1. Mgt. 667 – Leadership Session 2 Rex Mitchell Spring 2006

2. Leadership: art of mobilizing others to want to struggle for shared aspirations Power: potential ability to influence behavior, events …get people to do things they would not do otherwise Power: potential ability to influence behavior, events …get people to do things they would not do otherwise Influence, politics: processes & actions through which potential power is used

3. Engaging With Readings What are my reactions to this: thoughts, feelings? What do I agree with, like, want to remember and use? Why? What do I disagree with, wish were different, would change, would expand on...? Why? What connections & expansions can I make from my experience?

4. K&P’s Five Practices Model the way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

5. Model the Way (Practice 1)

6. Discuss in a new group for each chapter: Reactions, thoughts, feelings Agree with, like, want to remember - most important points from both essentials & discussion, and from action steps Disagree with, would change, would expand on

7. I will assign one group to brief us on at least two most important points from the two essentials and discussion at the first of the chapter - then all can discuss Another group to brief us on at least two most important points from action steps - then all discuss Will take chapters one at a time

8. Find Your Voice …by clarifying your personal values Commitment 1, ch.3 Essentials: – –Clarify your values – –Express your self To act with integrity: – –Must first know yourself – –Clear values – –Unwavering commitment to themAuthentic, congruent – –Passionate about what matters

9. Speak in your own voice Also need competence Review & experiment with some action steps for this & each Commitment

10. Set the Example …by aligning actions with shared values Commitment 2, ch.4 Build and affirm shared values Align actions with values Actions speak louder than words Consensus about values more difficult to achieve than clarity Need consensus for consistent implementation of values

11. Involve people in the process of creating shared values Unity is forged, not forced Note three central themes in values of highly successful, strong-culture organizations: – –High performance standards – –Caring attitude toward people – –Sense of uniqueness and pride Review & try some action steps

14. Inspire a Shared Vision Practice 2

15. Discuss in a new group for each chapter: Reactions, thoughts, feelings Agree with, like, want to remember - most important points from both essentials & discussion, and from action steps Disagree with, would change, would expand on

16. Envision the Future …by imagining exciting and ennobling possibilities Commitment 3, ch. 5 Create conditions where people want to… –Leadership is the art of mobilizing others to want to struggle for shared aspirations Imagine and image the possibilities Discover your theme

17. Lifeline Exercise Slight modification of K&P p.132 Specifically: –List some significant events in your life – early to present –Plot these on a lifeline, showing relative highs and lows (leave room for future) –Think about the events: patterns, themes…? –Briefly extrapolate your lifeline into the future: what you expect, hope for, some events…

18. Enlist Others …in a common vision by appealing to shared aspirations Commitment 4, ch. 6 Listen deeply to others Discover & appeal to a common purpose Give life to a vision by communicating so that people can see themselves in it

19. Shared Understanding is Not Automatic According to the International Educator, these are reported to be signs in English collected by airline employees in their travels. Paris hotel elevator: "Please leave your values at the front desk. If you lose them in your room, we are not responsible." Bangkok dry cleaners: "Drop your trousers here for best results.“ Rhodes, Greece, tailor shop: "Order your summer suit. Because of the big rush we will execute customers in strict rotation."

20. Rome laundry: "Ladies, please leave your clothes here and spend the afternoon having a good time.“ Japanese hotel: "Cold and Heat: If you want to condition the warm in your room, please control yourself.“ Copenhagen airline: "We take your bags and send them in all directions." Moscow hotel: "You are welcome to visit the cemetery where famous Russian and Soviet composers, artists, and writers are buried daily except Thursday."

21. Clif Bar Case Write briefly on the four questions Discuss in groups Report out

22. Form Permanent Teams Purpose: –Increase student role in learning –Share experiences plus perspectives on material –Support each other in leadership development Formation: –5 persons –Mix of new & old (no more than 2 from a company)

23. Next Session Study K&P ch. 7-12 Do & score Instrument 2 Do Self LPI & follow-up on Observer LPIs –Enter AMAP LPIs in scoring software before class next week –Need all LPIs entered before 4/27 class