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Week One_Consciousness of Self
- 2. Agenda •ASCEND Group Norms •Social Change Model •Overview of the Semester •Icebreaker •StrengthsQuest/Finder
- 3. Group Norms
- 5. Semester Overview DATE SOCIAL CHANGE MODEL FOCUS OF THE SESSION September 1st Consciousness of Self StrengthsQuest/Finder September 15th Congruence Authentic leadership September 29th Commitment Peer accountability October 13th Collaboration Intentional partnerships October 27th Common Purpose Values and mission November 10th Controversy with Civility Privilege and inclusion November 17th Citizenship Socially responsible December 8th Capstones Presentations
- 6. ICEBREAKER
- 7. You cannot be anything you want to be—but you CAN be a lot more of who you already are. -Tom Rath, Strengths Finder 2.0
- 9. 1. After seeing your results from StrengthsFinder, where you surprised by any of your top 5? 2. How can you invest in your talents? 3. How do your strengths impact the way you currently lead or work with peers in your organization? 4. How do you want to capitalize on your strengths? Discussion Questions
- 10. Strengths: Light and Dark- in balance or over-calibrated? ACHIEVER: Light- works tirelessly, committed, responsible (work ethic) Dark- judgmental, over-competitive, hard on self, can’t say no, finds identity only through achievement
- 11. What’s your leadership style? 4 Distinct Strengths-Based Leadership Styles •Executing •Influencing •Relationship Building •Strategic Thinking
- 12. EXECUTING INFLUENCING RELATIONSHIP BUILDING STRATEGIC THINKING Achiever Activator Adaptability Analytical Arranger Command Connectedness Context Belief Communication Developer Futuristic Consistency Competition Empathy Ideation Deliberative Maximizer Harmony Input Discipline Self-Assurance Includer Intellection Focus Significance Individualization Learner Responsibility Woo Positivity Strategic Restorative Relator Strengths-Based Leadership Styles
- 14. Four Essentials of Strength-Based Leadership •ABCD of strength-based leadership •Align, don’t fix. •Build diverse teams. •Create the culture of transparency. •Don’t manage, empower.
- 15. The foundation of mental health is self-knowledge and self-acceptance: knowing who you are and being okay with that. -Tom Rath
- 16. Until next time… •Reflection •Join the ASCEND Anchor Link page •Assignment in preparation
Hinweis der Redaktion
- Participation- your hear, be hear Respect Ouch/oops- people will likely say something that offends or hurts another- lets create an environment that allows us to address these unintentional comments- and learn from it Confidentiality- what is SAID in here stays here, what is LEARNED here LEAVES here Empathy- perspectives Self-care- if you need to step out or process something- please do Step up, Step back- monitor yourself- if you are talking a lot, maybe step back, if you have been in here a few sessions and you are not talking, step up
- Social Change Model *framework for the semester* Developed through the Higher Education Research Institute Two central goals: “to enhance student learning and development and to facilitate positive social change at the institution or in the community” Service & connection with others are values inherent to the SCM and include Consciousness of Self, Congruence- do we think, feel and behave with consistency and authenticity? Commitment- Passion/ drives collective effort- what do we do with a “lack of” commitment? Group Values- collaboration- working with others in common effort- common purpose- involving others in building your org’s vision and purpose; how are you telling your org’s story? Controversy with Civility- differences in viewpoint will happen- how do we think about differences in terms of privilege and inclusion? Citizenship- how do we think social responsibility on this campus? Members of this community are interdependent but we often act independently? What should citizenship look like? Change- Leadership must take the form of intentionally creating change- capstones.
- Purpose: reinforce individual names; create group cohesion; remove cool caps; engage in physical activity Characteristic/adjective that starts with the same letter as your name: The action should be one that the rest of the group would be comfortable doing Walking Whitney Juggling Jacob Tired Taylor
- But as Rath and Conchie have shown us, the most effective leaders know better than to try to be someone they are not. Great leaders always stay true to who they are — and then make sure they have the right people around them to cover their blind-spots. This thought process can be contrary to what culture tells us- “you can be anything you want to be”– “It’s important to be well-rounded.” Misguided Maxim… The reality is that a person who always struggled with numbers is unlikely to be a great accountant or statistician. And the person without much natural empathy will never be able to comfort an agitated customer in the warm and sincere way that the great empathizers can.
- Although people certainly do change over time and our personalities adapt, scientists have discovered that core personality traits are relatively stable throughout adulthood, as are our passions and interests. And more recent research suggests that the roots of our personality might be visible at an even younger age than was originally thought. A compelling 23 year longitudinal study of 1,000 children in New Zealand revealed that a child’s observed personality at age 3 shows remarkable similarity to his or her reported personality traits at age 26. This is one of the reasons why StrengthsFinder measures the elements of your personality that are less likely to change—your talents. Need the knowledge, skills, and practice- or else your talents can go untapped. Example- if you are born with the potential to build large biceps, but you do not exercise these muscles regularly, they will not develop. However, if you DO work equally as hard as someone without as much natural potential, you are likely to see much greater return. Most successful people start with DOMINANT talent- and then add skills, knowledge, and practice to the mix. When they do this, the raw talent actually serves as a MULTIPLIER.
