1. Leadership Mind and Heart
Chapter 5
Leadership Mind and Heart

2. Capacity vs. Competence
Capacity: the potential each of us has to do more and be more than we are now.
The potential for expansion and growth - is unlimited, whereas competence (i.e. skills ) is limited and quantifiable
Can’t learn capacity, but we can expand and develop leadership capacity

3. Geeks and Geezers: four leadership competencies that transcend generational differences
Adaptive capacity: the ability to navigate through and grow from a crucible
Ability to engage others in shared meaning.
Character and a distinctive voice: people respond to leaders who have conviction, a powerful sense of justice, and a passionate desire to do the right thing. Leaders communicate largely through their actions
Integrity and strong values: balance of ambition, competence, and a moral compass.

4. Mental Models
Theories people hold about specific systems in the world and their expected behavior
WSJ article: People believe a fact…. (see also text p. 136)

5. Assumptions
The more aware the leader is of his or her assumptions, the more the leader understands how assumptions guide behavior
Regard assumptions as temporary ideas rather than fixed truths
Question whether long-held assumptions fit the reality of your current situation.

6. Ex. 5.2 The Perception Process
Organizing selected data into patterns for interpretation and response
Screening and selecting stimuli to process further
Observation via the senses
Environmental
stimuli
Mental models affect all stages of the perception process
Film clips: Fog of War

7. Stereotyping
The tendency to assign a person to a group or broad category and then to attribute widely held generalizations about the group to the individual

8. Leader’s Mind Independent thinking Mindfulness Mindlessness
Questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by others
Mindfulness
The process of continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstances
Mindlessness
Blindly accepting rules and labels created by others.

9. Pike syndrome
When people assume they have complete knowledge of a situation because of past experiences, they exhibit a trained incapacity that comes from rigid commitment to what was true in the past and a refusal to consider alternatives and different perspectives.

10. Open-mindedness
Expert’s mind: rejects new ideas based on past experience and knowledge (manager). Sees questioning of their ideas as a threat.
Beginner's mind: puts aside preconceptions and suspend beliefs and opinions (leaders). Encourages everyone in the organization to openly debate assumptions, confront paradoxes, question perceptions, and express feelings.

11. Action memo
Think independently. Don’t let others do your thinking for you. Be curious (always ask why?), keep an open mind, look at a problem or situation from multiple perspectives before reaching your conclusions. Challenge pre-established rules and routines if they are detrimental to the organization and its purpose.

12. Systems Thinking
The ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns

13. Systems thinking
It is the relationship among the parts that form a whole system.
Systems thinking enables leaders to look for patterns, especially changes over time, and to sort through the complexity of their organizations.
See exhibit 5.2 on page 142

14. Management Complexity
Variability
Inputs, outputs, demand
Uncertainty
Two types of complexity
Detail complexity: many variables
Dynamic complexity: situations where cause and effect are subtle, and where the effects over time of interventions are not obvious.

15. Dynamic complexity: it can take days to produce something, weeks to develop a new marketing promotion, months to hire and train new people, and years to develop new products, nurture management talent, and build a reputation for quality – and all of these processes interact continually.
The real leverage in most management situations lies in understanding dynamic complexity, not detail complexity.

16. Personal mastery: three qualities
Personal vision: continual focusing and defining what one wants as a desired future
Facing reality: leaders are relentless in uncovering the mental models that limit and deceive them and are willing to challenge assumptions and ways of doing things. These leaders are committed to the truth and, and will break through denial of the reality in themselves and others.
Holding creative tension: the vision pulls reality forward, as opposed to reality pulling the vision downward.

17. Emotional Intelligence
A person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others

18. Ex. 5.5 Eight Families of Emotions
Enjoyment
Anger
Fear
Love
Disgust
Surprise
Shame
Sadness

19. Ex. 5.6 The Components of Emotional Intelligence
Self-Awareness
Social Awareness
Emotional self awareness
Accurate self-assessment
Self-confidence
Empathy
Organizational awareness
Service orientation
Self-Management
Relationship Management
Emotional self-control
Trustworthiness
Conscientiousness
Adaptability
Optimism
Achievement-orientation
Initiative
Development of others
Inspirational leadership
Influence
Communication
Change catalyst
Conflict management
Bond building
Teamwork and collaboration

20. Types of Motivation Fear-based Motivation Love-based Motivation
Motivation based on fear of losing a job
Love-based Motivation
Motivation based on feeling valued in the job

21. Fear in organizations
Fear creates avoidance behavior. It inhibits growth and change and may slowly destroy people’s spirits.
Leaders control the fear level in the organization.
Fear weakens trust and communications. Undiscussables: e.g. suggestions for improvement and behavior of executives
A leader’s fear can manifest itself in arrogance, selfishness, unfairness, and disrespect for others. When leaders act from their own fear, they create fear in others.

22. Bringing love to work
Leaders are responsible for creating a new environment where people feel safe to speak their minds without fear.
Love as motivation: enables people to feel alive, connected, energized.
Love as feelings: liking, caring, and bliss
Love as action: helping, listening, cooperating, forgiving.
Why followers respond to love
Hear and understand me
Even if you disagree with me, please don’t make me wrong
Acknowledge the greatness within me
Remember to look for my loving intentions
Tell me the truth with compassion