Understanding Authentic Leadership Skills June 18, 2012 CONFIDENTIAL Dr. Shyam Giridharadas Leadership in the 21 st Century Empowering Women Officers

Understanding Authentic Leadership Skills

June 18, 2012 CONFIDENTIAL

Dr. Shyam Giridharadas

Leadership in the 21st CenturyEmpowering Women Officers

in the US Public Health Service

Meditation(3 minutes)

2

End

Who is a leader?

3

• People who inspire others to join with them in pursuing common goals

• People who make a difference• People who are ambidextrous – ability to adapt* and

align simultaneously

* For adaptive leadership see: Heifetz, R. A., & Laurie, D. L. 1997. The work of leadership. Harvard Business Review, 75: 124-134.

What do leaders do?

4

• Envision goals• Affirm values• Motivate• Manage• Achieve workable unity• Explain• Serve as a symbol• Represent the group• Renew

• Communicate• Relate to people

Source: Gardner, J. W. 1993. On leadership: Free Pr.

What differentiates leaders?

5

• They think long-term• They grasp the relationship of the unit to larger realities• They reach and influence constituents beyond their

jurisdiction• They place heavy emphasis on the intangibles of vision,

values and motivation• They have the political skill to cope with the conflicting

requirements of multiple constituencies• They think in terms of renewal

Source: Gardner, J. W. 1993. On leadership: Free Pr.

What is an authentic leader?

6

• Is genuine, sincere, true to themselves and what they believe in• Understand their passions & purpose; practice the values they believe in• Engenders trust and develops deep connections with others and, as a

result, motivates/empowers others to high levels of performance• Has the self-discipline to get results• Stays on course in the face of severe challenges/pressures/distractions• Is prepared to be their own person• Is more concerned about serving others than their own success or

recognition

Definition: The authentic leader brings people together around a shared purpose and empowers them to step up and lead authentically in order to create value for all stakeholders

• Does this imply perfection? No. Acknowledging errors and exposing vulnerabilities helps to connect with and empower people

Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

Share your leadership experience (2.5 minutes X 2)

7

•Turn to a person next to you•Share a leadership experience of which you are proud•Explore any link to your core values/beliefs/priorities•Be a good listener•Reverse the process

•AB •BA

{Exercise 1}

Why life stories are important?

8

• Authentic leaders find motivation through understanding their own stories• Those stories enable them to know who they are, uncover their passions

and help them stay motivated and focused• Stories cover the full spectrum of life experiences:

– Impact of parents, teachers, mentors, coaches, family, and community–Leadership roles in team sports, student governance, early employment–Difficult experiences–Positive experiences

• Stories provide the context and meaning to connect the dots between the past and the future and provide the passion and inspiration to make an impact

• Life stories provide followers with a major source of information on which to base the leader’s authenticity; authentic followership is a vital component of authentic leadership

Source: Shamir, B., & Eilam, G. 2005. bWhat’s your story? Q: A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3); George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

Dr. Giridharadas Journey of Life

9

Phase I

Preparing for Leadership

Phase II

Leading

Phase III

Giving Back

Age 30 60 90

Source: George, B. 2007. True north: Discover your authentic leadership –from Chapter 1 Jossey-Bass.

Character formation

Rubbing up against the

world

Stepping up to lead

Peak leadership

Giving back

10

Important Events Significance Resulting values, beliefs, priorities

Extracting your values from your life story{Exercises 2, 3 & 4}

Dimensions of an authentic leader?

11

1. Understand yourself, your purpose and your passions

2. Understand your values/deeply held beliefs that guide your actions

3. Lead with your heart by showing:• Passion for your work• Compassion for the people you serve• Empathy for the people with whom you work• Courage to make difficult decisions• Willingness to be rational and listen to the facts

4. Develop enduring relationships by:• Being genuinely interested in others• Treating others with respect• Being tough and fair

5. Practice self-discipline

Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

Authentic leadership development model

12

Self-Awareness

Self -Regulation

Self-Expression

Self-Renewal

AUTHENTIC LEADERSHIP

• Self-knowledge (mindful awareness)• Self-concept clarity (values, beliefs, convictions)• Self-concordant goals, motives, passion, vision

• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with intentions and actions

• Hope and optimism; resilience and reinvention• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors

• Positive modeling; positive social exchanges• Emotional contagion• Personal and social identity

Impact

• Trust• Engagement• Well-being• Sustainability

Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature


13

Self-Awareness

Self -Regulation

Self-Expression

Self-Renewal





• Positive modeling; positive social exchanges• Emotional contagion• Personal and social identity

Impact



Gaining self awareness is central to becoming authentic leaders? Why?

