leadership mind and heart damon burton university of idaho

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LEADERSHIP MIND LEADERSHIP MIND AND HEART AND HEART Damon Burton Damon Burton University of Idaho University of Idaho

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Page 1: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

LEADERSHIP MIND LEADERSHIP MIND AND HEARTAND HEART

Damon BurtonDamon Burton

University of IdahoUniversity of Idaho

Page 2: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

WARREN BENNIS WARREN BENNIS QUOTEQUOTE

““There’s no difference There’s no difference between being a really between being a really effective leader and effective leader and becoming a fully becoming a fully integrated person.”integrated person.”

Page 3: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

CAPACITY VERSUS CAPACITY VERSUS COMPETENCECOMPETENCE

Competence Competence – is your knowledge, – is your knowledge, skills and abilities which is skills and abilities which is limited and quantifiable. limited and quantifiable.

CapacityCapacity – is the potential each of – is the potential each of us has to be more than we are us has to be more than we are now and is unlimited.now and is unlimited.

Being a whole person means Being a whole person means operating from mind, heart, spirit operating from mind, heart, spirit and body.and body.

Page 4: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

What are What are mental mental models?models?

Page 5: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

MENTAL MODELSMENTAL MODELS

Mental Models – Mental Models – are theories people hold are theories people hold about specific about specific systemssystems in the world and in the world and their expected behavior.their expected behavior.

Systems – Systems – are a set of elements that are a set of elements that interact to form a whole and produce a interact to form a whole and produce a specified outcome. specified outcome.

Systems include an organization, a football Systems include an organization, a football team, a pledge class or the claims process team, a pledge class or the claims process for an insurance company. for an insurance company.

Page 6: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

MENTAL MODELS - MENTAL MODELS - 22

Leaders use many mental models that Leaders use many mental models that govern how they interpret experiences and govern how they interpret experiences and how they act in response to people and how they act in response to people and situations.situations.

For example, one mental model about what For example, one mental model about what makes an effective team is that members makes an effective team is that members share a sense of team ownership and feel share a sense of team ownership and feel that they have authority and responsibility that they have authority and responsibility for team actions and outcomes. for team actions and outcomes.

A conflicting model would be that every team A conflicting model would be that every team needs a strong leader to take control and needs a strong leader to take control and make the decisions. make the decisions.

Page 7: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

GOOGLE LEADERS’ GOOGLE LEADERS’ MENTAL MODELMENTAL MODEL

Stay uncomfortable,Stay uncomfortable, Let failure coexist with triumph,Let failure coexist with triumph, Use a little less “management” Use a little less “management”

than you need,than you need, Defy convention,Defy convention, Move fast and figure things out Move fast and figure things out

as you go.as you go.

Page 8: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

ASSUMPTIONSASSUMPTIONS

Assumptions play an important role in Assumptions play an important role in shaping mental models.shaping mental models.

Theory X versus Theory Y are based on Theory X versus Theory Y are based on very different assumptions.very different assumptions.

Leaders make assumptions about Leaders make assumptions about events, situations and people.events, situations and people.

Assumptions are accepted as the Assumptions are accepted as the “truth” which can be dangerous if “truth” which can be dangerous if faulty.faulty.

Pets.com assumed people would start Pets.com assumed people would start buying most pet food on-line.buying most pet food on-line.

Page 9: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

YAHOOYAHOO Yahoo was started in 1994 by 2 engineers Yahoo was started in 1994 by 2 engineers

while they were still grad students at Stanford. while they were still grad students at Stanford. When the dot.com bubble burst in the late When the dot.com bubble burst in the late

90’s, Yahoo changed CEOs, and Terry Semel 90’s, Yahoo changed CEOs, and Terry Semel based his leadership on the assumption that based his leadership on the assumption that Yahoo was a 21Yahoo was a 21stst century entertainment and century entertainment and media company, not a technology company.media company, not a technology company.

