LFI Leadership Competencies L F I L E A D E R S H I P C O M P E T - - PowerPoint PPT Presentation

L F I L E A D E R S H I P C O M P E T E N C I E S S E S S I O N S O V E R V I E W A N D S E L F A W A R E N E S S O C T O B E R 2 0 1 4

LFI Leadership Competencies

LFI Leadership Competencies

October 16, 2014 Colin Callahan and Karen Cleveland

 Servant Leadership  Leadership Presence  Integrity & Authenticity  Systems Awareness  Active Listening &

Curiosity

 Collaboration  Situational Awareness  Visionary & Inspirational

Consciousness and Competence

October 16, 2014 Colin Callahan and Karen Cleveland

Conscious Incompetence Unconscious Competence Unconscious Incompetence Conscious Competence Competence Consciousness Create New Behavioral Practice

Leadership Competencies Overview

October 16, 2014 Colin Callahan and Karen Cleveland

 Servant Leadership  Leadership Presence  Integrity & Authenticity  Systems Awareness  Active Listening & Curiosity  Collaboration  Situational Awareness  Visionary & Inspirational

Leader as Servant Confidence and Vulnerability Consistency and Transparency Seeing Interrelationships Understanding and Openness Sum Greater Than The Parts Drawing The Best From All Resources Articulating a Common Goal Moving People Towards It

Neuro-Plasticity Reveals a Chemistry of Habit

October 16, 2014 Colin Callahan and Karen Cleveland

 Neuro-plasticity refers to the brain’s ability to

change

 Research shows that we are never too old to change,

that we can rewire our brain to think and act in new ways

 Habits involve the entire body

 Intellectual  Emotional  Physical

 Our thoughts affect our cells’ behavior

Self-Directed Neuro-Plasticity

October 16, 2014 Colin Callahan and Karen Cleveland

 Sounds fancy but it’s just Building Self-Awareness  Cultivating your ability to observe yourself as a

detached observer

 Notice what you are thinking and feeling and how

each are feeding off each other in any given moment

 You can only make new and more constructive

choices when you are conscious of the ones you are making now

 And recognize them as a choice

Revisiting Crossing the Line

October 16, 2014 Colin Callahan and Karen Cleveland

 Take a moment to reflect on the Crossing the Line

exercise from the opening retreat

 Write down some thoughts to these questions:

 What did you learn from that exercise?  What stuck with you during the last month?  What have you noticed about your perspectives since that

exercise?

 Pair up with someone at your table  Discuss your observations

Ladder of Inference Video

October 16, 2014 Colin Callahan and Karen Cleveland

 Video (6 mins)- Rethinking thinking - Trevor Maber  Additional Reading - Humility in Leadership: Five Steps for Overcoming

Our Leadership Biases

 Society for Organizational Learning - The Ladder of Inference  Journal Question – What are some situations that cause your bias or

belief to takeover?

Ladder of Inference

October 16, 2014

Colin Callahan and Karen Cleveland

 From millions of external of inputs

(life), we Select Data and Apply Meaning

 Make Assumptions and Draw

Conclusions

 Adopt Beliefs and Take Action

based on Conclusions and Beliefs

 The Reflexive Loop affects the

Data we select

 We tend to select data that support

• ur beliefs - and ignore data that

contradicts our beliefs

 We do this in an instant and act

accordingly The Ladder of Inference is a model that describes how we process data, develop beliefs, and make decisions.

Rewiring Your Thinking

October 16, 2014 Colin Callahan and Karen Cleveland

Thought

Everything begins with a thought. Change the way you think to get your desired result.

Physical Manifestation

How is what you are thinking and feeling showing up for you physically?

Feelings/Emotion

When you feel a strong emotion, ask yourself, “What am I thinking?”

Desired Results

Perspectives

October 16, 2014 Colin Callahan and Karen Cleveland

 What are some perspective you hold that may be

holding you back?

 What patterns of belief keep getting in your way?

The Dunning-Kruger Effect

October 16, 2014

Colin Callahan and Karen Cleveland

 Refers to a study by David Dunning

and Justin Kruger about self- evaluation

 Poor performers tend to self-assess

that they have performed very well

 In order to accurately assess your

competency in a skill you need to be competent enough about the skill to assess the quality and gradations of the skill

 Example: American Idol

Auditions – the poor singers are so inexpert about singing that they cannot judge nor see how badly they sing

Original Study Hypotheses:

1.) Incompetent people tend to overestimate their skill level 2.) They also fail to recognize actual skill in

• thers

3.) And, they are poor at seeing how extreme their incompetence is 4.) If the get training, they will admit they were unskilled

Implications of Dunning-Krueger

October 16, 2014 Colin Callahan and Karen Cleveland

 Reading

 How Difficulties In Recognizing

One's Own Incompetence Leads To Inflated Self-assessment

 Flawed Self-Evaluations: David

Dunning's Fascinating Work

 Revisiting Why Incompetents Thing

They're Awesome

 The Dunning-Kruger Effect

 Journal Questions -

 Where has the DK effect shown up

in your career or leadership style?

 What can you do to counteract the

DK effect in your leadership style?

 What does this mean for us

regarding self-awareness and leadership development?

Some Steps To Build Self-Awareness

October 16, 2014 Colin Callahan and Karen Cleveland

 STOP - what you are doing. Notice your thoughts and how

they are making you feel

 OBSERVE - what are you thinking that makes you feel the

way you do?

 ASK what valuable lesson does this situation have to teach

you? Be curious about your reaction

 REFRAME your thoughts are not reality. Thoughts are just

how your brain is processing it. What’s another perspective?

Who Am I? Think Again

October 16, 2014 Colin Callahan and Karen Cleveland

 Video (9 mins) –

 Ted Talk - Hetain Patel

 Journal Questions -

 Who have you imitated in your life? (Who did you want to be like as a kid?)  What assumptions are you trying to keep people from making about you?