Resonant Leadership: Inspiring Us and Developing Others to Be Our Best Richard E. Boyatzis, PhD Professor Weatherhead School of Management Case Western

Resonant Leadership:Resonant Leadership:Inspiring Us and Inspiring Us and

Developing Others to Be Developing Others to Be Our BestOur Best

Richard E. Boyatzis, PhDRichard E. Boyatzis, PhDProfessorProfessor

Weatherhead School of ManagementWeatherhead School of ManagementCase Western Reserve UniversityCase Western Reserve University

Cleveland, OHCleveland, [email protected]@case.edu

IPMA-HRIPMA-HRChicago, October 2, 2007Chicago, October 2, 2007

through resonance with others

through our emotions

GREAT LEADERS

MOVE US

Exercise

Think of a leader for whom or with whom Think of a leader for whom or with whom you worked- one that you worked- one that brought out the brought out the

best in youbest in you, , one that you would gladly work with or one that you would gladly work with or

for again.for again.

Think of a leader for whom or with whom Think of a leader for whom or with whom you worked- one that you try to avoid, left you worked- one that you try to avoid, left

you wishing for more, you wishing for more, would help your organization more by would help your organization more by

working for a competitor.working for a competitor.

When you were around them, what did When you were around them, what did they say or do? How did they make you they say or do? How did they make you

and others feel?and others feel?

© Richard E. Boyatzis and Annie McKee, 2005.

Is a relationshipIs a relationship

Is a resonant relationshipIs a resonant relationship

Being in tune with or on the same Being in tune with or on the same wavelength as the otherswavelength as the others

Leadership

They are attuned: mind, body, They are attuned: mind, body, heart and spirit.heart and spirit.

They inspire through hope and They inspire through hope and vision.vision.

They spread compassion.They spread compassion. They create resonance.They create resonance.

What we know about great What we know about great leadersleaders


Overall Emotional TonePositive Negative

Yes Resonant DemagogueLeader

InTouchWith

No Clueless DissonantLeader Leader

The Third Dimension: Mindfulness


Resonant LeadershipResonant Leadership

Common Sense Common Sense

NOT NOT

Common PracticeCommon Practice

We Feel Before We Think and the Power of Neurogenesis

Amygdala,Thalamus,Limbic Brain

Prefrontal Area


Emotions are contagiousEmotions are contagious

The brain has an ‘open loop’ systemThe brain has an ‘open loop’ system We are ‘wired’ to pick up subtle clues We are ‘wired’ to pick up subtle clues

from one anotherfrom one another

Resonance is contagious…so is dissonance

ExerciseExercise

The Sacrifice SyndromeThe Sacrifice Syndrome

• Blood pressure increases

• Large musclesprepare to fight or run

• Brain shuts down non-essential neural circuits

• Less open, flexibleand creative

Hormones activated:CORTICOSTEROIDS

• Leads to reduction in healthy immune system

• Inhibits creation of newneurons

• Over stimulates olderneurons leading to

shrinkage of neurons

RESULTS:

• Brain losescapability to learn

• We feel anxious,nervous, evendepressed

• Perceive thingspeople say or doas threateningand negative

• More stressis aroused

Stressarouses the

SYMPATHETICNERVOUSSYSTEM

The sacrifice ofbeing a leader

causesSTRESS

Hormones activated:EPINEPHRINE &

NOREPINEPHRINE


Dissonance is the defaultDissonance is the default

Secret feelings that things are not Secret feelings that things are not ‘right’ and that we are unhappy ‘right’ and that we are unhappy

Denial: life becomes mechanical, Denial: life becomes mechanical, meaningless and detached from our meaningless and detached from our dreamsdreams

Negative self-talk A sense that we must Negative self-talk A sense that we must ‘settle’‘settle’

We justify our behavior and blame othersWe justify our behavior and blame others ‘‘Act out’ at home or at workAct out’ at home or at work


