1(1)

Page S. Morahan, Ray Wells & Rita Sood with Juanita Bezuidenhout,

Ben van Heerden & Henry Campos

Positive, Appreciative, Strengths-based &

Collaborative Leadership

within a

Global Community of Practice!

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Community of Practice / Collaboration

3(1)

Positive Positive

StrengthsStrengths

Collaborative

Collaborative

Appreciative

Appreciative

SuccessSuccess

L and ML and M

4(1)

You completed the Positive Leadership Assessment Questionnaire before this session:

You completed the Positive Leadership Assessment Questionnaire before this session:

Reflect on the action(s) that you reported as doing frequently or always.

Share these with another person and explain why you perform this/these action(s) regularly.

Reflect on the action(s) that you reported as doing frequently or always.

Share these with another person and explain why you perform this/these action(s) regularly.

5(1)

Leadership:Leadership:ManagemeManagement:nt:

doing things doing things rightright

use in: error use in: error reduction, reduction, system system improvementimprovement

agenda: plan, agenda: plan, budget, budget, control, control, problem solveproblem solve

outcome: outcome: constancy, constancy, predictabilitypredictability

doing things doing things rightright

use in: error use in: error reduction, reduction, system system improvementimprovement

agenda: plan, agenda: plan, budget, budget, control, control, problem solveproblem solve

outcome: outcome: constancy, constancy, predictabilitypredictability

see & do the see & do the right thing right thing (vision)(vision)

use in: areas use in: areas with no with no precedent, no precedent, no datadata

agenda: agenda: establish establish direction, align direction, align people, people, motivate, motivate, inspireinspire

outcome: outcome: dramatic dramatic changechange

see & do the see & do the right thing right thing (vision)(vision)

use in: areas use in: areas with no with no precedent, no precedent, no datadata

agenda: agenda: establish establish direction, align direction, align people, people, motivate, motivate, inspireinspire

outcome: outcome: dramatic dramatic changechange

Kotter. A Force for Change: How Leadership Differs from Management. NY: Free Press, 1990

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Kotter, Leader to Leader, Fall 1998:27-33.

High High

Low Low

Unsustainable success

WeakWeakWeakWeak

Stagnation Aborted vision

SustainablSustainable successe success

Strong Strong Strong Strong

ManagementManagement

Leadership / VisionLeadership / Vision

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Leadership/ Leadership/ VisionVision

Management/ Management/ Disciplinary Disciplinary Expertise/ResultExpertise/Resultss

HOWHOW we do both will we do both will determine how effective determine how effective

we are we are

HOWHOW we do both will we do both will determine how effective determine how effective

we are we are

BE:

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influence people – provide purpose, direction, motivation

accomplish mission & improve organization

focus on identifying vital force, what is working & amplify that

influence people – provide purpose, direction, motivation

accomplish mission & improve organization

focus on identifying vital force, what is working & amplify that

Adapted from Gervase Bushe, Simon Fraser University. Clear Leadership

Leaders

hip: Leaders

hip:

BEING: BEING:

Management:Management:

Leadership Approach 1

Leadership approach: versatility, using all

together

9(1)

LEAD

Vision, Influencing Strategic Thinking

NT, NFMANAGE

Executing, Results

ST, SF

BE

Relationship Building

NF, SF

Positive,

Appreciative,

Strengths-based

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BEING: The Rule of 4 (Theories)

BEING: The Rule of 4 (Theories)

PositiveStrengths-basedAppreciativeCollaborative

PositiveStrengths-basedAppreciativeCollaborative

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Positive LeadershipPositive LeadershipAffirmative orientation Focus on strengths and

capabilities Affirm human potential Enabling, thriving, flourishing

Facilitate the best of the human conditionPositively deviant performance

Affirmative orientation Focus on strengths and

capabilities Affirm human potential Enabling, thriving, flourishing

Facilitate the best of the human conditionPositively deviant performance

Cameron. Positive Leadership: Strategies for Extraordinary Performance.

BK Publishers, San Francisco, 2008

12(1)

Positive Positive meaningmeaning

PositivPositive e

climateclimate

Positive Positive relationshirelationshi

psps

Positive Positive communicaticommunicati

onon

Cameron. Positive Leadership: Strategies for Extraordinary Performance.

BK Publishers, San Francisco, 2008

Positive Leadership: Positive Leadership: Also a Rule of 4!Also a Rule of 4!

