Leadership Development Program Slides

1. Fundamentals of
Leadership
Rotaract and Friends
BPML – La Tour Koenig
Sat 20 and Sat 27 Sept 2014

2. Today’s Agenda
• Welcome and Introductions
• Ice-breaker
• Leadership, Change and Citizenship
• Change and Self-awareness - 1
• Break
• Groups for Social Change
• Change and Self-awareness - 2
• Questions & Answers, Open discussion

3. Looking at the Future
• How do you see yourself in 15-20 years?
• What would you LIKE your personal and
professional situation to be?
• Will you Change?
• Who will take you there?
…who will lead Your Life?
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4. Brainstorming
• What do we mean by leadership?
• What is the goal of leadership?
• Do we have a common understanding?
• What names come to mind when we
think of great leadership?

5. What is leadership?
• Leadership is motivating, mobilizing,
directing people to collaboratively
pursue a shared vision that
produces positive transformation
• Leadership is an ethical process, an
activity
• Why ethical?

6. The Goal of Leadership
• The goal of leadership is to mobilise
oneself and/or others to change in a
positive and sustainable manner
• Sustainability will depend on our ability
to grow other leaders
• REAL leaders continue to influence
even in their absence

7. Leadership and status
• Leadership is an activity not a status
• Leadership is exercised at all levels of the
organisation – not just at the top
• Leadership is not to be confused with being
the boss, the head, the manager, the
rector, the minister, the prime minister etc
– These titles only indicate authority/power
• Servant leadership

8. Leadership v/s Authority
• Authority, influence and power are
critical tools
• But they do not define leadership

9. Leader-Follower Dynamic
Good leaders
• Trustworthy
• Honest
• Committed
• Innovative
• Competent
• Courageous
• Takes initiatives
Good followers
• Trustworthy
• Honest
• Committed
• Innovative
• Competent
• Courageous
• Takes initiatives
• Great followers produce great leaders…
• Great leaders produce great followers

10. Transformational
Leadership
• Transformational leadership
espouses a relationship between
leaders and followers in which each
transforms the other.

11. Transformational
Leadership
Leaders transform followers,
helping them to become leaders
themselves
Both deeply involved in the dance
of change

12. Transformational
Leadership
• The aim of leadership is to transform
leaders and followers into better, more
self-actualized people
• The process involves leaders and
followers raising one another to higher
levels of motivation and morality

13. Transformational
v.s
Transactional Leadership
• Transactional leadership involves
power wielders engaged in a politics of
exchange
•more interested in satisfying their
own purposes than in the
aspirations of their followers

14. Looking at the Future
• How do you see Mauritius in 15-20
years?
• What would you LIKE to see ?
• What changes do you wish
• At country level
• In your organisation
• In the way people behave
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15. Looking at the Future
• Make a list of 8-10 wishes / changes (5
min)
• Random sample of wishes
• Simple Changes?
• How long will it take?
• Who will DO the Changes? 1, 25, 70…?
• Who leads the country‘s life?
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16. ―Change will not come if we wait for
some other person or some other
time. We are the ones we've been
waiting for. We are the change that
we seek.‖
Barack Obama

17. Leadership is redundant if the goal
is to maintain status quo.
Absence of required change is an
evidence of leadership failure.
–
Leadership for social
change

18. Leadership for social
change
• Sustainable Change is the ultimate
goal of the creative process of
leadership – to make a better society
/ a better world or simply to live a
better life

19. Technical
Problems
• Tire puncture
• Fused bulb
• Bone fracture
• Short-sightedness
Adaptive
Challenges
• Severe heart condition
• Drug addiction
• High crime rate
• Corruption

20. Leadership for social
change
Need to differentiate between
• Technical problems
• Adaptive challenges

21. Leadership for social
change
• Technical problems: solutions are
known to the relevant experts /
authorities
• No specific effort required from
those affected

22. Leadership for social
change
• Adaptive challenges: requiring
collaborative and innovative
approaches, and changes in people‘s
priorities, beliefs, lifestyles, learning
AND effective leadership
–With risks of failure / losses

23. Leadership for social
change
• Leadership is a relational and ethical
process of people together attempting
to accomplish positive, sustainable
change
– focus on values and authentic
relationships

24. Citizenship

25. Citizenship
• Citizenship involves working to make
a difference in the civic life of our
communities
• And developing the combination of
knowledge, skills and values and
motivation to make that difference

26. Citizenship
• Citizenship means more than
membership; it implies active
engagement of the individual and the
leadership group in an effort to serve
the community.