Yahoo was reorganized to entertain and inform Yahoo was reorganized to entertain and inform people in a new way, emphasizingpeople in a new way, emphasizing ease of use.ease of use.

Yahoo increased profits by $300 million in 18 Yahoo increased profits by $300 million in 18 months and by 2005 had earned 1.2 billion.months and by 2005 had earned 1.2 billion.

Page 10: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

LESSONS LEARNEDLESSONS LEARNED Yahoo’s numbers have slipped a bit as Yahoo’s numbers have slipped a bit as

competition has increased.competition has increased. They may need to shift some assumptions They may need to shift some assumptions

to define priorities, bring focus, and keep to define priorities, bring focus, and keep the company strong in a changing world. the company strong in a changing world.

Assumptions work in some situations and Assumptions work in some situations and are detrimental in others.are detrimental in others.

Leaders must regard their assumptions as Leaders must regard their assumptions as temporary ideas rather than fixed truths. temporary ideas rather than fixed truths.

Leaders must constantly question whether Leaders must constantly question whether long-help assumptions fit the current long-help assumptions fit the current reality.reality.

Page 11: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

CHANGING MENTAL CHANGING MENTAL MODELSMODELS

A Harvard study of the top 100 business A Harvard study of the top 100 business leaders of the 20leaders of the 20thth century found century found they shared they shared “contextual intelligence,” “contextual intelligence,” or the ability to or the ability to sense the social, political, technological and sense the social, political, technological and economic context of the times and adopt a economic context of the times and adopt a mental model that helped their organizations mental model that helped their organizations best respond.best respond.

We are in volatile times. In 1985, 35% of We are in volatile times. In 1985, 35% of companies were rated high risk by Standard & companies were rated high risk by Standard & Poor while 41% were low risk. In 2006, 73% Poor while 41% were low risk. In 2006, 73% were high risk and only 13% low risk. were high risk and only 13% low risk.

The forecast for companies is “continued The forecast for companies is “continued chaos with a chance of disaster.chaos with a chance of disaster.

Page 12: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

CHANGING MENTAL CHANGING MENTAL MODELS - 2MODELS - 2

A Leaders cannot afford to become prisoners A Leaders cannot afford to become prisoners to their own assumptions and mindsets.to their own assumptions and mindsets.

Lewandowsky (2005) surveyed people in the Lewandowsky (2005) surveyed people in the U.S., Germany, and Australia about the U.S. U.S., Germany, and Australia about the U.S. invasion of Iraq and found people believed invasion of Iraq and found people believed facts that were consistent with their facts that were consistent with their mindsets. mindsets.

Leaders must constantly question their Leaders must constantly question their mindsets and learn from others.mindsets and learn from others.

When Swedish furniture maker Ikea opened When Swedish furniture maker Ikea opened stores in the U.S., they found they had to take stores in the U.S., they found they had to take an American rather than a Swedish mindset to an American rather than a Swedish mindset to be successful. be successful.

Page 13: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

CHANGING MINDSCHANGING MINDS

According to psychologist Howard According to psychologist Howard Gardner, after age 10 people tend to Gardner, after age 10 people tend to retreat to old ideas rather than opening retreat to old ideas rather than opening new possibilities.new possibilities.

Changing mindsets requires developing Changing mindsets requires developing specific skills, including:specific skills, including: Take your time and approach change from Take your time and approach change from

many vantage points.many vantage points. Don’t rely on reason alone – touch people’s Don’t rely on reason alone – touch people’s

emotions (e.g., stories, events, or imagery).emotions (e.g., stories, events, or imagery). Don’t underestimate how powerful Don’t underestimate how powerful

resistance can be.resistance can be.

Page 14: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

What What characteristics characteristics are needed to are needed to create new create new mental models?mental models?

Page 15: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

NEW MENTAL MODELSNEW MENTAL MODELS

independent thinking,independent thinking, open-mindedness,open-mindedness, systems thinking, and systems thinking, and personal mastery. personal mastery.