The cycle of sacrifice and The cycle of sacrifice and renewalrenewal

ResonantRelationships

Threat

CrisisHope

Compassion

Mindfulness

Ineffective orNon-SustainableLeadership

EffectiveLeadership

Sustainable,EffectiveLeadership

RenewalCycle

SacrificeSyndrome


Renewal: Engaging the Renewal: Engaging the parasympathetic nervous parasympathetic nervous systemsystem

Wanting to understand, care for another person, and to initiate some action contributing to their well-being

Neural circuit activated: limbic system to the left pre-frontal cortex

Aroused compassion

Release of oxytocin & vasopressin

Adrenal-pituitary axis activated; arousal of the PSNS

Feeling hopeful, optimistic, at peace or exciting but look forward to the future

Systolic & diastolic blood pressure decreased

Increased secretion of immunoglobulin A and natural killer cells


Good Leadership Begins with Good Leadership Begins with Emotional IntelligenceEmotional Intelligence

SocialAwareness

Self-Awareness

RelationshipManagement

Self-Management

Positive impacton othersandaction

Financial Impact of Competencies Demonstrated By Senior Partners of a Multi-national Consulting Firm [Boyatzis 2006]

© Richard E. Boyatzis, 2000.

Senior Partners who averaged 19 years with the firm, and 10 years in management.

Self-Management Cluster: Achievement Orientation, Initiative, etc.

Self-Regulation Cluster: Self-control, Adaptability, etc.

Relationship Management and Social Awareness Cluster:Empathy, Networking, Developing Others, etc.

Cognitive Abilities Cluster: Systems Thinking, Pattern Recognition, etc.

0

200000

400000

600000

800000

1000000

1200000

1400000

1600000

1800000

2000000

Self-Management

Self-Regulation

RelationshipManagement

Cognitive

AbovetheTippingPoint

BelowtheTippingPoint

Annualized Operating Profit for Senior Partners ABOVE versus BELOW the Tipping Point

How do you develop leadership resonance?

How do you develop great leaders?


Relationships Build Leadership

Who helped you?

Think back over your life and career.

Who were the people who helped youdevelop the most?

What did they do and how did it make you feel?


The Ideal Self

The Real Self

MyLearning Agenda:

building on strengthswhile reducing

Gaps

Gaps:where my Ideal Self

and Real Self areDifferent

Strengths:where my Ideal Self

and Real Self areSimilar

Experimentingas a Leader

Practicing being a Leader

Trusting Relationshipsthat help, support, and encourage each stepin the process

Boyatzis’ Intentional Change Theory/Model (1970, 1999, 2000, 2005) [the theory formerly known as Self-Directed Learning Model ]


The Ideal Self

The Real Self

Gaps:where my Ideal Self

and Real Self areDifferent

Strengths:where my Ideal Self

and Real Self areSimilar


Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005)


Two Attractors


TWO ATTRACTORSPositive Emotional Negative Emotional Attractor Attractor

PSNS arousal SNS arousal

Left Prefrontal Cortex Right Prefrontal Cortex

Ideal Self Real Self/Social Self

Strengths Gaps/Weaknesses

Future Present

Hope Fear

Possibilities Problems

Optimism Pessimism

Learning Agenda & Goals Performance Improvement Plan/ Development Plan


Fractals, Scales, or Multiple Levels ofIntentional Behavior Change or SDL

Individual

Dyad

Team, Family, Coalition

Organization

Community

Country, Culture

Globe


Fractals and Multi-Levels ofIntentional Change

Individual

Dyad

Team, Family, Coalition Organization

Community

Country, Culture

Globe

Leadership

First degree Interaction:LeadershipSecond degree interaction:Resonant RelationshipsThird degree interaction:Reference/Identity Groups


throughCompassion

COMPASSIONCOMPASSION

An ExperienceAn Experience Care and concernCare and concern Empathy—true understanding of Empathy—true understanding of

others’ experienceothers’ experience A willingness to act on the care and A willingness to act on the care and

the understanding in support of the understanding in support of others others


throughHope

and Mindfulness

HOPEHOPE

An experience:An experience: An image of a better and feasible An image of a better and feasible

futurefuture OptimismOptimism The belief that you can make it The belief that you can make it

happenhappen

The Ideal Self


Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005)