27. Ubuntu – South African Concept
My humanity is caught up, is
inextricably bound up in yours – a
person is a person through other
persons – one belongs to a
greater whole and is diminished
when others are humiliated or
diminished

28. Good v/s Active
Citizenship
• You see a hungry man
• Good citizenship
• …..Give a man a fish
• Active citizenship
• …..Teach him how to fish
• Transactional v/s Transformational
• Technical v/s Adaptive
• Short term v/s Sustainable

29. Active Citizenship
• Sustainable Change should be
preceded by an in-depth
understanding of the underlying
systemic causes
• Focus on root causes of problems
• Focus on building relationships and
collaboration with others (including
the ‗victims‘)

30. Active Citizenship
• Not charity and shallow volunteerism
• Charity - risk of creating dependencies
• Charity – annual events
• Are we really solving the problem?

31. Break
32

32. Groups and Social Change
• Why do you do Community Service?
• Why do Rotaract/JCI/NGOs exist?
• Why did you join a group?
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33. Groups and Social Change
• Enumerate some activities of your group
• Good or Active Citizenship?
• Are we making Sustainable Change?
• Are we Solving the problem?
• Technical or Adaptive?
• Are we collaborating with the victims?
• Essential ingredient for Collaboration...
• TRUST 34

34. Groups and Social Change
• Difficulties when working in Groups
• Results of Questionnaire – discussion
• Root Causes?
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35. Groups and Social Change
• Essential Group Values
• Common Purpose
• Collaboration
• Controversy with Civility
Do you have them?
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36. Break
37

37. Recap - What is leadership?
• Leadership is motivating, mobilizing,
directing people to collaboratively pursue
a shared vision that produces positive
sustainable transformation or change
• Leadership is value-based process …
an activity
• Exercising leadership v/s exercising
power or authority - titles help but are not
essential

38. Recap -The Goal of Leadership
• The goal of leadership is to mobilize
oneself and/or others to change in a
positive and sustainable manner
• Sustainability will partly depend on the
nature of the change and partly on our
ability to grow other leaders
– on our ability to help others to self-actualize

39. Fundamentals of
Leadership
Rotaract and Friends
BPML – La Tour Koenig
Sat 20 and Sat 27 Sept 2014

40. Agenda Sat 27 Sep 2014
• Self-awareness and Change (recap)
• "Always-Sometimes-Never‖
Individual Values - Do you have them?
• Self-awareness and Leadership
• Your commitments
Action plans (you, organisation)
• Summing up
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41. Groups and Social Change
• Essential Group Values
• Common Purpose
• Collaboration
• Controversy with Civility
Managing Diversity, Views, Disagreements
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42. Questions
• What makes people collaborate or
‗follow‘?
• How does one develop the ability to
influence others to move in a chosen
direction?
People follow you because of who
you are, what you stand for …

43. Always, Sometimes, Never
• I value Ethnic Diversity
– Always / Sometimes / Never
• I value Honesty
– Always / Sometimes / Never
• I value Freedom
– Always / Sometimes / Never
• I value Equal Opportunities for All
– Always / Sometimes / Never

44. Always, Sometimes, Never
• I stop my friends when they make
inappropriate jokes on race and religion
– Always / Sometimes / Never
• I always tell the truth to my father
– Always / Sometimes / Never
• I stop my friends when they criticise the way
other people dress
– Always / Sometimes / Never
• I will refuse a job if I do not go through the
normal recruitment process
– Always / Sometimes / Never