14

AU

TH

EN

TIC

L

EA

DE

RS

HIP

Passion Purpose Impact

Comfort in your skin

Increased self-confidence

Aware of actions/intent

Act consistentlyGain trust of

others

More authentic interactions

Build strong connections/ relationships

Identifies strengths

Roles that leverage

Impact

Identifies weaknesses

Identify complementary

skills

Share vulnerabilities/

fears

Empathy for others

EQ

Selfawareness

Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

Self Awareness is a foundational element of EI

15Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005. Page 29

SOCIAL AWARENESS

RELATIONSHIP MANAGEMENT

SELF AWARENESSSELF

MANAGEMENT

Awareness Management

Sel

fO

ther

s

Emotional Intelligence (EI) Domains

Impact of not developing self-awareness

16

Bury memories of early life

traumas

Chase external symbols of

success

Errors/ lapses in judgment

No time for self-exploration

Person you want to be

Realize something is

missing

Deep reflectionLife changing event (death,

illness)

Selfawareness


What breaks this cycle?

What prevents us from becoming self-aware?

17Source: Johari Window

OPEN BLIND SPOT

HIDDEN UNKNOWN

Invi

sibl

eV

isib

le

Visible Invisible

TO YOU

TO

OT

HE

RS

Denial

Blind spots

Self awareness

Increase transparency by sharing…

18Source: Johari Window

Invi

sibl

eV

isib

le

Visible Invisible

TO YOU

TO

OT

HE

RS

Telling/Sharing

…and integrating feedback

19Source: Johari Window; Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

Vis

ible

Visible Invisible

TO YOU

TO

OT

HE

RS

Telling/Sharing

Feedback

Invi

sibl

e• To break blind spots need

honest feedback on traits that need to be improved

• Reflection on and re-framing of life story

• Confront/share vulnerabilities which leads to greater trust

• Need to accept and love yourself unconditionally (self-compassion)

• Cannot wall yourself from past experiences

• Focus on your values, principles, dreams and passions

Getting to your core self - peeling back the onion

20

Authentic Core


• Outer layers are how you present yourself to the world – often tough and hardened to protect yourself:

• Attire

• Body language

• Appearance

• Leadership style

• Inner layers:

• Strengths and weaknesses

• Values and motivation

• Life story, vulnerabilities, blind spots, shadow sides

Self-awareness and values key to leadership

21

Values Guides

Leadership Principles

Drift due to temptations,

pressures

ValuesCommon Purpose

Selfawareness


Beliefs

Convictions

Filter: What is important to you

Values=Actions under pressure

• Set direction• Prioritize values• Demonstrate what is

key

Ethical boundaries

Limits on actions

Actions

What motivates you to be a leader?

22

Motivation Capabilities

Monetary comp

Power

Title

Public recognition

Social Status

Winning

Personal growth

Satisfaction

Helping others develop

Finding meaning

Being true to one’s beliefs

Making a difference

Strengths

Weaknesses

Motivated capabilities

Positive Psychology*

Appreciative Inquiry**


* Positive Psychology – Mihaly Csikszentmihalyi

** Cooperrider, D. L., Whitney, D. L., & Stavros, J. M. 2003. Appreciative Inquiry Handbook: The First in a Series of AI Workbooks for Leaders of Change: Berrett-Koehler Publishers.

{Exercises 5 and 6}


23

Self-Awareness

Self -Regulation

Self-Expression

Self-Renewal



• Setting standards• Self-verification, assessing gaps• Alignment of self-concept with

intentions and actions


• Positive modeling; positive social exchanges

• Emotional contagion• Personal and social identity

Impact




24

Self-Awareness

Self -Regulation

Self-Expression

Self-Renewal







Impact




25

Self-Awareness

Self -Regulation

Self-Expression

Self-Renewal




• Hope and optimism; resilience and reinvention

• Mapping your passion• Intentional change and learning agenda• Personal Board of Directors



Impact



Characteristics of resonant leaders

26Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

Resonant Leader Characteristics

Move people – powerfully, passionately, purposefully

Give of themselves and renew themselves

Are awake, aware and attuned to themselves and the world around them

Are mindful – they seek to live in full consciousness of self, other, nature and society

Use their EI to build resonant relationships with people around them

Handle challenges and opportunities with compassion for the people they lead and serve

Stand strong in their values; commit to their beliefs; live full passionate lives

Face uncertainty with hope – they inspire through the clarity of vision, optimism and profound belief in their and their people’s abilities to turn dreams into reality

{Exercise 12}

Why do successful leaders lose their resonance?

