1. Agenda – Day 4
• Recap & link with current events
• Congruence
• Discussion
• Commitment
• Activity
• Lunch
• Activity
• Group Work
• Recap
• Open Q&A
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2. In the News
• Examples of Technical solutions to
address Adaptive Challenges
– (5, …)
• Leadership?
– 6 months holidays / year…

3. Recap of Day 1, 2 & 3
• Questions & reflections on concepts
discussed:
– Leadership & Change
– Transformational Leadership
– Technical & Adaptive challenges
– Good & Active Citizenship
– Root cause analysis
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4. Recap of Day 1, 2 & 3
• Questions & reflections on concepts
discussed:
– Collaboration
– Common Purpose
– Controversy with Civility
– Diversity, Worldview and Trust
– Consciousness of Self
– I am 90 and I am proud because…
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5. Objectives of Sat 03 Aug
• Short presentation on Root Causes,
Proposed Solutions and Challenges
• Action List on Group Theme
• Action List on Relaying LDP
• How YOU will CHANGE
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6. The Model

7. Becoming Conscious of
Self
• Developing consciousness of self requires
intentional actions.
• These include
1. a practice of reflection
2. openness to feedback
– strength and weaknesses - non defensive, listen
without interrupting, ask clarifying questions, does
not imply accepting everything, integrating advice
of others
3. learning about the self through assessment.

8. CONGRUENCE

9. WHAT IS CONGRUENCE?
IT STARTS WITH SELF-
AWARENESS

10. REFLECTION
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11. 12
The year is 20_ _, I am 90 years old today. I have
known over the last few weeks that my remaining
days on earth are now a countable few. And yet
when I reflect on the years gone by, I realise that
time has flown by faster than I could ever have
imagined, but I have reason to be proud and
contented with how I lived out each day and each
year and each decade, to end up where I am
now…

12. Things that are entirely
indispensable in my life
1. .
2. .
3. .
Things that are entirely
dispensable in my life
1. .
2. .
3. .
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13. Things I always want to be
1. .
2. .
3. .
Things I never want to be
1. .
2. .
3. .
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14. Things I always want to do
1. .
2. .
3. .
Things I never want to do
1. .
2. .
3. .
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15. COMMENTS ON THE
EXERCISE
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16. CAN WE CHANGE?
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17. 18
HIGH-POWER POSES

18. 19
LOW-POWER
POSES

19. Mind & Body
• Our minds change our bodies
• Do our bodies change our minds?
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20. Body & Mind
• Testosterone : the dominance hormone
• Cortisol : the stress hormone
• By holding these power postures for just
two minutes before entering a high-stress
situation, people can increase their
testosterone by about 20% and decrease
their cortisol by about 25%
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21. 22

22. Mind & Body
• Our minds change our bodies
• Our bodies change our minds
– and our minds change our behaviour
– and our behaviour changes our outcomes
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23. 24
Our identities
• Our identities – and the stereotypes
associated with them – imprison us
• Man
• Mother
• Boss
• Secretary
• Undergraduate
• Mauritian

24. Extend our sense of self
• By defining our identity in terms of being
part of the human race, we open
ourselves up to accessing the strength
and wisdom and creativity that we
know exist within our race
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25. Extending our sense of self
That some achieve great success is proof
to all that others can achieve it as well
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26. Transcend our sense of self
• A human being is a part of a whole …
[however] he experiences himself as
something separated from the rest. This is
a kind of prison for us, restricting us to our
personal desires and to affection for a few
persons nearest to us. Our task must be to
free ourselves from this prison. 27

27. Transcend our sense of self
• I am a part of the whole…As soon as
we become one with the ocean … there
is no more rest for us, nor indeed do we
need to rest any longer
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28. 29

29. Summary
• Challenge stereotypes – break out of
the prison by
– amending
– extending
– transcending
our sense of identity
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30. CONGRUENCE
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31. What is Congruence?
• Acting in ways that are consistent with
our values and beliefs.
• Requires a person to have a deeply felt
consciousness of self
• When values, beliefs, and convictions
are echoed in person’s actions,
congruence will exist.

33. What is Congruence?
• Congruence is the harmonious union of a
person’s inner and outer worlds.
• Walking the talk

34. What is Congruence?
• Congruence = Integrity
• The quality or condition of being whole or
undivided

35. Incongruence
• Become rich
• Be happy
• Good education
• Meritocracy
• No corruption /
crime
• Gamble
• Alcohol / drugs
• Underpay teachers
• Elect candidates of
same community
• Accept to be bribed /
Elect people who are
known to be corrupt /
supported by criminals

36. Congruence & Leadership?
• Considering that leadership is a relational
process, how is congruence relevant?
• Congruence means that a person’s
thoughts, feelings, and behaviors are
guided by an unwavering honesty,
authenticity, and genuineness towards
others.

37. Congruence & Authentic
Leadership
• Authentic leaders nurture relationships
driven by a transparency of values and
intentions.

38. Congruence & Authentic
Leadership
• Congruence is the foundation of
trust and credibility

39. A leader doesn’t just get the message
across – a leader is the message.
Warren Bennis
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40. Congruence & mindfulness
• How is congruence related to
mindfulness?
• Congruence requires taking inventory of
one’s intentions, actions, and motives
AND constant adjustment
• Congruence starts with self-awareness

41. 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.

