Mgt. 667

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Mgt. 667 LeadershipSession 2

• Rex Mitchell
• Spring 2006

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• Leadership art of mobilizing others to want to
  struggle for shared aspirations
• Power potential ability to influence behavior,
  events get people to do things they would not do
  otherwise
• Influence, politics processes actions through
  which potential power is used

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Engaging With Readings

• What are my reactions to this thoughts,
  feelings?
• What do I agree with, like, want to remember and
  use? Why?
• What do I disagree with, wish were different,
  would change, would expand on...? Why?
• What connections expansions can I make from my
  experience?

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KPs Five Practices

• Model the way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart

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Model the Way(Practice 1)
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Discuss in a new groupfor each chapter

• Reactions, thoughts, feelings
• Agree with, like, want to remember - most
  important points from both essentials
  discussion, and from action steps
• Disagree with, would change, would expand on

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• I will assign one group to brief us on at least
  two most important points from the two essentials
  and discussion at the first of the chapter - then
  all can discuss
• Another group to brief us on at least two most
  important points from action steps - then all
  discuss
• Will take chapters one at a time

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Find Your Voice

• by clarifying your personal values
• Commitment 1, ch.3
• Essentials
• Clarify your values
• Express your self
• To act with integrity
• Must first know yourself
• Clear values
• Unwavering commitment to themAuthentic, congruent
• Passionate about what matters

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• Speak in your own voice
• Also need competence
• Review experiment with some action steps for
  this each Commitment

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Set the Example

• by aligning actions with shared values
• Commitment 2, ch.4
• Build and affirm shared values
• Align actions with values
• Actions speak louder than words
• Consensus about values more difficult to achieve
  than clarity
• Need consensus for consistent implementation of
  values

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• Involve people in the process of creating shared
  values
• Unity is forged, not forced
• Note three central themes in values of highly
  successful, strong-culture organizations
• High performance standards
• Caring attitude toward people
• Sense of uniqueness and pride
• Review try some action steps

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Inspire a Shared VisionPractice 2
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Discuss in a new groupfor each chapter

• Reactions, thoughts, feelings
• Agree with, like, want to remember - most
  important points from both essentials
  discussion, and from action steps
• Disagree with, would change, would expand on

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Envision the Future

• by imagining exciting and ennobling
  possibilities
• Commitment 3, ch. 5
• Create conditions where people want to
• Leadership is the art of mobilizing others to
  want to struggle for shared aspirations
• Imagine and image the possibilities
• Discover your theme

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Lifeline Exercise

• Slight modification of KP p.132
• Specifically
• List some significant events in your life early
  to present
• Plot these on a lifeline, showing relative highs
  and lows (leave room for future)
• Think about the events patterns, themes?
• Briefly extrapolate your lifeline into the
  future what you expect, hope for, some events

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Enlist Others

• in a common vision by appealing to shared
  aspirations
• Commitment 4, ch. 6
• Listen deeply to others
• Discover appeal to a common purpose
• Give life to a vision by communicating so that
  people can see themselves in it

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Shared Understanding is Not Automatic

• According to the International Educator, these
  are reported to be signs in English collected by
  airline employees in their travels.
• Paris hotel elevator "Please leave your values
  at the front desk. If you lose them in your room,
  we are not responsible."
• Bangkok dry cleaners "Drop your trousers here
  for best results.
• Rhodes, Greece, tailor shop "Order your summer
  suit. Because of the big rush we will execute
  customers in strict rotation."

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• Rome laundry "Ladies, please leave your clothes
  here and spend the afternoon having a good time.
  
• Japanese hotel "Cold and Heat If you want to
  condition the warm in your room, please control
  yourself.
• Copenhagen airline "We take your bags and send
  them in all directions."
• Moscow hotel "You are welcome to visit the
  cemetery where famous Russian and Soviet
  composers, artists, and writers are buried daily
  except Thursday."

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Clif Bar Case

• Write briefly on the four questions
• Discuss in groups
• Report out

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Form Permanent Teams

• Purpose
• Increase student role in learning
• Share experiences plus perspectives on material
• Support each other in leadership development
• Formation
• 5 persons
• Mix of new old (no more than 2 from a company)

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Next Session

• Study KP ch. 7-12
• Do score Instrument 2
• Do Self LPI follow-up on Observer LPIs
• Enter AMAP LPIs in scoring software before class
  next week
• Need all LPIs entered before 4/27 class