27

1. Sacrifice syndrome – Giving of oneself excessively eventually leads to becoming ineffective

2. Defensive routines that lead to negative thoughts:

• Fall back on bad habits - Take undue risks

• Be in a state of denial - Become cynical

• Attribute success to self - Engage in self - pity

• (blame to others)

3. Some organizations encourage dissonant behavior

• Overvalue achievement

• Tolerate short-term dissonant behavior

• Don’t provide honest feedback to dissonant leaders

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

{Exercise 7}

How power stress results in dissonance

28

Places body on high alertStress

Shuts down non-essential neural

circuits

Activates the Sympathetic

Nervous System

Releases epinephrene & norepinephrene

Releases corticosteroids

Elevates blood pressure

Affects production of new neurons

Over-stimulates old neurons

Affects the immune system

Reduces creativity

Sense threat/everything

negative

Increases stress/anxiety

Sense of loss of control

Dissonance

Lose capacity to learn


Route to renewal

29

Hope

(Remaining optimistic and hopeful in the midst of difficulties)

Mindfulness

(Aware, awake and attuned to ourselves, others and the environment in mind,

body, heart and spirit)

Compassion

(Deep understanding + concern + willingness to act on that concern to

benefit others & oneself)


• Creates excitement about the future• Makes you believe that the future is

attainable (not a fantasy)• Mobilizes energy towards goals• Radiates to others through emotional

contagion

Increases:

• Cognitive flexibility• Creativity• Problem-solving skills

• Being In tune with people around you and is contagious

• Truly caring about the people being led• Experiencing compassion yourself

Renewal mechanism

30

MindfulnessLowers blood pressure

View things positively

CompassionCreates positive emotions

HopeActivates the PSNS

Releases oxytocin (women) and vasopressin (men)

Strengthens the immune system

Triggers renewal


Multiple Routes to Mindfulness – Essential for Good Leadership, Vital for Self-Development

31

• Meditating

• Praying

• Listening to music

• Exercising

• Reading


• Being outdoors/nature

• Taking time to observe/listen/learn

• Spending time with people

• Grounding yourself

• Gathering diverse opinions

• Learning from failures

How does renewal become a way of life?

32

Engage in intentional change/personal transformation

Wake-up to reality(Life events, business failures, friends abandoning you,

powerful advice)


Cultivate new habits to renew continually

Intentional change model

33Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

Ideal Self

Learning Agenda

Experiment-ation

Real Self

Resonant, Supporting

Relationships

{Exercises 8, 9, 11}

34

Key value on vision diagram

Key questions to be addressed

Response

• What in my life story makes this real and relevant to my life? (Self Awareness)

• How am I living this value or ideal on a daily basis? (Self Regulation)

• How am I communicating this value to others? (Self Expression)

• What intentional changes am I making to nurture and sustain this value? (Acknowledgement of real state, learning agenda and specific experimentation in the intentional change framework)

• Whose support is most helpful for this element of my ideal state? How am I obtaining that support? (Resonant, supporting network – Personal Board of Directors)

• How am I renewing myself on a regular basis?

• What impact am I having on people, organizations, the world around me? What impact would I like to have?

35

Personal integration

Personal eco-system

Professional eco-system

Spiritual eco-system

Foundational eco-system

Calibration system

Even the tallest trees rise from seedbed

From whence we came gives strength on the way ahead

It’s your imagination that will set the pace

Create your dreams and pursue them with grace

{Exercise 10}

36

Personal eco-system

Professional eco-system

Spiritual eco-system

Foundational eco-system

Calibration system

Unconditionally elevating othersBeing a father-teacherLiving my values everyday

Blissfully merging my/my wife’s soulsTo love and be lovedTo keep love for my family paramountBeing a loyal friendLiving life to the fullest

Assuming positive intent in collaborative transactionsMaintaining a healthy mind, body and spiritBeing calmBeing humble

Thriving on ideasThinking strategically and solving problemsHaving unbounded positive belief

Compromise without compromisingTo laugh and evoke laughter

Personal integration


37

Self-Awareness

Self -Regulation

Self-Expression

Self-Renewal







Impact



38

Meaning

"Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of your own past, out of your affections and loyalties, out of the experience of humankind as it is passed on to you, out of your own talent and understanding, out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something. The ingredients are there. You are the only one who can put them together into that unique pattern that will be your life. Let it be a life that has dignity and meaning for you. If it does, then the particular balance of success or failure is of less account."

John Gardner – November 1990 speech to McKinsey & Company partners

Source: Gardner, J. W. 1992. Personal renewal. West J Med, 157(4): 457-459.

Documents

Understanding Authentic Leadership Skills June 18, 2012 CONFIDENTIAL Dr. Shyam Giridharadas Leadership in the 21 st Century Empowering Women Officers