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Positive CommunicationPositive Communicationreframereframe

ELAM Applicant

ortho just ortho just dumped dumped another another train train wreck wreck onto my onto my service” service”

orthopaediorthopaedics has cs has given given another another vote of vote of confidence confidence in our in our clinical clinical skills . . .skills . . .

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Leadership Approach 2:

Reframe

Leadership Approach 2:

ReframeRain ruins my day

ORPeaceful view in

rain & read on my patio!

Rain ruins my dayOR

Peaceful view in rain & read on

my patio!

Glass half fullPeace in rain

Glass half fullPeace in rain

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BEING The Rule of 4 (Theories)

BEING The Rule of 4 (Theories)

PositiveStrengths-basedAppreciativeCollaborative

PositiveStrengths-basedAppreciativeCollaborative

16

Great leaders play chessGreat leaders play chess

Discover what is unique

about each person and

then capitalize on

it.

Discover what is unique

about each person and

then capitalize on

it.

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The most effective leaders:

• Are always investinginvesting in strengths. strengths. ““Who am I at my best?”Who am I at my best?”

• Surround themselves with the right people and then maximize their maximize their team. team. ““Who are you at your best?”Who are you at your best?”

The most effective leaders:

• Are always investinginvesting in strengths. strengths. ““Who am I at my best?”Who am I at my best?”

• Surround themselves with the right people and then maximize their maximize their team. team. ““Who are you at your best?”Who are you at your best?”

Strengths-based Leadership

Strengths-based Leadership

Rath & Conchie. Strengths-based Leadership:

Great leaders, teams and why people follow. GALLUP Press, NY, 2008.

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• Each person’s greatest room for Each person’s greatest room for growth is in his or her greatest growth is in his or her greatest areas of strengthareas of strength

• Excellent performers are rarely Excellent performers are rarely well-rounded. They capitalize on well-rounded. They capitalize on their strengths and minimize their their strengths and minimize their weaknessesweaknesses

• Each person’s greatest room for Each person’s greatest room for growth is in his or her greatest growth is in his or her greatest areas of strengthareas of strength

• Excellent performers are rarely Excellent performers are rarely well-rounded. They capitalize on well-rounded. They capitalize on their strengths and minimize their their strengths and minimize their weaknessesweaknesses

Assumptions

Strengths-based Leadership

Assumptions

Strengths-based Leadership

Buckingham and Clifton.

Now discover your strengths . The Free Press, NY, 2001

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BEING: The Rule of 4 (Theories)

BEING: The Rule of 4 (Theories)

PositiveStrengths-basedAppreciativeCollaborative

PositiveStrengths-basedAppreciativeCollaborative

20

The Appreciative Eye

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The Basic Two Lenses of BEINGEINGThe Basic Two Lenses of BEINGEING

Seeing the goodgood

ORSeeing what is not goodnot good enoughenough - the deficits

Seeing the goodgood

ORSeeing what is not goodnot good enoughenough - the deficits

“(An appreciative eye gives us) the capacity to see the best in the world

around us, in our colleagues, and in the

groups we are trying to lead . . . . to see the true and the good, the better

and the possible.”

“(An appreciative eye gives us) the capacity to see the best in the world

around us, in our colleagues, and in the

groups we are trying to lead . . . . to see the true and the good, the better

and the possible.”David L. Cooperrider, Ph.D.

Case Western Reserve UniversityWeatherhead School of

Management

David L. Cooperrider, Ph.D.Case Western Reserve University

Weatherhead School of Management

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Inquire with an appreciative eye To discoverdiscover what works with people

or in a system A story of what it looks like at its

bestbest “What we focus on becomes our reality”.

Source of energyenergy for changechange is storystory

Inquire with an appreciative eye To discoverdiscover what works with people

or in a system A story of what it looks like at its

bestbest “What we focus on becomes our reality”.

Source of energyenergy for changechange is storystory

Leadership Approach 3Leadership Approach 3

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See Track FanSee Track Fan

*Bushe. Clear Leadership. Chapter 5.*www.positivedeviance.org*Dorsey. Positive deviant. Fast Company. December 2000. 284-292.*Blanchard et al. Whale Done! The Power of Positive Relationships. 2002

*Bushe. Clear Leadership. Chapter 5.*www.positivedeviance.org*Dorsey. Positive deviant. Fast Company. December 2000. 284-292.*Blanchard et al. Whale Done! The Power of Positive Relationships. 2002

Leadership Approach 4

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Track like a blood hound

…or…Capture butterflies – those lovely small ideas that

float into a conversation

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Think of one person in your life – identify a strength in this person that you want to see more of?

