(Leader Within) When viewing each segment, relate what you see and hear to: Private victory & Public victory from Covey Quite leadership from Mintzberg –Caring, Infusion, Initiating The leader’s mental map of reality –assumptions about self, others Whether and how each creates a sense of Team Creating Social Capital

Mintzberg states: “…corporations are large and complicated; it takes a lot of effort to find out what has really been going on. It is so much easier to assume that the great one did it all. Makes for better stories too.”

For discussion Why must private victory precede public victory? –How does your mental map (of reality)—your scripts—affect your ability to create humanly productive relationships? How do you describe/explain the role leadership plays in bringing about the 3 conditions for group effectiveness (i.e. trust, shared identity, sense of efficacy)? –Within A Team –Between Teams How does developing team cohesion (& team identity) fit with honoring & developing each member’s individuality? –In the corporate world’ what is better to say: “I am competitive” or “I am cooperative”? Why? Mintzberg states, “when people are trusted, they do not have to be empowered” --Agree? –How do you go about creating trust? Individually? Organizationally? Loyalty or Obedience, does it make a difference which one you get? Why? What are the dynamics of each?

Case: Stranger in a Strange Land I Shepard’s problem: Relationships with new and old executives. How would you counsel him? –What must Shepard do first? Why? –What must Shepard avoid? Why? –With whom should he ally himself? Why? –How could/should he go about establishing ‘influence’? With Carleton With Pepe With Lucibelli

Trust

Intra-Personal Precedes Inter-Personal Real Independence Precedes Interdependence –Independence from What? Bondage of Ego –Become The Dragon Slayer! –Otherwise, Interdependence = Dependence Knowing Your Own Truth –Being Who You Really Are –Being Authentic –Being Your Self w/o External Trappings –Abundance Mentality, not Scarcity Mentality Giving of Yourself Makes You More…Not Less

Emotional Intelligence & Team Performance (Autonomy & Community)

Feeling Thinking All Actions/Decisions Have an Emotional Component— Don’t act as if they are Mechanical!

Creating Trusting Relationships Be Trustworthy (Worthy of Trust) –Listen w/o Judgment –Be Compassionate –Seek to Understand Be Truthful –Everything You Do Communicates Something About You Don’t Lie to Another Don’t Lie to Your Self –Keep Your Promises Don’t Be Duplicitous Acknowledge Your Mistakes, Quickly

How Could an Organization Create & Maintain Trust? Employment Contract –Not Primarily Economic –Commitment to Development Hire Based On Values & Attitude, Not Just Skill

Emotional Intelligence: Team Level

Managing Quietly Inspiring –a “humanly productive” culture, engagement Caring –being attentive to people’s needs, thoughtful Infusing –quiet evolution, not bold revolution Initiating –facilitating collaboration, not compliance

How does your mental map affect your ability to create (humanly) productive relationships? How does it relate to Private vs Public Victory? you enact your world you make assumptions about yourself and others and act accordingly you put ideas out in the world and then participate with them as they come back in experience of relationship you are the creator of your experiences & relationships

“…most people are deeply scripted in … the scarcity mentality.” What causes this? –dualistic thinking –external referencing –conditional acceptance How can an organization promote a scarcity mentality? –competitive environment –lack of trust, truthfulness, compassion How does such a mentality affect the development of a Win/Win character? To what extent is your organization supportive of a Win/Win character?

Why does it take great courage to create and sustain “social capital” within an organization?

Organizational Performance vs Conflict

Causes of Conflict Different Objectives Unclear Roles, Responsibilities and Expectations Poor Communication Intolerance to Differences Competing Objectives or Interests Unstable (Chaotic) Environment

Conflict, it is like a coin!

The Flip Side Assumption Our goals are negatively relatedOur goals are positively related

Conflict Strategies

For Collaboration: Know what you want to accomplish & Why Know what the other person needs & Why Know the assumptions being made by each involved Be willing to Invest the time & to Listen Don't allow the Ego to get involved Visualize a successful interaction

Some Helpful Hints Demonstrate Goodwill up front Always show respect Always seek to allay the other's fears Don't let emotions control your action Don't assume that the real issue is understood Remember no single answer is right