Page 16: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

INDEPENDENT INDEPENDENT THINKINGTHINKING

Independent thinking – Independent thinking – means questioning means questioning assumptions and interpreting data and assumptions and interpreting data and events according to one’s own beliefs, events according to one’s own beliefs, ideas and thinking, not according to pre-ideas and thinking, not according to pre-established rules, routines and categories established rules, routines and categories defined by others. defined by others.

Good leadership is not about following the Good leadership is not about following the rules of others, but standing up for what rules of others, but standing up for what you believe is best for the organization. you believe is best for the organization.

Mindfulness Mindfulness – is continuously reevaluating – is continuously reevaluating previously learned ways of doing things in previously learned ways of doing things in the context of evolving information and the context of evolving information and shifting circumstances. shifting circumstances.

Page 17: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

INDEPENDENT INDEPENDENT THINKING THINKING

Leaders must employ critical thinking and Leaders must employ critical thinking and explore things from all angles and explore things from all angles and integrate available information into integrate available information into possible solutions.possible solutions.

They question all assumptions, vigorously They question all assumptions, vigorously seek divergent opinions and give balanced seek divergent opinions and give balanced consideration to all alternatives. consideration to all alternatives.

According to Bass (1985), leaders must According to Bass (1985), leaders must provide “intellectual stimulation” to provide “intellectual stimulation” to arouse followers imaginations and arouse followers imaginations and stimulate their ability to identify and solve stimulate their ability to identify and solve problems creatively. problems creatively.

Page 18: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

OPEN-MINDEDNESSOPEN-MINDEDNESS Open-mindedness – Open-mindedness – is looking at things is looking at things

in a new way.in a new way. Leaders must think critically, explore Leaders must think critically, explore

things from all angles and integrate things from all angles and integrate available information into possible available information into possible solutions. solutions.

Learned helplessness – Learned helplessness – is the belief that is the belief that we cannot control the course of negative we cannot control the course of negative events. Once established it is hard to events. Once established it is hard to change. change.

Being critical, questioning the status quo Being critical, questioning the status quo and thinking for yourself is essential.and thinking for yourself is essential.

Page 19: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

SYSTEMS THINKINGSYSTEMS THINKING Systems Thinking -- Systems Thinking -- is the ability to see the is the ability to see the

synergy of the whole rather than just the synergy of the whole rather than just the separate elements of the system and learn separate elements of the system and learn to reinforce or the whole system patterns.to reinforce or the whole system patterns.

Solving problems by breaking the system Solving problems by breaking the system into parts and then changing one part into parts and then changing one part doesn’t guarantee a better working system. doesn’t guarantee a better working system.

Relationships between parts form a Relationships between parts form a complete system. Leaders must look for complete system. Leaders must look for patterns over time and focus on the patterns over time and focus on the rhythm, flow, direction, shape and networks rhythm, flow, direction, shape and networks of relationships that make up the system.of relationships that make up the system.

Page 20: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

SYSTEMS THINKING - 2SYSTEMS THINKING - 2

Systems are complex so leaders must Systems are complex so leaders must understand the “big picture” using a understand the “big picture” using a wide angle rather than telephoto lens.wide angle rather than telephoto lens.

Peter Senge talks about “circles of Peter Senge talks about “circles of causality” rather than linear causality” rather than linear relationships. Changes in one circle relationships. Changes in one circle impact other circles. impact other circles.

The system must be “tweaked” based The system must be “tweaked” based on feedback about how the entire on feedback about how the entire system is functioning. Without system is functioning. Without understanding the system, changing understanding the system, changing parts may hurt overall performance.parts may hurt overall performance.

Page 21: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

CIRCLES OF CAUSALITYCIRCLES OF CAUSALITY

Page 22: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

What is What is personal personal mastery?mastery?

Page 23: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

PERSONAL MASTERYPERSONAL MASTERY

Personal Mastery – Personal Mastery – describes the describes the discipline of personal growth and discipline of personal growth and learning that facilitates leadership learning that facilitates leadership and achieving desired results.and achieving desired results.