What would the behaviour look like with this “thing”?

If you see it, what would you do to fan it?

Think of one person in your life – identify a strength in this person that you want to see more of?

What would the behaviour look like with this “thing”?

If you see it, what would you do to fan it?

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BEING: The Rule of 4 (Theories)

BEING: The Rule of 4 (Theories)

PositiveStrengths basedAppreciativeCollaborative

PositiveStrengths basedAppreciativeCollaborative

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“Every serious effort at social change requires organized groups of people who can support each other when the demands of being a change agent threaten to overwhelm them and can generate the collective power necessary to make a difference.”

Parker Palmer. Change. 2007;Nov/Dec:11

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What’s the

purpose?

What holds it

together?

Who belongs?

How long does it last?

COP

Formal work group

Project team

Informal network

To develop members’

capabilities, build and exchange

knowledge

Wenger & Snyder. The Organizational Frontier. Harvard Business Review; Jan-Feb 2000, 139-145.

Members who

select themselv

es

Passion, commitment, identification

with the group’s

expertise

As long as there is

interest in maintaining the group

To deliver a product or

service

Everyone who report to the group’s

manager

Job requirement

s and common

goals

Until the next

reorganisation

To accomplis

h a specific

task

Employees assigned by

senior management

The project’s milestones and goals

Until the project has

been completed

To collect and pass on

business information

Friends and business

acquaintances

Mutual needs

As long as people have

reason to connect

Communities of practice are groups of people with a shared shared concernconcern or or passionpassion about a topic and who expand their expand their knowledge andknowledge and expertise expertise through interaction with other like-minded individuals (Wenger, McDermott and Snyder 2002:4).

Communities of practice are groups of people with a shared shared concernconcern or or passionpassion about a topic and who expand their expand their knowledge andknowledge and expertise expertise through interaction with other like-minded individuals (Wenger, McDermott and Snyder 2002:4).

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Positive Positive

Appreciative

Appreciative

Collaborative

Collaborative

Strengths

Strengths

SuccessSuccess

L and ML and M

31(1)

So, what do I do?

So, what do I do?I create a positive climate,

positive meaning, positive relationships and positive

communication, maximize my strengths and the strengths

of others, and apply appreciative leadership &

management in collaboration and in community with others.

32(1)

Our Destiny…. Our Destiny…. -Frank -Frank

OutlawOutlawOur Destiny…. Our Destiny…. -Frank -Frank

OutlawOutlaw

Watch your Watch your thoughtsthoughts; they become your ; they become your wordswords..Watch your Watch your wordswords; they become your ; they become your actionsactions..Watch your Watch your actionsactions; they become your ; they become your habitshabits..Watch your Watch your habitshabits; they become your ; they become your charactercharacter..Watch your Watch your charactercharacter; it becomes your ; it becomes your destinydestiny..

Watch your Watch your thoughtsthoughts; they become your ; they become your wordswords..Watch your Watch your wordswords; they become your ; they become your actionsactions..Watch your Watch your actionsactions; they become your ; they become your habitshabits..Watch your Watch your habitshabits; they become your ; they become your charactercharacter..Watch your Watch your charactercharacter; it becomes your ; it becomes your destinydestiny..

Leadership Approach 5

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I appreciate what you are saying, but it’s just not working for me. This approach just isn’t who I

am.

I appreciate what you are saying, but it’s just not working for me. This approach just isn’t who I

am.

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High Performin

g Team

MediumPerformin

g Team

Low Performin

g Team

Positivity vs.

