I am a work in progress. Every step of the way I learn new things, find new ideas, read new books, and see new places. These are my stories and my reflections; these are my life's lessons...
Sunday, 11 April 2010
Leadership
"The crux of leadership is that you must constantly stop to consider how your decisions will influence people." ~ Michigan State Police
Saturday, 10 April 2010
Authentic Leadership
Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George is a great book on leadership. George's own experiences as a Chairman and CEO are used as he delves into his views and thoughts about leadership.
What makes this book really enjoyable is that it isn’t a prescriptive book that tells you HOW to be. Rather, George sets the groundwork for individuals to examine their own lives, challenging them to accept the challenge to embrace their own authenticity. George states: “Authentic leaders genuinely desire to serve others through their leadership. They are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind.” (George, 1989, p. 12)
In Authentic Leadership, George identifies five dimensions of leadership: purpose, values, relationships, self-discipline, and heart. Leaders, George asserts in the first dimension, must “understand their purpose.” (George, 1989, p. 19) The understanding of one’s own purpose is the foundation of authentic leadership and, I would suggest, authenticity. Purpose is the understanding of self and what intrinsically motivates. It is this knowledge that not only creates purpose, but passion for that purpose. For a consultant or a leader it is that passion which inspires and motivates others to follow, to listen, and to be influenced.
The second dimension which George identifies is values. Authentic leaders, George asserts, are those who are “true to your [their] values.” (George, 1989, p. 37) Those who are authentic not only know what their values are, they also live them. Those who are authentic have had their values tested through their various experiences and their values and behaviours have been congruent within those challenges. George also states that when people are authentic and they live their values they are demonstrating “integrity in action.”
Developing compassion is the third dimension of authenticity in George’s book. George stresses the need to “develop our hearts…Through the connections formed through personal sharing, people are inspired to believe in their leaders and follow them.” (George, 1989, pp. 39 – 40) These statements bring us back to Block’s own words at our class: “Authenticity is putting into words what we are feeling in the moment.”
The fourth dimension of authenticity described by George is to have connected relationships. Simply put, George states that “Leaders who are open with people, even when sharing bad news or offering critical feedback, establish that sense of connection that builds commitment.” (George, 1989, pp. 40-41) That connection, asserts George is the authentic quality of the relationship. It is authenticity in action.
The final dimension of authenticity, for George, is practicing self-discipline. As George states, “To be authentic, leaders must behave with consistency and self-discipline, not letting stress get in the way of their judgment.” (George, 1989, p. 41) Consistent self-discipline is also about the living of your values, principles, purpose, etc. Simply put, it is ‘walking your talk.’ While easy to state, it is probably the most difficult aspect of authenticity, and the most necessary.
George also clarifies that self-discipline is about all of our behaviours. He asserts that self-discipline includes the need for balance and the ability to de-stress. These are also critical to the authentic leader, as they also create healthy leadership. I believe this added dimension really speaks to authenticity. It requires you to be honest with yourself, not just others. It asks you to set boundaries and to really understand your own personal needs.
While these dimensions absolutely point to authenticity, in the end it is really about how a person lives them. Authenticity asks if these aspects are evident in the person. I think the presence of these traits is the true measure of authenticity. The mark of the authentic person, then, is in how they show up in the world. Living these qualities with true strength of character, vulnerability and integrity, is what makes a person authentic.
What makes this book really enjoyable is that it isn’t a prescriptive book that tells you HOW to be. Rather, George sets the groundwork for individuals to examine their own lives, challenging them to accept the challenge to embrace their own authenticity. George states: “Authentic leaders genuinely desire to serve others through their leadership. They are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind.” (George, 1989, p. 12)
In Authentic Leadership, George identifies five dimensions of leadership: purpose, values, relationships, self-discipline, and heart. Leaders, George asserts in the first dimension, must “understand their purpose.” (George, 1989, p. 19) The understanding of one’s own purpose is the foundation of authentic leadership and, I would suggest, authenticity. Purpose is the understanding of self and what intrinsically motivates. It is this knowledge that not only creates purpose, but passion for that purpose. For a consultant or a leader it is that passion which inspires and motivates others to follow, to listen, and to be influenced.
The second dimension which George identifies is values. Authentic leaders, George asserts, are those who are “true to your [their] values.” (George, 1989, p. 37) Those who are authentic not only know what their values are, they also live them. Those who are authentic have had their values tested through their various experiences and their values and behaviours have been congruent within those challenges. George also states that when people are authentic and they live their values they are demonstrating “integrity in action.”