Personal Mastery embodies 3 Personal Mastery embodies 3 qualities: qualities: personal vision,personal vision, facing realityfacing reality holding creative tension.holding creative tension.

Page 24: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

PERSONAL VISIONPERSONAL VISION

Personal Vision – Personal Vision – knowing and knowing and clarifying what is important. clarifying what is important.

Leaders focus on the end result that Leaders focus on the end result that motivates them and their organization. motivates them and their organization.

They have a clear vision of a desired They have a clear vision of a desired future, and their purpose for achieving future, and their purpose for achieving it.it.

Leaders continually focus and define Leaders continually focus and define what they want as their desired future what they want as their desired future and vision.and vision.

Page 25: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

FACING REALITYFACING REALITY

Facing Reality – Facing Reality – means means commitment to the truth. commitment to the truth.

Leaders committed to the truth Leaders committed to the truth will overcome denial in will overcome denial in themselves and others. themselves and others.

Their efforts will enhance self-Their efforts will enhance self-awareness and deal with reality in awareness and deal with reality in order to achieve their goals.order to achieve their goals.

Page 26: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

HOLDING CREATIVE HOLDING CREATIVE TENSIONTENSION

Holding Creative Tension – Holding Creative Tension – the gap the gap between vision and current reality between vision and current reality can be a source of creative energy. can be a source of creative energy.

Resolve tension by letting the Resolve tension by letting the vision pull the reality toward it. vision pull the reality toward it.

Settling for less reduces the Settling for less reduces the tension but engenders mediocrity.tension but engenders mediocrity.

Progress is closing the gap Progress is closing the gap between your vision and reality.between your vision and reality.

Page 27: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

What is Emotional What is Emotional Intelligence (EQ)?Intelligence (EQ)?

Page 28: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

EMOTIONAL EMOTIONAL INTELLIGENCE (EQ)INTELLIGENCE (EQ)

Emotional Intelligence – Emotional Intelligence – person’s person’s ability to perceive, identify, ability to perceive, identify, understand and successfully manage understand and successfully manage emotions in self and others. emotions in self and others.

EQ is the ability to effectively manage EQ is the ability to effectively manage ourselves and our relationships. ourselves and our relationships.

Leaders must learn how to Leaders must learn how to understand and manage emotions in understand and manage emotions in themselves and others.themselves and others.

Page 29: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

WHAT ARE EMOTIONS?WHAT ARE EMOTIONS?

Emotions – Emotions – are transitory feelings or are transitory feelings or affective reactions that influence our affective reactions that influence our behavior. behavior.

Researchers have defined 8 categories Researchers have defined 8 categories of emotions, including: anger, sadness, of emotions, including: anger, sadness, fear, enjoyment, love, surprise, disgust fear, enjoyment, love, surprise, disgust and shame.and shame.

A recent survey showed that leaders A recent survey showed that leaders have a great influence on whether have a great influence on whether employees have positive or negative employees have positive or negative feelings about work.feelings about work.

Page 30: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

FAMILIES OF EMOTIONSFAMILIES OF EMOTIONS

Page 31: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

What are the What are the components of components of EQ?EQ?

Page 32: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

COMPONENTS OF COMPONENTS OF EMOTIONAL INTELLIGENCEEMOTIONAL INTELLIGENCE

self-awareness,self-awareness, self-management,self-management, social awareness, and social awareness, and relationship relationship management.management.

Page 33: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

EMOTIONAL INTELLIGENCE EMOTIONAL INTELLIGENCE MODELMODEL

Page 34: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

SELF-AWARENESSSELF-AWARENESS

Self-Awareness – Self-Awareness – the ability to recognize the ability to recognize and understand your own emotions and and understand your own emotions and how they affect your life and work.how they affect your life and work.

Aware leaders learn to trust their “gut Aware leaders learn to trust their “gut feelings” because those feelings provide feelings” because those feelings provide useful info when making tough decisions.useful info when making tough decisions.