Negativity (P:N)

5.8 : 15.8 : 1 1.8 : 11.8 : 1 1 : 201 : 20

Losada & Heaphy, American Behavioral Scientist, 2004

Team Performance Research

Team Performance Research

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University of Michigan School of Business

University of Michigan School of Business

Criteria for hiring faculty world class scholar great teacher positive energizer & team player ( NOT “black hole”)

Network analysis - “when you interact with xxxx, what happens to your energy? “

1 = very de-energizing; 4 = neutral; 7 = very positively energized.

positive energy: 4x more important than information flow and decision-making

Criteria for hiring faculty world class scholar great teacher positive energizer & team player ( NOT “black hole”)

Network analysis - “when you interact with xxxx, what happens to your energy? “

1 = very de-energizing; 4 = neutral; 7 = very positively energized.

positive energy: 4x more important than information flow and decision-making

Kim Cameron, from September 2008 interview

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Indiana U School of Medicine culture change

Indiana U School of Medicine culture change

Redesigned admissions process admitted students with relational orientationStudents wrote professionalism stories & presented to new students at White Coat CeremonyPositive relational practices:

Faculty received collaborative feedback on student ratings of their teaching (versus negative form letter)

Administration used relationship-centered approaches, even in staff layoffs!

Redesigned admissions process admitted students with relational orientationStudents wrote professionalism stories & presented to new students at White Coat CeremonyPositive relational practices:

Faculty received collaborative feedback on student ratings of their teaching (versus negative form letter)

Administration used relationship-centered approaches, even in staff layoffs!

Cottingham et al. J General Internal Medicine 2008;23:715-722

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I know what is expected of mewhat is expected of me

I have the materials and equipmentmaterials and equipment I need to do my work right

I have the opportunity to do what I do best every daydo what I do best every day

In the last 7 dayslast 7 days, I have received recognition / praiserecognition / praise for good work

My supervisor /someone at work, cares about me as a personcares about me as a person

There is someone who encourages my developmentencourages my development

My opinionopinion seems to countcount

The mission/purpose makes me feel my work is importantfeel my work is important

My fellowfellow employees are committed to doing quality workcommitted to doing quality work

I have a best friendbest friend at work

In the last 6 months, someone at work talked to me about my talked to me about my progressprogress

This last year, I have had opportunities to learn and growopportunities to learn and grow

I know what is expected of mewhat is expected of me

I have the materials and equipmentmaterials and equipment I need to do my work right

I have the opportunity to do what I do best every daydo what I do best every day

In the last 7 dayslast 7 days, I have received recognition / praiserecognition / praise for good work

My supervisor /someone at work, cares about me as a personcares about me as a person

There is someone who encourages my developmentencourages my development

My opinionopinion seems to countcount

The mission/purpose makes me feel my work is importantfeel my work is important

My fellowfellow employees are committed to doing quality workcommitted to doing quality work

I have a best friendbest friend at work

In the last 6 months, someone at work talked to me about my talked to me about my progressprogress

This last year, I have had opportunities to learn and growopportunities to learn and grow

Rath, Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008.

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Leadership Approach 6

39(1)

Look at the person to your left and thank them for

something positive that they contributed to the success of

FAIMER

Look at the person to your left and thank them for

something positive that they contributed to the success of

FAIMER

Identify a strengthBe SPECIFIC

Identify a strengthBe SPECIFIC

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Into Action!Into Action!

41(1)

Reflect again on the positive leadership self-assessment. What are your strengths?

How does your MBTI fit in?

How would your staff answer the “why people follow” questions?

Which approaches will you find most helpful?Remember: “If everyone does 1 thing,

they are more likely to do 2, then 3 things.

Then they are likely to influence colleagues

And that’s how you build a movement. Change 1 thing. (adapted from quote by Laurie David, environmental activist, MS

Magazine, Spring 2007:38)

Reflect again on the positive leadership self-assessment. What are your strengths?

How does your MBTI fit in?

How would your staff answer the “why people follow” questions?

Which approaches will you find most helpful?Remember: “If everyone does 1 thing,

they are more likely to do 2, then 3 things.

Then they are likely to influence colleagues

And that’s how you build a movement. Change 1 thing. (adapted from quote by Laurie David, environmental activist, MS

Magazine, Spring 2007:38)

ReflectionReflection

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See Academic Toolkit for more “Leadership

Pearls”!

See Academic Toolkit for more “Leadership

Pearls”!

43

It’s a ChoiceIt’s a Choice“A fight is going on

inside me. It is a terrible

fight and it is between two

wolves.”

“A fight is going on

inside me. It is a terrible

fight and it is between two

wolves.”

44

One is Evil…One is Evil…

45

The Other is Good…The Other is Good…

46

Which one will win?

