LEADERSHIP MIND AND HEART Damon Burton University of Idaho

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  • Slide 1
  • LEADERSHIP MIND AND HEART Damon Burton University of Idaho
  • Slide 2
  • WARREN BENNIS QUOTE Theres no difference between being a really effective leader and becoming a fully integrated person. Theres no difference between being a really effective leader and becoming a fully integrated person.
  • Slide 3
  • CAPACITY VERSUS COMPETENCE Competence is your knowledge, skills and abilities which is limited and quantifiable. Competence is your knowledge, skills and abilities which is limited and quantifiable. Capacity is the potential each of us has to be more than we are now and is unlimited. Capacity is the potential each of us has to be more than we are now and is unlimited. Being a whole person means operating from mind, heart, spirit and body. Being a whole person means operating from mind, heart, spirit and body.
  • Slide 4
  • What are mental models?
  • Slide 5
  • MENTAL MODELS Mental Models are theories people hold about specific systems in the world and their expected behavior. Mental Models are theories people hold about specific systems in the world and their expected behavior. Systems are a set of elements that interact to form a whole and produce a specified outcome. Systems are a set of elements that interact to form a whole and produce a specified outcome. Systems include an organization, a football team, a pledge class or the claims process for an insurance company. Systems include an organization, a football team, a pledge class or the claims process for an insurance company.
  • Slide 6
  • MENTAL MODELS - 2 Leaders use many mental models that govern how they interpret experiences and how they act in response to people and situations. Leaders use many mental models that govern how they interpret experiences and how they act in response to people and situations. For example, one mental model about what makes an effective team is that members share a sense of team ownership and feel that they have authority and responsibility for team actions and outcomes. For example, one mental model about what makes an effective team is that members share a sense of team ownership and feel that they have authority and responsibility for team actions and outcomes. A conflicting model would be that every team needs a strong leader to take control and make the decisions. A conflicting model would be that every team needs a strong leader to take control and make the decisions.
  • Slide 7
  • GOOGLE LEADERS MENTAL MODEL Stay uncomfortable, Let failure coexist with triumph, Let failure coexist with triumph, Use a little less management than you need, Use a little less management than you need, Defy convention, Defy convention, Move fast and figure things out as you go. Move fast and figure things out as you go.
  • Slide 8
  • ASSUMPTIONS Assumptions play an important role in shaping mental models. Theory X versus Theory Y are based on very different assumptions. Theory X versus Theory Y are based on very different assumptions. Leaders make assumptions about events, situations and people. Leaders make assumptions about events, situations and people. Assumptions are accepted as the truth which can be dangerous if faulty. Assumptions are accepted as the truth which can be dangerous if faulty. Pets.com assumed people would start buying most pet food on-line. Pets.com assumed people would start buying most pet food on-line.
  • Slide 9
  • YAHOO Yahoo was started in 1994 by 2 engineers while they were still grad students at Stanford. When the dot.com bubble burst in the late 90s, Yahoo changed CEOs, and Terry Semel based his leadership on the assumption that Yahoo was a 21 st century entertainment and media company, not a technology company. Yahoo was reorganized to entertain and inform people in a new way, emphasizing ease of use. Yahoo was reorganized to entertain and inform people in a new way, emphasizing ease of use. Yahoo increased profits by $300 million in 18 months and by 2005 had earned 1.2 billion. Yahoo increased profits by $300 million in 18 months and by 2005 had earned 1.2 billion.
  • Slide 10
  • LESSONS LEARNED Yahoos numbers have slipped a bit as competition has increased. They may need to shift some assumptions to define priorities, bring focus, and keep the company strong in a changing world. Assumptions work in some situations and are detrimental in others. Leaders must regard their assumptions as temporary ideas rather than fixed truths. Leaders must constantly question whether long-help assumptions fit the current reality.
  • Slide 11
  • CHANGING MENTAL MODELS A Harvard study of the top 100 business leaders of the 20 th century found they shared contextual intelligence, or the ability to sense the social, political, technological and economic context of the times and adopt a mental model that helped their organizations best respond. We are in volatile times. In 1985, 35% of companies were rated high risk by Standard & Poor while 41% were low risk. In 2006, 73% were high risk and only 13% low risk. The forecast for companies is continued chaos with a chance of disaster.
  • Slide 12
  • CHANGING MENTAL MODELS - 2 A Leaders cannot afford to become prisoners to their own assumptions and mindsets. Lewandowsky (2005) surveyed people in the U.S., Germany, and Australia about the U.S. invasion of Iraq and found people believed facts that were consistent with their mindsets. Leaders must constantly question their mindsets and learn from others. When Swedish furniture maker Ikea opened stores in the U.S., they found they had to take an American rather than a Swedish mindset to be successful.
  • Slide 13
  • CHANGING MINDS According to psychologist Howard Gardner, after age 10 people tend to retreat to old ideas rather than opening new possibilities. Changing mindsets requires developing specific skills, including: Take your time and approach change from many vantage points. Dont rely on reason alone touch peoples emotions (e.g., stories, events, or imagery). Dont underestimate how powerful resistance can be.
  • Slide 14
  • What characteristics are needed to create new mental models?
  • Slide 15
  • NEW MENTAL MODELS independent thinking, open-mindedness, systems thinking, and personal mastery.
  • Slide 16
  • INDEPENDENT THINKING Independent thinking means questioning assumptions and interpreting data and events according to ones own beliefs, ideas and thinking, not according to pre-established rules, routines and categories defined by others. Good leadership is not about following the rules of others, but standing up for what you believe is best for the organization. Mindfulness is continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstances.
  • Slide 17
  • INDEPENDENT THINKING Leaders must employ critical thinking and explore things from all angles and integrate available information into possible solutions. They question all assumptions, vigorously seek divergent opinions and give balanced consideration to all alternatives. According to Bass (1985), leaders must provide intellectual stimulation to arouse followers imaginations and stimulate their ability to identify and solve problems creatively.
  • Slide 18
  • OPEN-MINDEDNESS Open-mindedness is looking at things in a new way. Leaders must think critically, explore things from all angles and integrate available information into possible solutions. Learned helplessness is the belief that we cannot control the course of negative events. Once established it is hard to change. Being critical, questioning the status quo and thinking for yourself is essential.
  • Slide 19
  • SYSTEMS THINKING Systems Thinking -- is the ability to see the synergy of the whole rather than just the separate elements of the system and learn to reinforce or the whole system patterns. Solving problems by breaking the system into parts and then changing one part doesnt guarantee a better working system. Relationships between parts form a complete system. Leaders must look for patterns over time and focus on the rhythm, flow, direction, shape and networks of relationships that make up the system.
  • Slide 20
  • SYSTEMS THINKING - 2 Systems are complex so leaders must understand the big picture using a wide angle rather than telephoto lens. Peter Senge talks about circles of causality rather than linear relationships. Changes in one circle impact other circles. The system must be tweaked based on feedback about how the entire system is functioning. Without understanding the system, changing parts may hurt overall performance.
  • Slide 21
  • CIRCLES OF CAUSALITY
  • Slide 22
  • What is personal mastery?
  • Slide 23
  • PERSONAL MASTERY Personal Mastery describes the discipline of personal growth and learning that facilitates leadership and achieving desired results. Personal Mastery embodies 3 qualities: personal vision, facing reality holding creative tension.
  • Slide 24
  • PERSONAL VISION Personal Vision knowing and clarifying what is important. Leaders focus on the end result that motivates them and their organization. They have a clear vision of a desired future, and their purpose for achieving it. Leaders continually focus and define what they want as their desired futu

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