LEADING WITH LEADING WITH

HEARTHEART

Inspiring Loyalty and Commitment with Inspiring Loyalty and Commitment with Vision-Based LeadershipVision-Based Leadership

William G. DeFoore, Ph.D.Institute for Personal & Professional Development, www.goodfinding.com

LEADERSHIP STYLESLEADERSHIP STYLES

In research drawn from a global database of In research drawn from a global database of 3,871 executives, it was found that3,871 executives, it was found that “leaders “leaders who used styles with a positive emotional who used styles with a positive emotional impact saw decidedly betterimpact saw decidedly better FINANCIAL FINANCIAL RETURNSRETURNS than those who did not.” than those who did not.”

(From Goleman, et.al. PRIMAL LEADERSHIP, 2002)(From Goleman, et.al. PRIMAL LEADERSHIP, 2002)

LEADERSHIP STYLESLEADERSHIP STYLESAnd how they were perceivedAnd how they were perceived

• Visionary-Visionary-MOST POSITIVEMOST POSITIVE• Coaching-Coaching-HIGHLY POSITIVEHIGHLY POSITIVE• Affiliative-Affiliative-POSITIVEPOSITIVE• Democratic-Democratic-POSITIVEPOSITIVE• Pacesetting-Pacesetting-OFTEN HIGHLY NEGATIVEOFTEN HIGHLY NEGATIVE• Commanding-Commanding-HIGHLY NEGATIVEHIGHLY NEGATIVE

LEADERSHIP STYLESLEADERSHIP STYLES

Leadership is very much aLeadership is very much a MATTER OF THE HEARTMATTER OF THE HEART

and yet…and yet…TRUE GREATNESS IN LEADERSHIPTRUE GREATNESS IN LEADERSHIP

Is a matter ofIs a matter of HEAD HEAD AND HEARTAND HEARTWorking Working BRILLIANTLYBRILLIANTLY together!together!

“Emotional Brain” Theory

Daniel Goleman, Peter Salovey, et. al. Researchers in Emotional Intelligence

NeocortexNeocortex

EmotionalEmotional

BrainBrain

(Amygdala—(Amygdala—the the

““emotional sentry”)emotional sentry”)

The Triune Brain Theory

Paul D. McLean

National Institute of Mental Health

NeocortexNeocortex

MammalianMammalian

ReptilianReptilian

Pre-frontal lobesPre-frontal lobes

The Reptilian BrainThe Reptilian Brain

Survival brain CharacteristicsSurvival brain Characteristics

•Fight, flight Fight, flight or or freezefreeze•Focused on “small picture”Focused on “small picture”•Resistant to changeResistant to change•Retreat to the familiarRetreat to the familiar•Needs structure and repetitionNeeds structure and repetition•Governs Governs FEAR AND ANGERFEAR AND ANGER•Gives energy/drains energyGives energy/drains energy•Can shut down the rest of theCan shut down the rest of theBrain—Brain—”emotional hijacking””emotional hijacking”

The Mammalian BrainThe Mammalian Brain

• The The HEARTHEART connection connection•Family, community, teamFamily, community, team•Focused on “big picture”Focused on “big picture”•Governs Governs TRUST LEVELTRUST LEVEL•Connects to the brilliant neocortex--& Connects to the brilliant neocortex--& the the collective braincollective brain of the of the team/family/company team/family/company

Characteristics:Characteristics:

THE BRAIN WAS DESIGNED FOR THE BRAIN WAS DESIGNED FOR TRUST AND COOPERATIONTRUST AND COOPERATION

FEAR AND ANGER (Reptilian reactions)FEAR AND ANGER (Reptilian reactions)

make us make us less intelligent less intelligent and and separate us separate us from each otherfrom each other

The more trusting and compassionate we are, the more intelligent we become!