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Additional ResourcesAdditional Resources

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More on…*Leadership & Management basics

*Positive Leadership*Strengths-based Leadership

*Appreciative Leadership*Collaborative Leadership &

Communities of Practiceand

*Differences in Western & Eastern Views

More on…*Leadership & Management basics

*Positive Leadership*Strengths-based Leadership

*Appreciative Leadership*Collaborative Leadership &

Communities of Practiceand

*Differences in Western & Eastern Views

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Leadership is an influence

relationship among leaders and collaborators who

intend real change that reflect their mutual

purposes.

Rost JC. Moving from Individual to Relationship: a Post-Industrial Paradigm of Leadership. The Journal of Leadership Studies, 1997, Vol.

4, no. 4

Leadership is an influence relationship among leaders

and collaborators who intend real change that

reflect their mutual purposes.

Rost JC. Moving from Individual to Relationship: a Post-Industrial Paradigm of Leadership. The Journal of Leadership Studies, 1997, Vol.

4, no. 4

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Leadership & Management (adapted from USAID & Management Sciences for

Health)

Leadership & Management (adapted from USAID & Management Sciences for

Health)

Leading Scanning

Focusing

Aligning

Inspiring

Leading Scanning

Focusing

Aligning

Inspiring

Managing Planning

Organizing

Implementing

Monitoring Evaluating

Managing Planning

Organizing

Implementing

Monitoring Evaluating

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Right Thing

Doing Things

Right

Right Person Doing ItDoing It in Right Context

Leadership & Management

53(1)

Evolution of Leadership

Methods

2000: Everybody

improveswhole system

s

1965: Experts improve

whole systems

1950: Everybody solves

problems

1900: Experts solve

problems

Marvin Weisbord

Useful methods for all the Leadership Approaches

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Leadership Approach 2: Positive Communication - Reframe - Turn around your thoughts & words!

“Reframe obstacles

into stepping stones.”

Sam Luboga, Uganda, FAIMER Institute 2003

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“There are 2 ways to view your life.” Einstein

Nothing is a miracle Everything is a miracle

Leadership Approach 2: Positive Communication - Reframe

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Skill. Listening & Looking

Skill. Listening & Looking

“The first step in any strategy of leadership – to listen and look…For it is leadership, listening closely to the wants of the poor and recognizing them as actionable needs, that can marshal and direct resources.” James MacGregor Burns. Compass, Fall 2003.

TrackingTrackingLeadership Approach 4: Positive relationships – see, track, fan

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Special Difficulty for Scientists HOPE vs. DEFICIT Vocabulary

(Ludema, 1999)

Special Difficulty for Scientists HOPE vs. DEFICIT Vocabulary

(Ludema, 1999)HOPEInclusive communities positive topics for actionSearch for positive examples; best practicesCreate, validate, & spread vocabularies of HOPE fuel societal (re)construction

HOPEInclusive communities positive topics for actionSearch for positive examples; best practicesCreate, validate, & spread vocabularies of HOPE fuel societal (re)construction

DEFICITScientific disciplines illness categoriesProfessionals diagnose & cure illnessCreate, validate, & spread vocabularies of DEFICIT fuel societal enfeeblement

DEFICITScientific disciplines illness categoriesProfessionals diagnose & cure illnessCreate, validate, & spread vocabularies of DEFICIT fuel societal enfeeblement

Leadership Approach 4: Positive Relationships – see, track, fan

Leadership Approach 5: Positive Meaning – What you focus on becomes your reality

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“… “… the instinctive thing to do is to the instinctive thing to do is to find out find out what’s wrongwhat’s wrong and fix it… and fix it…You are much more successful You are much more successful coming in and finding out what’s coming in and finding out what’s going rightgoing right and nurturing that. and nurturing that. Along the way, you’ll find out what’s Along the way, you’ll find out what’s going wrong and fix that.”going wrong and fix that.”

Meg Whitman, CEO, eBay, in Fast Company, May Meg Whitman, CEO, eBay, in Fast Company, May 2001. 2001.

Leadership Approach 4: Positive Relationships – see, track, fan

Leadership Approach 5: Positive Meaning – What you focus on becomes your reality

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“We want to be kind, compassionate, knowledgeable & professional…[yet] an overwhelmingly negative training environment can crush us, turning us into hardened, cynical physicians.”

Michelle Elieff, MD & members of Discovery Team, Indiana University School of Medicine, RCCI Newsletter, Summer/Fall 2006

“We want to be kind, compassionate, knowledgeable & professional…[yet] an overwhelmingly negative training environment can crush us, turning us into hardened, cynical physicians.”