- Groups of 3 Questions I sent you this summer were a little bit broader in helping you reflect on your StrengthFinder results- these questions are similar, but go into a little bit more depth. In your groups, discuss- Read through the Strengths Insight and Action-Planning Guide (available after you complete the assessment) and answer the following questions: How does this information help you better understand your unique talents? What are some strengths and skills that you contribute to the student organizations you work with? How can you enhance the areas that you currently see as limitations to further develop your leadership abilities? How can you apply this knowledge to add value to your organization? What motivates you to want to make a change?
- Shadow Side: When have you experienced the “dark” side of your strength? How have you learned from these experiences? Self-awareness includes being aware of how your strengths can become weaknesses within a group- are you aware of other people’s strengths?
- Can someone read Executing? Influencing? Relationship Building? Strategic Thinking? What strengths do you think align with Executing? Executing: Individuals with the majority of their strengths in the leadership style are adept at making things happen. They “catch” ideas easily and naturally make them a reality. They tend to be the ones who implement specific solutions. Influencing: Individuals with influencing strengths help their teams reach a broader audience. They are the salespeople for a team’s ideas. Not only that, they naturally tend to “own” the responsibility for getting the message across. Relationship Building: Individuals with relationship building strengths are the human glue that holds a team together. They take a group of individuals and create synergetic groups that work better together than they could apart. Strategic Thinking: Individuals with strategic thinking strengths essentially keep everyone focused on what could – and should – be. They use information to help the team make informed decisions. In his follow-up book Strengths-Based Leadership, Gallup writer Tom Rath describes four distinct leadership styles that StrengthsFinder themes fall into. Looking closely at the Gallup research, and layering on their own experience, Rath and Conchie began to see that while each executive team member must, as a given, have solid individual strengths, the most cohesive and successful teams always possess diverse groupings of strengths. Specifically, they found that it serves a leadership team best to have a representation of strengths in each of the following four domains. Instead of one dominate leader who tries to do everything, or individuals who all have similar strengths, contributions from all four domains lead to a strong and cohesive team. Domain #1 Executing Leaders with dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution, these are the people who will work tirelessly to get it done. Leaders with the strength to execute have the ability to "catch" a good idea out of the air and make it an operational reality. Domain #2 Influencing Those who lead by Influencing help their team reach a much broader audience. People with strength in this domain are always selling the team's ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence (for example, a leader with a lot of self-assurance may use few words when she speaks, but her aura of confidence will project wisdom and authority, and win loyal followers). Domain #3 Relationship Building Those who lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team, the group is simply a composite of individuals. By contrast, leaders with exceptional relationship building skills have the unique ability to create an organization that's more than the sum of its parts. Domain #4 Strategic Thinking Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be. They are constantly searching for new information and looking around corners. These leaders continually stretch our thinking for the future. Rath and Conchie have studied a great number of leaders who built top schools, led big businesses and transformed entire nations. But they did not accomplish these transformative things on their own. They always had a solid, well-rounded team to help.
- I’ve included the list of your peers strengths- how do you work with people who all have a leadership style of “executing?” The StrengthsFinder assessment gives each person a set of their Top 5 Signature Themes from list of 34 possibilities. You can see from this table which strengths fall under which themes. If two or more of your “Top 5” lie within one of these categories, you are likely strongest in that particular leadership style.
- Who can summarize the article? Now that you know your strengths and leadership style, how can you implement the ABCD’s of strength-based leadership into your organization? What are the barriers to implementation? Do you agree or disagree with the ABCD’s? Align, don’t fix. Instead of forcing team-members to work on projects that need to be done, ask “Who wants to take on this one?” Look at the skillsets of your employees, talk to them, and identify the best fit. You might find that someone who isn’t passionate about analytics would trade projects with someone who is and vice versa. Sometimes it’s as easy as asking. And sometimes you need to reshuffle your team and fill in the gaps. But ultimately, when all the pieces of the puzzle fit well and all the skillsets are utilized in the way they should be, you end up becoming a better leader and fostering an innovative environment. Build diverse teams. Diversity of perspective, cultures, passions, ages, genders will help you build some of the most creative and innovative teams around. Building a successful team is like building a puzzle. When all of the pieces fall into place, you end up with a complete picture. Don’t just hire “yes” people, hire those who will be able to bring various strengths to the team, thus creating grounds-breaking thinking. Their success will take your success to new heights. Create the culture of transparency. When your team-members trust you, they are open about their passions, motivations, and dreams. And if you listen (not hear, really listen) hey will give you their 110% and more. Don’t manage, empower. Building a diverse and complete team is half the battle. The other half is to actually empower them to create art. And that requires risk-taking and unconventional thinking. As a leader you need to allow your teams to be naïve, curious, and bold. Even if sometimes it leads to a healthy conflict. A diverse team usually means strong perspectives and opinions. But that’s okay, because as a leader you can guide your team and their passions in the right direction without dampening their ingenuity and enthusiasm.