THE BRAIN WAS DESIGNED FOR THE BRAIN WAS DESIGNED FOR TRUST AND COOPERATIONTRUST AND COOPERATION

The Neocortex The Neocortex

togethertogether are the domain of:– “Head” and “heart”– Precision/effectiveness– Decision making ability

– Thinking and imagination– Clear, effective communication– Managing conflicting information– And connected by the corpus callosum

RIGHTRIGHTLEFTLEFT

The Left and Right Hemispheres

The Neocortex-continued

The Left Brain (left hemisphere)– The “head” part– Problem solving– Time oriented, rational– Logical decision-making– Highly valued in school/business– It provides what the reptilian brain needs– Can operate independently of emotion (+&-)

The Neocortex - The Neocortex - continuedcontinued

The Right Brain (right hemisphere)The Right Brain (right hemisphere)– TheThe “heart”“heart” partpart– Imagery, Imagery, creativity,creativity, imaginationimagination

– Accesses/manages/processesAccesses/manages/processes emotionemotion – Uses moreUses more brain capacitybrain capacity than left brainthan left brain– CanCan help left brain workhelp left brain work more effectivelymore effectively– Must be developed forMust be developed for emotional intelligenceemotional intelligence– Makes decisions based onMakes decisions based on feeling and intuitionfeeling and intuition

The Neocortex - The Neocortex - continuedcontinued

The Pre-frontal LobesThe Pre-frontal Lobes– EmpathyEmpathy– InspirationInspiration

– Positive motivationPositive motivation– Vision and forward thinkingVision and forward thinking– ““Executive center” of the brain Executive center” of the brain – Provides a point of focus for all intelligenceProvides a point of focus for all intelligence

EnergyEnergySourcesSources

(trust vs. fear)(trust vs. fear)

ProcessorsProcessors(reason & creativity)(reason & creativity)

VisionVision(planning & projection)(planning & projection)

RIGHTRIGHTLEFTLEFT

RR

PP

MM

Headlight/Headlight/ProjectorProjector

DriversDrivers Self interestSelf interest

Family/teamFamily/team

ProcessorsProcessors

Creative &Creative &imaginativeimaginative

processesprocesses

RationalRationalprocessesprocesses

1.1.   In wIn which part of the brain are you hich part of the brain are you most comfortable?most comfortable?

2.2. ““Map” your organization/teamMap” your organization/team  a.a. Place yourself on the mapPlace yourself on the mapb.b. Place individual leaders and Place individual leaders and 

personalitiespersonalitiesc.c. Place departments/divisionsPlace departments/divisionsd.d. Identify diverse and fluid Identify diverse and fluid 

individuals & groupsindividuals & groupse.e. What areas need developing the What areas need developing the 

most?most?

BRAIN MAPPINGBRAIN MAPPINGEXERCISEEXERCISE

RtRtLL

RR

PP

MM

P – Vision, planningP – Vision, planningL – Logic, numbers L – Logic, numbers Rt – Creative, innovativeRt – Creative, innovativeM – Connection, caringM – Connection, caringR – Self-interest, fearR – Self-interest, fear

Whole-BrainLeadership (Leading 

with Heart)In meetings & business processes:In meetings & business processes:

1) Create safety -- Reptilian brain1) Create safety -- Reptilian brain

1

2

3&4

2) Make connections -- Mammalian brain2) Make connections -- Mammalian brain3) Cover facts and information -- Left brain3) Cover facts and information -- Left brain4) Use the creative imagination -- Right brain4) Use the creative imagination -- Right brain5) Vision and action planning -- Pre-frontal lobes5) Vision and action planning -- Pre-frontal lobes

5

Whole-Brain Leadership(Reptilian needs)

1) Creating safety1) Creating safety• Breathing Breathing • Relaxation Relaxation • Order & structure Order & structure • Inclusion and participation Inclusion and participation • Respectful listening & feedback Respectful listening & feedback TT

5

1

2

3&4

2) Making 2) Making HEARTHEART connections connections• Greetings Greetings • Checking in Checking in • Healthy touchHealthy touch• Humor and fun Humor and fun • Expressing appreciation and validation Expressing appreciation and validation

5

1

2

3&4

(Mammalian needs)

Whole-Brain Leadership 

3) Sharing facts & information

• Timelines & priorities Timelines & priorities

• Sharing relevant financial data Sharing relevant financial data

• Updates on current developments Updates on current developments

• Establishing clear performance goalsEstablishing clear performance goals

5

1

2

3&4

(Left Brain)

Whole-Brain Leadership 

4) Using intuition & imagination

• Ask for gut feelings and images Ask for gut feelings and images

• Encourage innovation and creativity Encourage innovation and creativity

• Ask key questions:Ask key questions: – What are we not talking about?What are we not talking about?– What would we do if we had no limitations?What would we do if we had no limitations?– How will our “hidden culture” respond to this?How will our “hidden culture” respond to this?