Michelle Elieff, MD & members of Discovery Team, Indiana University School of Medicine, RCCI Newsletter, Summer/Fall 2006

Leadership Approach 6: Positive Climate – Appreciate each other

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Leadership Approach 6: Practice Gratefulness & Acknowledgement

(adapted from Partnerworks Team/Wisdom Tips, 25 Nov. 2003)

Leadership Approach 6: Practice Gratefulness & Acknowledgement

(adapted from Partnerworks Team/Wisdom Tips, 25 Nov. 2003)

Think of 3 things at work for which you are grateful.

Answer the following:*Who did something that

moved your forward?*Who made your work a

little easier?*Who lightened your load

for a while so you could focus?

*Who protected you?*Who makes it possible for

you to do what you do?*Who spoke up for you?*Who trusted you?

Think of 3 things at work for which you are grateful.

Answer the following:*Who did something that

moved your forward?*Who made your work a

little easier?*Who lightened your load

for a while so you could focus?

*Who protected you?*Who makes it possible for

you to do what you do?*Who spoke up for you?*Who trusted you?

*Who nudged you?*Who expected more of you

than you expected of yourself?

*Who served you cheerfully?

*Who included you?*Who let you know they

value your work?*Who did you take for

granted that deserves your thanks?

NOW, in each case, who needs to know that you appreciate these things?

*Who nudged you?*Who expected more of you

than you expected of yourself?

*Who served you cheerfully?

*Who included you?*Who let you know they

value your work?*Who did you take for

granted that deserves your thanks?

NOW, in each case, who needs to know that you appreciate these things?

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“We have to encourage the future we want rather than trying to prevent the future we fear.” Bill Joy, founder Sun Microsystems

Leadership Approach 5: Positive Meaning - What you focus on is what you get - Develop future orientation & focus on strengths & assets vs. deficits

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How to encourage conversations

How to encourage conversations

Share important, relevant information build trust and meaning

Engage in dialogue processes

Ask questions about what we see or sense

Use storytelling

Use Open Space: explore people’s interests in a topic

Use Future Search: find out what is important to people

Use Appreciative Inquiry: open up conversation in positive ways

Use Susan Scott’ Fierce Conversations: for ‘hard conversations’

Use Glenda Eoyang’s ‘exploring difference to make a difference’Keep the conversations open, flowing and authentic – through documenting Knowles. World Business Academy Transformation. Aug. 10, 2006.

Share important, relevant information build trust and meaning

Engage in dialogue processes

Ask questions about what we see or sense

Use storytelling

Use Open Space: explore people’s interests in a topic

Use Future Search: find out what is important to people

Use Appreciative Inquiry: open up conversation in positive ways

Use Susan Scott’ Fierce Conversations: for ‘hard conversations’

Use Glenda Eoyang’s ‘exploring difference to make a difference’Keep the conversations open, flowing and authentic – through documenting Knowles. World Business Academy Transformation. Aug. 10, 2006.

Useful Methods for all the Leadership Approaches

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Positive Leadership: Positive Deviance Approach

Positive Leadership: Positive Deviance Approach

use when want to change BEHAVIOR vs. generate common ideafind example right in community, same resources & obstaclescommunity finds examples, NOT expert (though can facilitate)build in PRACTICEthen have quiet period check behavior modified? If not, design more practice

use when want to change BEHAVIOR vs. generate common ideafind example right in community, same resources & obstaclescommunity finds examples, NOT expert (though can facilitate)build in PRACTICEthen have quiet period check behavior modified? If not, design more practice

64(1)

Why people follow:Why people follow:

Strengths-based Leadership

Strengths-based Leadership

TrustTrustHonestyIntegrityRespect

HonestyIntegrityRespect

Compassion

CompassionFriendship Happiness Love

Friendship Happiness Love

StabilityStabilitySecurityStrengthSupportPeace

SecurityStrengthSupportPeace

Hope Hope DirectionFaithGuidance

DirectionFaithGuidance

Rath & Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008.

Also Also Rule Rule of 4!of 4!

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What did we learn today?What did we learn today?