When answers are not available from other When answers are not available from other sources, leaders have to rely on their own sources, leaders have to rely on their own feelings. feelings.

Self-awareness includes accurately Self-awareness includes accurately assessing personal strengths and assessing personal strengths and weaknesses along with a healthy sense of weaknesses along with a healthy sense of confidence.confidence.

Page 35: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

SELF-MANAGEMENTSELF-MANAGEMENT

Self-Management – Self-Management – the ability to control the ability to control disruptive, unproductive or harmful disruptive, unproductive or harmful emotions.emotions.

Research confirms that children who were Research confirms that children who were able to and not able to resist temptation to able to and not able to resist temptation to eat a marshmallow immediately were eat a marshmallow immediately were looked at 20 years later.looked at 20 years later.

Resisters were able to handle stress better Resisters were able to handle stress better and embrace difficult challenges. and embrace difficult challenges.

They were also more confident, They were also more confident, trustworthy, dependable and tenacious at trustworthy, dependable and tenacious at pursuing their goals. pursuing their goals.

Page 36: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

SELF-MANAGEMENT - 2SELF-MANAGEMENT - 2

Leaders learn to balance their emotions so Leaders learn to balance their emotions so they don’t get in the way.they don’t get in the way.

Managing emotions means understanding Managing emotions means understanding them and using that knowledge to deal them and using that knowledge to deal with situations productively.with situations productively.

Other characteristics of SM include:Other characteristics of SM include: TrustworthinessTrustworthiness – – consistently displaying consistently displaying

honesty and integrity,honesty and integrity, Conscientiousness – Conscientiousness – managing and honoring managing and honoring

your responsibilities,your responsibilities, Adaptability –Adaptability – the ability to adjust to changing the ability to adjust to changing

situations and overcome obstacles. situations and overcome obstacles.

Page 37: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

SOCIAL AWARENESSSOCIAL AWARENESS Social Awareness – Social Awareness – the ability to understand the ability to understand

others.others. Socially aware leaders have empathy.Socially aware leaders have empathy. ““Professional intimacy” – Professional intimacy” – displaying displaying

compassion and concern for others without compassion and concern for others without become so wrapped up in their emotions become so wrapped up in their emotions that it clouds judgment. that it clouds judgment.

Organizational Awareness Organizational Awareness – – the ability to the ability to navigate organizational life, build networks navigate organizational life, build networks and effectively use political behavior to and effectively use political behavior to accomplish positive results. accomplish positive results.

Service orientation Service orientation – ability to recognize – ability to recognize and serve the needs of followers. and serve the needs of followers.

Page 38: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

RELATIONSHIP RELATIONSHIP MANAGEMENTMANAGEMENT

Relationship Management– Relationship Management– the ability to the ability to connect with others and build positive connect with others and build positive relationships.relationships.

Leaders with high EQ treat others with Leaders with high EQ treat others with compassion, sensitivity and kindness.compassion, sensitivity and kindness.

RM involves developing others, inspiring RM involves developing others, inspiring them with a powerful vision, learning to listen them with a powerful vision, learning to listen and communicate clearly and convincingly, and communicate clearly and convincingly, and using emotional understanding to and using emotional understanding to influence others positively. influence others positively.

Today’s leadership paradigm requires great Today’s leadership paradigm requires great relationship management skills. relationship management skills.

Page 39: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

EMOTIONALLY EMOTIONALLY COMPETENT LEADERSCOMPETENT LEADERS

EQ is strongly related to higher order EQ is strongly related to higher order leadership styles because they understand leadership styles because they understand and control their own emotions and work to and control their own emotions and work to have empathy for followers and develop have empathy for followers and develop positive relationships with them. positive relationships with them.

Emotional ContagionEmotional Contagion – means that leaders – means that leaders who are able to maintain balance and keep who are able to maintain balance and keep themselves motivated are positive role themselves motivated are positive role models to help motivate and inspire those models to help motivate and inspire those around them.around them.