46. What, How and WHY
• People hear What you say, see What
you do and How you do it (Left Brain)
• They can Agree and Like What and
How you do things (Left Brain), but
• They will Trust YOU as a person based
on WHY you do things
That is when they share some of the
Beliefs, Purposes, Values that drive you

47. What, How and WHY
• Trust is a feeling (Right Brain)
• We do not Trust or gain Trust rationally
• It comes when Actions and Behaviour
are in line with Values
• It comes when Actions and Behaviour
are consistent over time
The Actions and Behaviour PROVE
what you Believe (WHY you do things)

48. A leader doesn‘t just get the message
across – a leader is the message.
Warren Bennis
• Leaders need to work on themselves first
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49. Adaptive Leadership
• The individual / group must face incongruence
head on and the leadership is seen as central
to fulfilling the role of identifying and
remedying the incongruence.
• The gap between what is, and what should be,
is an opportunity for change
–An opportunity for leadership
• This kind of change requires ―work‖

50. The proof … is in the
eating
• Eat the menu or the food
• Read about driving and actually start
driving – initially difficult – conscious effort
– later effortless …

51. Individual Values for
Leadership
• Essential Individual Values
• Consciousness of Self
• Congruence
• Commitment
Do you have them?
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52. Break
53

53. Your Commitments
Individual Values
• Consciousness of
Self
• Congruence
• Commitment
Group Values
• Common Purpose
• Collaboration
• Controversy with
Civility
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54. Your Commitments
3 Teams – 30 mins
• Which Group(s)?
• How would you
proceed?
• Expected difficulties
• Presentations
Group Values
• Common Purpose
• Collaboration
• Controversy with
Civility
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55. Your Commitments
Individual Work
• How to proceed
• Timeline
• Expected
difficulties
Individual Values
• Consciousness of
Self
• Congruence
• Commitment
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56. Session 1
Change & Self-awareness

57. Leadership
• Leadership is motivating, mobilizing
people to collaboratively pursue a
shared vision that produces positive
sustainable change
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58. Activity 1
• List your five best friends …
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59. Activity 2
• List your five best followers …
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60. When I was a young man, I wanted to change
the world. I found it was difficult to change
the world, so I tried to change my nation.
When I found I couldn't change the nation, I
began to focus on my town. I couldn't change
the town and as an older man, I tried to
change my family.
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61. Now, as an old man, I realize the only thing I
can change is myself, and suddenly I realize
that if long ago I had changed myself, I could
have made an impact on my family.
My family and I could have made an impact on
our town. Their impact could have changed
the nation and I could indeed have changed
the world.
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62. Yesterday I was clever, so I wanted to
change the world.
Today I am wise, so I am changing myself.
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Rumi (1207-1273)

63. 64

64. Change
• Three pre-conditions:
– Knowing where you are / who you are
– Knowing where you want to go / what you
want to become
– Willingness to learn
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65. Behaviour, feelings etc
associated with
Learning
• Attentive
• Clear goals
• Relaxed
• Attentive
• Creative
• Friendly
• Change
Protection
• Fear
• ―We are already doing it.‖
• I‘m out of control
• Not listening
• Increased adrenaline
• Hostile
• Status quo
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66. 67

67. 68

68. END OF SESSION 1
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69. Session 2
Change & Self-awareness

70. SELF-AWARENESS:
MY HOT BUTTONS
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71. What are my ‘hot buttons’?
• Situations, people, behaviors
that you react ‗allergically‘ to
• What emotions do these
create?
• What is your behavior in these
situations?
• What is the belief (underlying
this behavior) when your hot
button is pushed?
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74. Main functions of the
primitive brain
• Wired for a simpler and more hostile world
– Small problems had big consequences
– Starving, freezing, being eaten by predators, or being
abandoned by the group
• Survival at all costs
• Protect against dangers / injury
• Instant gratification
• Errors
– Run away from situations that may be safe or get into
situations with long-term negative consequences
– Safer more complex environment
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75. Hit the Pause button !
• Breathe
• Relax
• Count to ten
 Ask questions – Reflect
– What is my part in this?
– What can I learn about myself
from this?
 Trigger the neocortex
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76. MARSHMALLOW
EXPERIMENT
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77. VIDEO
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78. VIDEO DEBRIEF
Reptilian brain & the Marshmallow Experiment
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79. 80