Executing Relationship

building

Executing Relationship

buildingInfluencingStrategic

thinking

InfluencingStrategic

thinking

Executing Relationship

building

Executing Relationship

buildingInfluencingStrategic thinking

InfluencingStrategic thinking

Positive Positive meaninmeanin

gg

PositivPositive e

climateclimate

Positive Positive relationshiprelationship

ss

Positive Positive communicatiocommunicatio

nn

Trust Trust

Stability Stability HopeHope

CompassionCompassion

Approach 2 Positive

Communication- reframe

Approach 3 Positive

meaning – appreciative

inquiryApproac

h 1 versatility

Approach 4Positive

relationships – see, track, fan

Approach 6 Positive Climate

Foster Gratitude - Appreciate Each

Other!

Approach 5 Positive Meaning

What you focus on becomes your reality

66(1)

What strong teams have in common:

Conflict doesn’t destroy – focus on results

Prioritize what’s best – move forward

As committed to personal life as work

Embrace diversity

Are magnets for talent

What strong teams have in common:

Conflict doesn’t destroy – focus on results

Prioritize what’s best – move forward

As committed to personal life as work

Embrace diversity

Are magnets for talent

Strengths based Leadership Research

Strengths based Leadership Research

Rath & Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP Press, NY, 2008.

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Four distinct domains of strength:Four distinct domains of strength:

Strengths-based Leadership

Strengths-based Leadership

AnalyticalAnalyticalContextContextFuturisticFuturisticIdeationIdeationInputInputIntellection Intellection LearnerLearnerStrategic Strategic Strategic

thinkingStrategic thinking

InfluencingInfluencing

ActivatorActivatorCommandCommandCommunicatiCommunicationonCompetitionCompetitionMaximiserMaximiserSelf-Self-assuranceassuranceSingnificanceSingnificanceWoo Woo

AchieverAchieverArrangerArrangerBeliefBeliefConsistencyConsistencyDeliberativeDeliberativeDisciplineDisciplineFocusFocusResponsibiliResponsibilitytyRestorativeRestorative

ExecutingExecuting

Relationship buildingRelationship building

AdaptibilityAdaptibilityDeveloperDeveloperConnectednesConnectednesssEmpathyEmpathyHarmonyHarmonyIncluderIncluderIndividualisatiIndividualisationonPositivityPositivityRelatorRelator

Executing

Influencing

Relationship building

Strategic thinking

Executing

Influencing

Relationship building

Strategic thinkingRath & Conchie. Strengths based Leadership: Great leaders, teams and why people follow. GALLUP

Press, NY, 2008.

68(1)

Appreciative Inquiry

Appreciative Inquiry

See/envision What Might BeTrack: Appreciate & value best of What IsFan: Dialogue What Should BeFan: Innovate What Will BeAssume mystery to be discoveredFront Door: What is it we ultimately want?Possibility & Health Thinking

See/envision What Might BeTrack: Appreciate & value best of What IsFan: Dialogue What Should BeFan: Innovate What Will BeAssume mystery to be discoveredFront Door: What is it we ultimately want?Possibility & Health Thinking

“Felt need” & problem identificationAnalysis: causesAnalysis: possible solutionsAction planningAssume: problem to be solvedBack Door: What’s in the way of what we want?Deficit & Disease Thinking

“Felt need” & problem identificationAnalysis: causesAnalysis: possible solutionsAction planningAssume: problem to be solvedBack Door: What’s in the way of what we want?Deficit & Disease Thinking

Problem Solving

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When I dream alone, it is just a dream

When we dream together, it is the beginning of reality

When we work together, following our dream, it is the

creation of heaven on earth. (adapted Brazilian Proverb)

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“Agbajo owo l’o ngbe eru d’ori”

“The coming together of hands makes easier the lifting of the load, onto the head”

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“relationships among leaders across normal boundaries might be the most crucial ingredient to major change.” Hal Hamilton, Sustainable Food Lab, quoted in Reflections 2006;7:6

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Journey in Company of Others

“Moving into new territory, doing work that seems unconventional and perhaps even foolish to some, requires

companions!” Bob Stiger, Enspirited Leadership

“Success in life lies in relationships.” Cire Kane, Senegal

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Capacity of a Community of Positive,

Appreciative Strengths-based Leaders!

Capacity of a Community of Positive,

Appreciative Strengths-based Leaders!“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead

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Western & Eastern Differences in Viewing the World

Western & Eastern Differences in Viewing the World

Western - dissect to study contents & structure

Western - dissect to study contents & structure

Eastern - contemplate in natural environment

Eastern - contemplate in natural environment