Teams have greater energy when the coach Teams have greater energy when the coach is optimistic and composed.is optimistic and composed.

Page 40: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

EQ AND MONEYEQ AND MONEY

Page 41: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

EMOTIONALLY EMOTIONALLY COMPETENT TEAMSCOMPETENT TEAMS

EQ is also a team competency that EQ is also a team competency that include: include:

• Creating a strong group identity,Creating a strong group identity,

• Building trust among members,Building trust among members,

• Instilling a belief among members that Instilling a belief among members that they can be effective and that the team they can be effective and that the team will succeed.will succeed.

Leaders must explore unhealthy team Leaders must explore unhealthy team norms, bring the emotions to the surface, norms, bring the emotions to the surface, and understand how they impact team and understand how they impact team performance.performance.

Page 42: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

Is it better to lead Is it better to lead with love or fear?with love or fear?

Page 43: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

LEADING WITH LOVE LEADING WITH LOVE NOT FEARNOT FEAR

Love for leaders means genuinely caring Love for leaders means genuinely caring for others and sharing one’s knowledge, for others and sharing one’s knowledge, understanding and compassion to enable understanding and compassion to enable others to grow and succeed. others to grow and succeed.

Fear is a powerful motivator.Fear is a powerful motivator. With success dependent on knowledge, With success dependent on knowledge,

mindpower, commitment and enthusiasm, mindpower, commitment and enthusiasm, fear-based teams lose their best people to fear-based teams lose their best people to more positive organizations.more positive organizations.

Fear promotes avoidance behavior, Fear promotes avoidance behavior, inhibiting growth, change and innovation.inhibiting growth, change and innovation.

Page 44: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

LEADING WITH LOVE LEADING WITH LOVE NOT FEARNOT FEAR

Love attracts people to teams, Love attracts people to teams, encourages them to take risks, learn, encourages them to take risks, learn, grow and move the organization grow and move the organization forward. forward.

Showing respect and trust enables Showing respect and trust enables people to perform better, and they feel people to perform better, and they feel more emotionally connected work so more emotionally connected work so their lives are richer and more balanced.their lives are richer and more balanced.

Fear may fuel high productivity, but the Fear may fuel high productivity, but the cost is destroying people’s spirit.cost is destroying people’s spirit.

Page 45: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

FEAR IN FEAR IN ORGANIZATIONSORGANIZATIONS

Fear weakens trust and Fear weakens trust and communication.communication.

70% of workers bit their tongue at 70% of workers bit their tongue at work for fear of repercussions. work for fear of repercussions.

Fear destroys the opportunity for Fear destroys the opportunity for feedback, blinding leaders to feedback, blinding leaders to reality and denying them the reality and denying them the chance to correct the problem.chance to correct the problem.

Page 46: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

LEADER LEADER RELATIONSHIPSRELATIONSHIPS

Reporting problems are difficult in fear-Reporting problems are difficult in fear-based organizations.based organizations.

When leaders operate based on fear, When leaders operate based on fear, they create fear in others. they create fear in others.

Even tough leaders can also lead thru Even tough leaders can also lead thru love. GE CEO told a top subordinate love. GE CEO told a top subordinate who had a bad year, “I love you and I who had a bad year, “I love you and I know you can do better.”know you can do better.”

Love as motivation enables people to Love as motivation enables people to feel alive, connected, energized and feel alive, connected, energized and “in love” with life and work. “in love” with life and work.

Page 47: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

FOLLOWERS’ REPONSE FOLLOWERS’ REPONSE TO LOVETO LOVE

HHear and understand me.ear and understand me. EEven if you disagree with me, ven if you disagree with me,

please don’t make me wrong.please don’t make me wrong. AAcknowledge the greatness within cknowledge the greatness within

me.me. RRemember to look for my loving emember to look for my loving

intentions.intentions. TTell me the truth with compassion. ell me the truth with compassion.

Page 48: LEADERSHIP MIND AND HEART Damon Burton University of Idaho

The EndThe End