80. END OF SESSION 2
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81. Session 3
Leadership & Self-awareness

83. “It’s easy to quit smoking. I’ve done it
hundreds of times.‖
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— Mark Twain

84. ―If leaders are to be successful, they
must first lead themselves.‖
(John Maxwell)
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85. Leadership
• Mobilizing adaptive work
– Leadership is an activity
– Leadership is a process
• With or without authority
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86. Activity
• Identify 1-2 important changes you need to
implement in order to move closer to your
goals
• Determine whether these are technical,
adaptive, or both
• Discuss the relative degree of difficulty
associated with ―managing‖ each
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87. MINDFULNESS EXERCISE
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88. Session 4
Leadership & Self-awareness

89. Brainstorming
• What does self-awareness have to do
with leadership?
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90. • At 29, Buddha left family and friends,
and went to the forest to meditate for 6
years
• At 30, Jesus went into in the Wilderness
for 40 days to meditate
• At 40, Prophet Mohammad meditated for
months in a cave on Mount Hira
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Interesting Pattern

91. • Gandhi - frequent jail sentences lasting
months and years
• Martin Luther King – frequent jail
sentences
• Nelson Mandela - 17 years in prison at
Robben Island
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Interesting Pattern

92. Self-awareness
• Those who exercise great leadership often
display a high level of self-awareness
• Self-awareness is one of the components of
emotional intelligence
• Self-awareness is not an end point that can
be reached; instead, it is adopting a way of
life that promotes constant learning about
what is most important… it is an inner journey

93. Why Self-awareness?
• Self-awareness is the first step in personal
leadership / personal transformation
• And personal leadership is a pre-requisite
for leading others
• Identify areas of incongruence
Potential personal leadership opportunities
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94. HOW TO ENHANCE SELF-AWARENESS?
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95. Developing Self-awareness
• Developing self-awareness requires
intentional actions including
1. a practice of reflection
2. openness to feedback
– strength and weaknesses - non defensive
listening without interrupting, ask clarifying
questions
3. learning about the self through assessments
4. mindfulness

96. Importance of Self-observation
• Problem: constant ‗busyness‘ does not lend itself to
developing self-observation - need to retreat from doing
• Self-observation - not what should I do next but
– Who am I?
– How would I describe myself?
– What are my values?
– Why am I here?
– Just making a career or also making a difference?
– What is my life purpose?
– How would I measure my life?

97. Mindfulness
• a mental state achieved by focusing
one's awareness on the present
moment, while calmly acknowledging
and accepting one's feelings, thoughts,
and bodily sensations
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99. Self-awareness &
Personal Leadership
• How good are we at keeping our promises to
ourselves?
• The self-awareness strengthens the
character and enhances the influence we
have on ourselves – on our ability to achieve
congruence – to walk the talk

100. Self-awareness
Congruence
Commitment
Authentic Leadership
(individual level)

101. Self-awareness
Congruence
Trust
Authentic Leadership
(social level)

102. Self-awareness &
Leadership
• Congruence enhances authenticity, integrity,
credibility, trust, and the influence we have
on others – i.e., on our ability to exercise
effective leadership
• How good are we at keeping our promises to
others?

103. Summary
• Self-awareness as a keystone of leadership
• Self-awareness achieved though feedback (inc.
360), mindfulness practice and other means leads to
– better congruence
– more effective personal leadership
– higher levels of authenticity, credibility and trust
– enhanced ability to influence others
• i.e. to exercise leadership …

104. Bottom-line
• We need to start working very hard on
ourselves as from today if we intend to
enhance our leadership
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105. UNCOVERING YOUR
ICEBERG
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106. 107
What we see
& attempt to
address
What we do not
see & often do
not attempt to
address

107. THANK YOU ….

108. Patil Hunma
Daden Venkatasawmy
www.leadershipnetwork.mu
Contact Form
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