The Motivation To Change: Finding their passion and dreams

Breaking from the Ought Self

Catching Your Dreams Catching Your Dreams and Engaging Your Passionand Engaging Your Passion

The power of positive imaging & visioningThe power of positive imaging & visioning

Thinking in the Left Prefrontal CortexThinking in the Left Prefrontal Cortex

But we often skip over formulating the Ideal Self image in But we often skip over formulating the Ideal Self image in development or education and become anesthetized to our development or education and become anesthetized to our own ideal and dreams.own ideal and dreams.

We cannot inspire this passion in others without engaging We cannot inspire this passion in others without engaging it ourselvesit ourselves

The ideal self ...The ideal self ...


Eles não sabem que o sonhoé uma constante da vida…Eles não sabem que o sonhoé vinho, é espuma, é fermento,bichinho álacre e sedento,de focinho pontiagudo,que fossa através de tudonum perpétuo movimento.Eles não sabem que o sonhoé tela, é cor, é pincel…Eles não sabem, nem sonhamque o sonho comanda a vidao mundo pula e avançacomo bola coloridaentre as mãos de uma criança.

Parts of “Pedra Filosofal” by Antonio Parts of “Pedra Filosofal” by Antonio GedeãoGedeão

List “27 things I’d like to do or experience List “27 things I’d like to do or experience before I die.”before I die.”

If you won the super lottery, and received If you won the super lottery, and received 50 million dollars after tax, how would 50 million dollars after tax, how would your life and work change?your life and work change?

NETCAM: If you were living your ideal NETCAM: If you were living your ideal life in 2020, what would a NETCAM show life in 2020, what would a NETCAM show as it recorded the next week of your life?as it recorded the next week of your life?

An individual An individual exercise/reflectionexercise/reflection


Developing a Personal Vision

My Ideal Life and Work in 7-10 years

What will I be doing?

Where will I be?

Who will I be with?

What will my work and life be?

What will I be?

Developing a Personal Vision

My Ideal Life and Work in 7-10 years

What will I be doing?

Where will I be?

Who will I be with?

What will my work and life be?

What will I be?

The Ideal Self

PersonalVision

IdealSelf

Hope

OptimismFeasibilitySelf-efficacy

Image of a DesiredFuture

CoreIdentity

Dreams,aspirations,

fantasies

Values &Philosophy

Calling,PurposePassion

Life/careerstage,cycle

© Richard E. Boyatzis, 2004. Develop by Richard E. Boyatzis and Klio Akrivou-Napersky.


throughMindfulness, Hope and Compassion

MINDFULNESSMINDFULNESS

A state of being:A state of being:

awake, aware, attending and awake, aware, attending and attuned—attuned—

to ourselves, to other people, to ourselves, to other people, and to the world around us.and to the world around us.

The Leader’s ChallengeThe Leader’s Challenge

Manage the Manage the Cycle of Sacrifice and Cycle of Sacrifice and

RenewalRenewalthrough

Mindfulness, Hope and Compassion


Are YOU a resonant leader?Are YOU a resonant leader?

Are you inspirational?Are you inspirational? Do you create a positive, hopeful emotional Do you create a positive, hopeful emotional

tone?tone? Are you in touch with others? Do you know Are you in touch with others? Do you know

what is on people’s hearts and minds? Do what is on people’s hearts and minds? Do you experience and demonstrate you experience and demonstrate compassion?compassion?

Are you mindful—authentic and in tune with Are you mindful—authentic and in tune with yourself, others, and the environment?yourself, others, and the environment?


We do not want to be boredor live routine lives-

nor do those working with us.

It is a waste of human talent, spirit, and potential.

Remember the Moment

Living Your Passion – Inspiring Others


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Documents

Resonant Leadership: Inspiring Us and Developing Others to Be Our Best Richard E. Boyatzis, PhD Professor Weatherhead School of Management Case Western