorTeacher

*Buckingham, Marcus (2011). Standout, Thomas Nelson Publishers, Nashville, TN.

Strengths and Values In Action

The 34 strengths of strengthsfinder

www.gallup.com

www.strengthsfinder.com

Values In Action (VIA) Inventory of Strengths Assessment

http://www.viasurvey.org/

VIA Survey and Strengths FindersStrengths finders VIA Survey

Orientation Talent Themes Universal Path to Virtues

Domains Work Home, Work, Social

Key Questions What’s best about what you do at work?

What is best about who you are?

Strengths Identified Talents +Skills Core Character

Basis for Validity Polling and Surveys Historical Analysis studies with criteria, validity, reliability

Strengths Focus Top 5 only Signature Strengths and all 24 matter

Scrutiny of Evidence Not peer reviewed Peer Reviewed

http://www.youtube.com/watch?v=Jo5Sh2DoVY8&feature=related

Putting your Strengths to Work

Sharing and Appreciative Interviewing

Strategic Thinking

• Analytical

• Context

• Futuristic

• Ideation

• Input

• Intellection

• Learner

• Strategic

Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

Relationship Building

• Adaptability

• Developer

• Connectedness

• Empathy

• Harmony

• Includer

• Individualization

• Positivity

• Relator

Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

Influencing

• Activator

• Command

• Communication

• Competition

• Maximizer

• Self-Assurance

• Significance

• Winning Others Over (WOO)

Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

Executing

• Achiever

• Arranger

• Belief

• Consistency

• Deliberative

• Discipline

Rath, Tom & Conchie, Barry (2008). Strengths based leadership,Gallup Press, New York, New York

Appreciative InterviewsAppreciation, Influence, ControlAppreciative Interviews

Appreciation, Influence, Control

Find a partner you do not know well. Share your top five character strengths. Share what you

appreciate most about the strength. How do you use thte strengths to influence your self and others. How

do you control or manage the strengths so that you do not overuse or underuse them.

Sharing and Appreciative Interviewing

What Followers Want

TrustCompassionStabilityHope

Rath, Tom & Conchie, Barry (2008). Strengths based leadership, Gallup Press, New York, New York

http://www.youtube.com/watch?v=N-Lo-hofLGc

Go Strengths! 24-Character Strengths

• Wisdom – Creativity, Curiosity, Judgment Open Mindedness,

Love of Learning, Perspective• Courage

– Bravery, Perseverance, Honesty, Zest• Humanity

– Capacity to love and be loved, Kindness, Social Intelligence

• Justice– Teamwork, Fairness, Leadership

• Temperance– Forgiveness and Mercy, Modesty and Humility,

Prudence, Self-Regulation• Transcendence

– Appreciation of Beauty and Excellence, Gratitude, Hope, Humor, Religiousness & Spirituality

Values and Virtues

Mind

Heart

O Gratitude

Focu

s on

Oth

ers Focus on Self

O Kindness

O Judgment

O Self-Regulation

O Perseverance

O Perspective

O Love of Learning

O Bravery O Creativity

O Social IntelligenceO Appreciate Beauty & Excellence O Curiosity

O Hope

O ZestO Humor

O SpiritualityO Love

O TeamworkO Forgiveness

O Leadership

O Fairness

O Modesty

O Honesty

O Prudence

Adapted from the VIA Institute on Character

Balance

Sharing and Appreciative Interviewing

Appreciative InterviewsAppreciation, Influence, ControlAppreciative Interviews

Appreciation, Influence, Control

Find a partner you do not know well. Share your top five character strengths. Share what you

appreciate most about the strength. How do you use thte strengths to influence your self and others. How

do you control or manage the strengths so that you do not overuse or underuse them.

THE AIC FractalLinking

Purpose Power Process

William Smithwesmith@odii.com

Daniel Pesutdpesut@iupui.edu

ControlControlInfluenceInfluence

AppreciationAppreciation

Fundamental AIC QuestionsWhat is the purpose?

Appreciation (Open)What are the ideals ~ What is the reality?

Influence (Dialogue and Banter)Who or what will support ~will oppose?

Control (Closure)What will you do about it~ will it make it better?

http://www.powermap.odii.com/ pass word 4920 until November 30

The Influence Process 4 Dimension Emphasis

In-formation

FEEDFORWARD

A

C

Form-ation

a

FEEDBACK

Form-ation

c

In-formation

IdealsIdeals

Values

Goals

Trans-formation

PURPOSPURPOSEE

I i

What is your biggest challenge right now?

What do you hope to get from

and contribute to the workshop?

Find a partner…3-5 minutes sharing… Then find another partner… then find another.

Henri Lipmanowicz & Keith McCandless

15% SolutionsNoticing and Using the Influence, Discretion and Power Individuals

Have Right Now

What can YOU do right now to address

your biggest professional challenge?

15% SolutionsNoticing and Using the Influence, Discretion and Power Individuals

Have Right Now

What can YOU do right now to address

your biggest professional challenge?

Climbing Up & Down

The Ladder of Inference

Observable data and experiences

Reflexive Loop

Actions I take based on beliefs

Beliefs I adopt about the world

Conclusions I draw

Assumptions I make based on meanings

Meanings I add (cultural & personal)

Data I select from observations

Adapted from Chris Argyris, Harvard

1. What?

2. So What?

3. Now What?

Henri Lipmanowicz & Keith McCandless

Purposes: What, So What, Now WhatPurposes: What, So What, Now What

• Build shared understanding of how people develop different perspectives & ideas

• Avoid arguments based on lack of clarity• Get all the data and observations out on

the table first thing• Honor the history and the novelty of what

is unfolding• Build trust and reduce fear• Learn and improve at each step

• Build shared understanding of how people develop different perspectives & ideas

• Avoid arguments based on lack of clarity• Get all the data and observations out on

the table first thing• Honor the history and the novelty of what

is unfolding• Build trust and reduce fear• Learn and improve at each step

START – What am I going to start doing as a result of my learning?

STOP – What am I going to stop doing as a result of my learning?

CONTINUE – What am I going to continue doing as a result of my learning?

START, STOP, CONTINUE

Daniel J Pesut PhD RN PMHCNS-BC FAANProfessor of Nursing & Faculty FellowIndiana University School of Nursing

Indianapolis, Indiana 46204dpesut@iupui.edu

Values and Strengths Assessment*

* The First In a Four Part Leadership Development Series http://academicaffairs.iupui.edu/faculty-advancement/leadership-development/