Leadership Impact

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Leadership Impact
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This session

• Leadership, Well-being and Engagement
• Your Leadership Impact Making the most of your
  strengths and controlling risks
• Maintaining and Building resilience

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Pressure Performance Curve
Well-being
Lack of engagement or motivation
Stress
Burn Out
Performance
Rust Out
Pressure
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Psychological Well-Being

• Not just absence of stress
• Positive emotional experiences
• Sense of purpose
• Broaden and build (Fredrickson)
• Positive emotions - BROADEN our thoughts and
  actions - BUILD psychological resources
• Leads to an increase in capacity

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People with positive psychological well-being

• Perform better (Wright and Cropanzano, 2004 )
• Are less likely to see neutral or ambiguous
  situations as threatening (Seidlitz and
  Diener,1993 Seidlitz et al., 1997)
• React better to positive feedback and are less
  hurt by negative feedback (Larsen and Ketelar,
  1991 Derryberry and Read, 1994)

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Research Support

• Key research findings
• challenge pressure high performance
• hindrance pressure poor performance (le Pine
  2004)
• low control, high demand, low support worst
  performance
• high control, high demand, high support best
  performance (Dollard 2000)
• well-being is positively related to performance
  (Cropanzano Wright, 1999 Wang, 2000 Donald,
  2005 Donald, Taylor, Johnson, Cooper,
  Cartwright, Robertson 2005)
• the satisfaction mirror staff satisfaction
  related to customer satisfaction (Bernhard,
  2000)

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Drivers of Productivity
Resources and Communication
Sense of Purpose
Control
Engagement
Productivity
Relationships at Work
Psychological Health
Work-Life Balance
Workload
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Leaders can create

• A well resourced working environment
• A sense of control
• A balanced workload
• Well managed change
• Collaborative relationships
• A sense of purpose

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Leadership Impact

• Challenge Led
• Pace-Driven (C.PACE)
• Fast moving environment flexible responding
  change creativity.
• Risks
• Change for changes
• sake lack of structure
• lack of follow-through
• inefficiency implications
• not thought through burn-out.

Support Led Cooperative (S.CO-OP) Co-operation
and teamwork collaborative work groups shared
goals. Risks Avoidance of difficult conversations
suppression of debate lack of challenge, or
innovation rust-out.
Challenge Led Results-Focused (C.RES) Focus on
results and goals high standards follow-through
to completion and delivery. Risks Results at any
cost unrealistic goals lack of flexibility or
creativity burn-out.
Support Led Confident (S.CON) People have
confidence in their own capability and that of
the group and its leader/s. Risks Over-confidence
under-estimating problems and difficulties lack
of emphasis on need to develop and improve
rust-out.
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Leaders can create

• A well resourced working environment
• A sense of control
• A balanced workload
• Well managed change
• Collaborative relationships
• A sense of purpose

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In pairs

• Share your thoughts on your Leadership Impact
  profile
• Discuss what you are drawing from your report
• The Strengths the report reinforces and how you
  can make more use of them
• The Risks that seem most relevant to you and how
  you control them
• Divide the time equally between the two of you
  (20 minutes each), be clear about who is playing
  which role at each stage

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Maintaining and Building Resilience
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Resilience

• Bounce-back-ability
• The greatest glory of living lies not in never
  falling, but in rising every time you fall.
  (Nelson Mandela)
• Its not the strongest of the species that
  survive, nor the most intelligent, but the most
  responsive to change. (Charles Darwin)
• It ain't how hard you hit it's about how hard
  you can get hit, and keep moving forward.
  (Rocky Balboa!)

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The resilience prescriptionCharney (2007)

• Positive attitudes and emotions
• Personal moral compass sense of purpose
• Find a resilient role model actively finding
  one is important
• Face your fears
• Develop coping strategies make active use of
  them
• Develop cognitive flexibility learn to
  reframe
• Establish and nurture a supportive social network
• Look after your physical condition exercise may
  be the magic bullet
• Develop/train regularly in multiple areas
  challenge and mastery
• Recognise and develop signature strengths

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Signature strengths (and risks)

• Identify and record your signature strengths
• Review your Leadership Impact report (Part two
  Personal Resilience) for strengths
• Review your leadership impact report (Part two
  Personal Resilience) for risks

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Sense of Purpose

• PERSONAL Moral Compass QUESTIONS
• What do I believe in so much that I am willing to
  take a stand on no matter what the cost?
• What are my skills, energies, and leadership
  traits?
• What would a perfect world look like?
• How do I want to contribute to my world?
• What do I need to feel free and healthy?
• What do I want to learn?
• What brings joy to my life?
• What is my unique calling or purpose?
• Five years from now, I am proudest of . . .
• The thirty things I want to do before I die are .
  . .

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Resilient Cognitive Thinking(reframing)
Events (Antecedents)
Thoughts (Beliefs)
Feelings and Actions (Consequences)
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Thinking Errors

• all-or-nothing thinking 
• over-generalisation
• mental filter 
• jumping to conclusions 
• mind reading 
• magnification 
• emotional reasoning 
• should (must, ought) statements 
• labelling and mislabelling

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Learning to Re-Frame

• Catch the thought
• Automatic thoughts and core beliefs
• Evaluate the thought
• Realistic? ... Helpful?
• Challenge the thought
• Evidence
• Thinking errors
• Replace with realistic, believable and helpful
  alternative thoughts

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Challenge Mastery

• The fine line between positive challenge and
  negative hindrance pressure

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Using tough experiences

• Tough (very challenging) experiences CAN build
  higher resilience but only if - Failure and
  success are attributed positively- There are
  sufficient periods of respite- The challenge
  seems worth it- Thoughts and feelings are
  controlled- Beliefs and ambitions are properly
  grounded in reality

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Actions

• What are you taking away from this session as
  actions to improve
• your Leadership Impact
• your Resilience