5

1

2

3&4(Right Brain)

Whole-Brain Leadership 

IN HARVARD BUSINESS REVIEWIN HARVARD BUSINESS REVIEWJim Loehr & Tony Schwartz observed…Jim Loehr & Tony Schwartz observed…

““Great athletes spend a lot of time practicing and a Great athletes spend a lot of time practicing and a little time performing, whilelittle time performing, while executives spend no executives spend no

time practicing and all of their time performing.”time practicing and all of their time performing.”

5) Vision and action planning5) Vision and action planning

• Visualize outcomes Visualize outcomes

– What will success look like? What will success look like?

– How will we feel when we do this? How will we feel when we do this?

• Alignment with strategic purpose Alignment with strategic purpose

• Tasks, responsibilities and timelines Tasks, responsibilities and timelines

• Checkpoints and assessment processes Checkpoints and assessment processes

• Demonstrating grounded faith and optimismDemonstrating grounded faith and optimism

5

1

2

3&4

(Pre-frontal Cortex)

Whole-Brain Leadership 

CONFLICT CONFLICT MANAGEMENTMANAGEMENT

AND DISPUTE RESOLUTIONAND DISPUTE RESOLUTION

1.1. Reflective listeningReflective listening2.2. Empathy, understanding, validationEmpathy, understanding, validation3.3. Taking responsibility - “I” statementsTaking responsibility - “I” statements4.4. Appreciating and valuingAppreciating and valuing5.5. Negotiating resolutionNegotiating resolution6.6. Establishing accountabilityEstablishing accountability

THE ART AND SCIENCETHE ART AND SCIENCEOF OF APPRECIATIONAPPRECIATION

1.1. Raises the value ofRaises the value ofa.a. The relationshipThe relationshipb.b. The person (in your eyes)The person (in your eyes)

2.2. Raises your energy levelRaises your energy level3.3. Adds energy to the relationshipAdds energy to the relationship4.4. Inspires loyalty & camaraderieInspires loyalty & camaraderie5.5. Think of someone you appreciate (or Think of someone you appreciate (or

need to)…need to)…

SYSTEM AND SYSTEM AND PROCESS PROCESS

EXAMPLESEXAMPLES1.1. Whole-brain communicationWhole-brain communication2.2. Innovation and the “angel’s advocate”Innovation and the “angel’s advocate”3.3. Regular practice/use sessions for:Regular practice/use sessions for:

a.a. Conflict ResolutionConflict Resolutionb.b. ““Emotional Intelligence” sessionsEmotional Intelligence” sessions

4.4. Regular social opportunitiesRegular social opportunities5.5. Vision focus meetings & remindersVision focus meetings & reminders

BUILDING BUILDING TRUST AND TRUST AND LOYALTYLOYALTY

1.1. ““Open books” business communicationOpen books” business communication2.2. Asking for feedback—the “360” approachAsking for feedback—the “360” approach3.3. Processing feedback for lasting changeProcessing feedback for lasting change4.4. Using feedback to enhance leadershipUsing feedback to enhance leadership5.5. The power of the personal story as a The power of the personal story as a

leadership toolleadership tool

YOUR STORY AS A YOUR STORY AS A LEADERSHIP TOOLLEADERSHIP TOOL

1.1. What life experiences have impacted you the What life experiences have impacted you the most?most?

2.2. How do these life lessons affect your leadership How do these life lessons affect your leadership style and decision-making?style and decision-making?

3.3. What vulnerabilities have resulted?What vulnerabilities have resulted?4.4. What strengths have you developed as a result of What strengths have you developed as a result of

your experiences?your experiences?