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

2. 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

3. 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)

4. 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”

5. 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.

6. 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.)

7. 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.)

8. 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)

9. 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)

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

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

12. 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)

13. 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.

14. 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.

15. 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.

16. 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)

17. 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.

18. 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?

19. 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…

20. 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.)

21. 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

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

23. 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!

24. 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

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

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

27. 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.

28. 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.

29. 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

30. 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.

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

32. 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.)

33. Successful Leadership Begins With Self
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Questions?

34. Successful Leadership Begins With Self
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