Developing compassion is the third dimension of authenticity in George’s book. George stresses the need to “develop our hearts…Through the connections formed through personal sharing, people are inspired to believe in their leaders and follow them.” (George, 1989, pp. 39 – 40) These statements bring us back to Block’s own words at our class: “Authenticity is putting into words what we are feeling in the moment.”
The fourth dimension of authenticity described by George is to have connected relationships. Simply put, George states that “Leaders who are open with people, even when sharing bad news or offering critical feedback, establish that sense of connection that builds commitment.” (George, 1989, pp. 40-41) That connection, asserts George is the authentic quality of the relationship. It is authenticity in action.
The final dimension of authenticity, for George, is practicing self-discipline. As George states, “To be authentic, leaders must behave with consistency and self-discipline, not letting stress get in the way of their judgment.” (George, 1989, p. 41) Consistent self-discipline is also about the living of your values, principles, purpose, etc. Simply put, it is ‘walking your talk.’ While easy to state, it is probably the most difficult aspect of authenticity, and the most necessary.
George also clarifies that self-discipline is about all of our behaviours. He asserts that self-discipline includes the need for balance and the ability to de-stress. These are also critical to the authentic leader, as they also create healthy leadership. I believe this added dimension really speaks to authenticity. It requires you to be honest with yourself, not just others. It asks you to set boundaries and to really understand your own personal needs.
While these dimensions absolutely point to authenticity, in the end it is really about how a person lives them. Authenticity asks if these aspects are evident in the person. I think the presence of these traits is the true measure of authenticity. The mark of the authentic person, then, is in how they show up in the world. Living these qualities with true strength of character, vulnerability and integrity, is what makes a person authentic.
George, Bill. Authentic Leadership: Rediscovering the Secrets to Creating lasting Value. San Fransisco: Jossey-Bass, 2003.
Leading From the Inside Out
“Leadership is authentic self-expression that creates values...Anyone who is authentically self-expressing and creating value is leading.” Leading from the Inside Out: Becoming a Leader for Life (video) by Kevin Cashman explores the journey a leader must take to find her own personal purpose. With the determination of personal purpose a leader develops from the inside to become an authentic leader.
Cashman's book challenges readers to examine what guides their behaviours; their persona or their character. Those guided by persona, argues Cashman, make their choices in order to preserve image and control, self-interest, the desire to win at all costs, resistance to change, and other negative attributes. Whereas those guided by character make their choices based on their purpose, being open, and display trust, compassion, courage, inclusion, and adaptability. The essence of character, Cashman suggests, comes from deep within ourselves. Cashman's observations of leaders has brought him to the conclusion that there are seven pathways required to build leadership:
Pathway One: Personal Mastery, is leading through authentic self-expression. It is the ability to live with integrity, and to have congruence between who we are and what we do. Authentic self-expression is speaking from our character, and allowing us to create trust, synergy and connection with everyone around us.
Pathway Two: Purpose Mastery, is leading by expressing our gifts to create value. In this pathway, Cashman explores purpose. A leader who knows his purpose will live with character and know his direction.
Pathway Three: Interpersonal Mastery, is leading through synergy and service. Synergy and service are used in this pathway, as relationship building is examined with a view to authenticity. In terms of sevice, Cashman suggests that “Ultimately, a leader is not judged by how well he or she leads, but how well he or she serves.” (Cashman, p. 110)
Pathway Four: Change Mastery, is leading with agility. The leader who leads with character is adaptable and open. Stephen Covey has said that there are only three constants in life: Change, Choice and Character. Cashman challenges a leader to maintain personal values and principles of character when adapting to change.
Pathway Five: Resilience Mastery, is leading with mastery. It is the ability to choose activities that build energy to continue being a quality leader, rather than choosing activities that diminish energy and leave one unbalanced.
Pathway Six: Being Mastery, is leading with presence. This pathway requires continuous development and self-awareness.
Pathway Seven: Action Mastery, is leading through coaching. It is about building awareness, commitment, and practices for coaching self and others. It is a challenge to capitalize on potential, both inside and out.
Cashman challenges readers to “Commit to the lifelong process of authentically growing as a person in order to grow as a leader.” The book is written with suggestions for practice and questions to consider.
