SUCCESSFUL LEADERSHIP BEGINS WITH SELF Ontario Library Association Mary Ann Mavrinac University of Toronto Mississauga Feb 1, 2008

Agenda Introduction: Agenda and Learning Outcomes Context: Leadership, Environment, Learning Focus on Self Experiencing Organizational Change - Findings Benefits: Organization and Self Action plan: personal Leadership Focuser Conclusion

Learning Outcomes Understand why leadership begins with self Identify three stages of experiencing organizational change Knowledge of strategies for successful leadership Understand benefits and impact on self and organization Develop personal Leadership Focuser (action plan)

Ground Rules Questions always welcome! There are no interruptions Participation is encouraged Keep names, identities out of discussion Any confidential matter stays “inside these walls”

Context: Leadership Leadership is a relationship of influence between at least two people, not necessarily related to position, who strive towards a shared purpose which results in meaningful and substantive change.

Context: Environment We basically do not know what the world of tomorrow will be like, except that it will be different, more complex, more fast-paced, and more culturally diverse. This means that organizations and their leaders will have to become perpetual learners. (Schein, Organizational Culture and Leadership, 2004, p. 394.)

Context: Perpetual Learning Is it possible to imagine a [organizational] culture that, by its very nature, is learning oriented? Can one stabilize perpetual learning and change? (Schein, Organizational Culture and Leadership, 2004, p. 394.)

Focus on Self Consequences of Self: Planning Decision-Making and Self-Control Self-conceptualization and Evaluation Introspection Perspective Thinking (Leary, The Curse of the Self, 2004)

Focus on Self The ability to self-reflect is an essential feature of the human psyche, yet it is also a curse. (Leary, The Curse of the Self, 2004, p. 5)

Feeding a Need Strategies Experiencing Organizational Change: Disabling Reacting Resisting Shutting Down Deluding Arming

Letting Go Strategies Experiencing Organizational Change: Building a Foundation Transforming Moment Reflecting Relearning Committing/Recommitting

Liberating Strategies Experiencing Organizational Change: Focusing on Facts Using Values Serving Self, and Others *Quieting Self Going with the Flow Strategizing Seeing Opportunity (*Concept from Leary, The Curse of the Self, 2004, p. 46)

Liberating: Focusing on Facts And so this journey has caused me to investigate these kinds of things and to do it without bias. To really be able to look at what’s there and not make assumptions about it…and to see how it all works together and what it produced.

Liberating: Using Values You need to sit down and think what is it that you can live with, and what is it that you can’t live with. And when you start to think of that, and you break your life down into those very simple, almost like values, and all of a sudden, it gets things clear.

Liberating: Serving Self, and Others …trying to look out for yourself, trying to protect yourself, have to do with…how you approach it, what you do…whether it is done in the service of just you or if you can learn to transform it so that it serves the entire system or community has to do with your level of development.

Liberating: Quieting Self Because virtually everyone’s mind runs along in this fashion, most people regard this obsessive thinking as normal and do not realize how unnecessary and harmful much [of] it really is. (Leary, 2004, p. 187)

Liberating: Going with the Flow I’m at the point where there is no longer that fear anymore. It has happened so many times now and the outcome is way beyond whatever I could imagine and always for my well-being that I take it for granted and I know that it’s okay that this is a part of that process. The process of moving. Change, really...I think I just said I’m going to see where this takes me…I just got to go with the flow.

Liberating: Strategizing I’m looking at my options…and I weigh them and make my decision….I’ll try it out…My coping strategy is to focus on my [job], do the best that I can, and to do lots of listening and observing of the administration and decide: do I want to stay or do I want to go?

Liberating: Seeing Opportunity It’s an opportunity as well as having been really, really difficult. It’s that good stuff has come out of it…

Liberating Strategies Experiencing Organizational Change: Focusing on Facts Using Values Serving Self, and Others *Quieting Self Going with the Flow Strategizing Seeing Opportunity (*Concept from Leary, The Curse of the Self, 2004, p. 46.)

Benefits of Liberating Strategies: Self Accountable; focused on solutions Analytical: multiple inputs, fact-based Calm, composed, clear perceptions Optimistic, engaged, energetic, enthused Empowered and empowering Reflective, self-aware

Benefits of Liberating: Self Trustworthy, integrity In control Embraces change as natural and normal

Benefits of Liberating: Organization Reflective Workplace Perpetual learning state Collaborative, team-oriented, supportive Efficient and productive Trusting Nimble, risk-taking, creative, innovative Open to multiple perspectives, diversity and change Fun!

Leadership Focuser Leverage strengths into actions and outcomes Strengthen areas in need of improvement into actions and outcomes Commit to outcomes through tangible actions starting tomorrow through to 1 year

Leadership Focuser 1 Year Employ the strategy of “seeing opportunity” in all leadership and work activities.

Leadership Focuser Tomorrow Write down why “seeing opportunity” is important for my leadership development.

Leadership Focuser 1 Week List specific examples where I felt a negative or anxious response to change. Note the strategies I used in responding negatively, including emotions and behaviour. Be detailed. Identify leaders who “see opportunity” in all they do. Contact a leader to ask them to be my personal coach.

Leadership Focuser 1 Month Continue to log negative responses to change. When I am comfortable with change, what is different? Use “journaling” to better understand why I am uncomfortable in certain situations. Patterns emerging? Create an opportunity from anything negative or annoying. Meet weekly with coach to discuss observations.

Leadership Focuser 3 Months Utilize leadership strategies of focusing on facts strategizing and quieting self when I feel uncomfortable with change. Ask questions. Don’t make assumptions. When I falter, deconstruct the situation. Why I am responding this way? Write it out. Discuss with coach. Be kind to myself

Leadership Focuser 6 Months Focus on one change initiative in my organization in which I am feeling particularly uncomfortable. Develop a detailed approach to manage this change using strategy of “seeing opportunity.” When barriers occur, seek opportunities to overcome these barriers by developing an action plan. Note benefits when I turn a challenge into an opportunity.

Leadership Focuser 1 Year Employ the strategy of “seeing opportunity” in all leadership and work activities. Celebrate!

Implications of Theory for Leadership and Organizational Change We basically do not know what the world of tomorrow will be like, except that it will be different, more complex, more fast-paced, and more culturally diverse. This means that organizations and their leaders will have to become perpetual learners. (Schein, Organizational Culture and Leadership, 2004, p. 393.)

Successful Leadership Begins With Self Comments? Questions? maryann.mavrinac@utoronto.ca

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