Leadership Mind and Heart

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Chapter 5

• Leadership Mind and Heart

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Capacity vs. Competence

• See example of Admiral Konetzni on pg. 175. Is
  he a theory X or Y leader?
• Capacity the potential each of us has to do
  more and be more than we are now.
• Capacity the potential for expansion and growth
  - is unlimited, whereas competence (i.e. skills )
  is limited and quantifiable
• Cant learn capacity, but we can expand and
  develop leadership capacity

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Geeks and Geezers four leadership competencies
that transcend generational differences

• Adaptive capacity the ability to navigate
  through and grow from a crucible
• Ability to engage others in shared meaning.
• Character and a distinctive voice people respond
  to leaders who have conviction, a powerful sense
  of justice, and a passionate desire to do the
  right thing. Leaders communicate largely through
  their actions
• Integrity and strong values balance of ambition,
  competence, and a moral compass.

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Mental Models
Theories people hold about specific systems in
the world and their expected behavior
WSJ article People believe a fact.
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Assumptions

• The more aware the leader is of his or her
  assumptions, the more the leader understands how
  assumptions guide behavior
• Regard assumptions as temporary ideas rather than
  fixed truths
• Question whether long-held assumptions fit the
  reality of your current situation.

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Ex. 5.2 The Perception Process
Organizing selected data into patterns for
interpretation and response
Screening and selecting stimuli to process further
Observation via the senses
Environmental stimuli
Mental models affect all stages of the perception
process
Film clips Fog of War
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Stereotyping
The tendency to assign a person to a group or
broad category and then to attribute widely held
generalizations about the group to the individual
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Leaders Mind

• Independent thinking
• Questioning assumptions and interpreting data and
  events according to ones own beliefs, ideas, and
  thinking, rather than pre-established rules or
  categories defined by others
• Mindfulness
• The process of continuously reevaluating
  previously learned ways of doing things in the
  context of evolving information and shifting
  circumstances
• Mindlessness
• Blindly accepting rules and labels created by
  others.

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Pike syndrome

• When people assume they have complete knowledge
  of a situation because of past experiences, they
  exhibit a trained incapacity that comes from
  rigid commitment to what was true in the past and
  a refusal to consider alternatives and different
  perspectives.

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Open-mindedness

• Experts mind rejects new ideas based on past
  experience and knowledge (manager). Sees
  questioning of their ideas as a threat.
• Beginner's mind puts aside preconceptions and
  suspend beliefs and opinions (leaders).
  Encourages everyone in the organization to openly
  debate assumptions, confront paradoxes, question
  perceptions, and express feelings.

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Action memo

• Think independently. Dont let others do your
  thinking for you. Be curious (always ask why?),
  keep an open mind, look at a problem or situation
  from multiple perspectives before reaching your
  conclusions. Challenge pre-established rules and
  routines if they are detrimental to the
  organization and its purpose.

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Systems Thinking
The ability to see the synergy of the whole
rather than just the separate elements of a
system and to learn to reinforce or change whole
system patterns
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Systems thinking

• It is the relationship among the parts that form
  a whole system.
• Systems thinking enables leaders to look for
  patterns, especially changes over time, and to
  sort through the complexity of their
  organizations.
• See exhibit 5.3 on page 189

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• Management Complexity
• Variability
• Inputs, outputs, demand
• Uncertainty
• Two types of complexity
• Detail complexity many variables
• Dynamic complexity situations where cause and
  effect are subtle, and where the effects over
  time of interventions are not obvious.

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• Dynamic complexity it can take days to produce
  something, weeks to develop a new marketing
  promotion, months to hire and train new people,
  and years to develop new products, nurture
  management talent, and build a reputation for
  quality and all of these processes interact
  continually.
• The real leverage in most management situations
  lies in understanding dynamic complexity, not
  detail complexity.

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Personal mastery three qualities

• Personal vision continual focusing and defining
  what one wants as a desired future
• Facing reality leaders are relentless in
  uncovering the mental models that limit and
  deceive them and are willing to challenge
  assumptions and ways of doing things. These
  leaders are committed to the truth and, and will
  break through denial of the reality in themselves
  and others.
• Holding creative tension the vision pulls
  reality forward, as opposed to reality pulling
  the vision downward.

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Emotional Intelligence
A persons abilities to perceive, identify,
understand, and successfully manage emotions in
self and others
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Ex. 5.5 Eight Families of Emotions
Enjoyment
Anger
Fear
Love
Surprise
Disgust
Shame
Sadness
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Ex. 5.6 The Components of Emotional Intelligence
Self-Awareness
Social Awareness

• Emotional self awareness
• Accurate self-assessment
• Self-confidence

• Empathy
• Organizational awareness
• Service orientation

Self-Management
Relationship Management

• Emotional self-control
• Trustworthiness
• Conscientiousness
• Adaptability
• Optimism
• Achievement-orientation
• Initiative

• Development of others
• Inspirational leadership
• Influence
• Communication
• Change catalyst
• Conflict management
• Bond building
• Teamwork and collaboration

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Types of Motivation

• Fear-based Motivation
• Motivation based on fear of losing a job
• Love-based Motivation
• Motivation based on feeling valued in the job

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Fear in organizations

• Fear creates avoidance behavior. It inhibits
  growth and change and may slowly destroy peoples
  spirits.
• Leaders control the fear level in the
  organization.
• Fear weakens trust and communications.
  Undiscussables e.g. suggestions for improvement
  and behavior of executives
• A leaders fear can manifest itself in arrogance,
  selfishness, unfairness, and disrespect for
  others. When leaders act from their own fear,
  they create fear in others.

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Bringing love to work

• Leaders are responsible for creating a new
  environment where people feel safe to speak their
  minds without fear.
• Love as motivation enables people to feel alive,
  connected, energized.
• Love as feelings liking, caring, and bliss
• Love as action helping, listening, cooperating,
  forgiving.
• Why followers respond to love
• Hear and understand me
• Even if you disagree with me, please dont make
  me wrong
• Acknowledge the greatness within me
• Remember to look for my loving intentions
• Tell me the truth with compassion