Cashman's book challenges readers to examine what guides their behaviours; their persona or their character. Those guided by persona, argues Cashman, make their choices in order to preserve image and control, self-interest, the desire to win at all costs, resistance to change, and other negative attributes. Whereas those guided by character make their choices based on their purpose, being open, and display trust, compassion, courage, inclusion, and adaptability. The essence of character, Cashman suggests, comes from deep within ourselves. Cashman's observations of leaders has brought him to the conclusion that there are seven pathways required to build leadership:
Pathway One: Personal Mastery, is leading through authentic self-expression. It is the ability to live with integrity, and to have congruence between who we are and what we do. Authentic self-expression is speaking from our character, and allowing us to create trust, synergy and connection with everyone around us.
Pathway Two: Purpose Mastery, is leading by expressing our gifts to create value. In this pathway, Cashman explores purpose. A leader who knows his purpose will live with character and know his direction.
Pathway Three: Interpersonal Mastery, is leading through synergy and service. Synergy and service are used in this pathway, as relationship building is examined with a view to authenticity. In terms of sevice, Cashman suggests that “Ultimately, a leader is not judged by how well he or she leads, but how well he or she serves.” (Cashman, p. 110)
Pathway Four: Change Mastery, is leading with agility. The leader who leads with character is adaptable and open. Stephen Covey has said that there are only three constants in life: Change, Choice and Character. Cashman challenges a leader to maintain personal values and principles of character when adapting to change.
Pathway Five: Resilience Mastery, is leading with mastery. It is the ability to choose activities that build energy to continue being a quality leader, rather than choosing activities that diminish energy and leave one unbalanced.
Pathway Six: Being Mastery, is leading with presence. This pathway requires continuous development and self-awareness.
Pathway Seven: Action Mastery, is leading through coaching. It is about building awareness, commitment, and practices for coaching self and others. It is a challenge to capitalize on potential, both inside and out.
Cashman challenges readers to “Commit to the lifelong process of authentically growing as a person in order to grow as a leader.” The book is written with suggestions for practice and questions to consider.
Cashman, Kevin. Leadership From the Inside Out: Becoming a Leader for Life. Minneapolis: TCLG, IIc, 1998
Friday, 9 April 2010
Vision
"Your vision becomes clear when you look inside your heart. Who looks outside, dreams. Who looks inside, awakens." ~ Carl Jung
Leadership and Self-Deception
The Arbinger Insititute's book: Leadership and Self-Deception: Getting Out of the Box is a wonderful book.
The title word, “leadership” shouldn’t mislead the reader into assuming that the book is only for a title leader. Truly, this is a book for anyone; anyone who leads her own life...which is, of course everyone.
What if you discovered that the reason you were frustrated or unhappy with someone was related very much to your actual perceptions and the way you responded to them
What if you examined your annoyance with someone and you discovered that you were actually exacerbating and continuing the problem?
What if you remembered that you truly have the most influence over your own behaviours and perceptions and you took responsibilty for those?
If you were able to manage that, you would be on your way to moving out of self-deception.
I know that this book has become a checkpoint for my own self-awareness and growth. Each time I practice its tenets I improve relationships. I am happier and better for it.
Written in a fable style, this book provides insight into a way of being that revolutionizes relationships and personal growth and development. It is also a book that is quick to read. This is good, because there really isn't any way to do it justice without saying, Read It! You'll like it.
The title word, “leadership” shouldn’t mislead the reader into assuming that the book is only for a title leader. Truly, this is a book for anyone; anyone who leads her own life...which is, of course everyone.
What if you discovered that the reason you were frustrated or unhappy with someone was related very much to your actual perceptions and the way you responded to them
What if you examined your annoyance with someone and you discovered that you were actually exacerbating and continuing the problem?
What if you remembered that you truly have the most influence over your own behaviours and perceptions and you took responsibilty for those?
If you were able to manage that, you would be on your way to moving out of self-deception.
I know that this book has become a checkpoint for my own self-awareness and growth. Each time I practice its tenets I improve relationships. I am happier and better for it.
Written in a fable style, this book provides insight into a way of being that revolutionizes relationships and personal growth and development. It is also a book that is quick to read. This is good, because there really isn't any way to do it justice without saying, Read It! You'll like it.
Arbinger Institute, The. Leadership and Self-Deception: Getting Out of the Box. San Fransisco. Berrett-Koehler Publishers, Inc. 2000.
Thursday, 8 April 2010
Subscribe to:
Posts (Atom)