42. Adaptive Leadership
• The gap between what is, and what should
be, is an opportunity for change
– An opportunity for leadership
• This kind of change requires “work”

43. Conclusion
• Congruence means not being afraid to
stand alone for what one believes in and
knows is right
• It requires being in tune with our spirit and
constantly taking stock to ensure that our
actions reflect our values and beliefs
• Congruence is the foundation of trust

44. LINKS WITH THE 7 C’S

45. Congruence & other Cs
• Congruence is difficult to achieve
without consciousness of self

46. Congruence & other Cs
• Congruence and the resulting
credibility and trust leads to more
effective collaboration, impacts the
selection of a common purpose

47. Congruence & other Cs
• Congruence contributes effectively to
our ability to handle controversy
with civility
• Congruence encourages us to
express our citizenship in social
change initiatives

48. Congruence and
Leadership
• True leadership happens whenever an
individual makes the decision to act
congruently with the intention of making
positive change

49. Congruence and
Leadership
• What is primarily needed is not popularity or
charm or power, but a sense of core
purpose and values and the courage to
take action / perform work that is
consistent with these principles.

50. The Model

51. ACTIVITY
Always, Sometimes, Never
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52. 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-

53. 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-

54. 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

55. 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)

56. CONGRUENCE
A Soul in a Mammal Body
Red Hawk : Self Observation-The Awakening of Conscience

57. A SOUL in a MAMMAL BODY
• We are ALL a Soul in a Mammal Body
• Mammals learn in 5 ways
– Observation, Repetition, Modeling, Trial
and Error, Play
• The fastest reaction of a mammal is the
survival instinct, based on 2 primitive
emotions: Rage and Terror
• Fight or Flight ! (Immediate Action,
powerful energy surge)

58. A SOUL in a MAMMAL BODY
• Humans have the same survival instinct,
with its centre located at the navel
• The 1st response to Pain or threat of
pain is Instinctive – Rage or Terror
• Most human beings live their lives and
conduct their relationships out of the
Survival Instinct (Selfish, Unconscious
and Mechanical)
• This is why the world is the way it is…

59. A SOUL in a MAMMAL BODY
• But Humans have a choice - Conscience
• It builds a Rational (instead of Instinctive)
response to Pain or threat of pain
• I can choose to manage my body,
observe without reacting, without
judgement, understand and keep the
body relaxed
• Breathe in the Navel and relax the body
• Transform the energy surge !

60. A SOUL in a MAMMAL BODY
• Use the energy to Assess and Understand
Reactions
• Decide on the most constructive action,
regardless of survival
• LEARN
• UNLEARN inherited, instinctive responses

61. CONGRUENCE
• Patient, Honest, Relaxed self-observation
• See, Understand your instinctive responses
• Do not Judge Yourself
• Make conscious choices
• Keep on observing
On-going fight between
Instinct and Conscience

62. COMMITMENT

63. The Model

64. Commitment
• Commitment refers to a strong passion
or desire
• It is the source of an intrinsic motivation
• It can be enhanced by a clear awareness
of a ‘congruence gap’
• It comprises of both intensity and
duration

65. Congruence
Intrinsic
Motivation
Commitment

66. Consciousness
of self
Congruence
Commitment
Authentic Leadership (individual /social)

67. Commitment
• Requires
–consciousness of self
–reflection
–mentorship from like-minded people
–life experiences

68. Commitment
• May / may not be supported by
external factors
– supportive environment
– being around others who have similar
passions
– financial incentives
– recognition of good work
– social status

69. Commitment
• reflects our authentic self as measured
by congruence of actions, beliefs and
passions.
• sometimes related to being associated
“something larger than oneself”
• Sweat, tears …

70. Quality v/s Quantity
• Involved in too many activities/ relationships
• Risk of conflicting interests / burnout
• Requires
– focus on priorities
– living a balanced life
• physical, intellectual, spiritual, emotional
– living a congruent life
– constant renewal via reflection, journaling

71. Commitment in Groups
• group commitment – only as great as the
sum of each individual level of commitment
• reflected in
– regularity
– attendance
– punctuality
– task completion

72. Commitment in Groups
• Fostered by
– shared values – common purpose
– collaboration
– controversy with civility
– authentic leadership

73. Common
purpose
Collaboration
Commitment
Authentic Leadership (groups)

74. Consciousness
of self
Congruence
Commitment
Authentic Leadership (individual)

75. Collaboration
Commitment
Active
citizenship
Authentic Leadership

76. The Model

77. • Genuine commitment, perseverance and
patience along with the right values /
intentions can move mountains
• Paradox: this requires detachment and
freedom from obsession with rewards /
personal credit
• Willingness to go the extra mile

78. The higher our level of consciousness,
the more energy we have, and the more
productive, peaceful, powerful, and
healthy we are.
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79. • Leadership is a process or an activity
that is inherently value - based and
whose ultimate goal is positive and
sustainable change
• Some of the key values are summed up in
the 7 Cs :
– Citizenship, Collaboration, Common Values,
Controversy with Civility, Consciousness of
Self, Congruence, Commitment
• Leadership may or may not be linked to
formal authority / titles. We need to
differentiate between exercising power
and exercising leadership

80. The great challenge of leadership is
not understanding the practice …
it is practicing our understanding!
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