Transcript Great Leadership: Common Sense, Not Common Practice
Resonant Leadership: Inspiring Us and Developing Others to Be Our Best
Richard E. Boyatzis, PhD Professor Weatherhead School of Management Case Western Reserve University Cleveland, OH [email protected]
IPMA-HR Chicago, October 2, 2007
GREAT LEADERS MOVE US
through resonance with others through our emotions
Exercise
Think of a leader for whom or with whom you worked one that brought out the best in you , one that you would gladly work with or for again.
Think of a leader for whom or with whom you worked one that you try to avoid, left you wishing for more, would help your organization more by working for a competitor.
When you were around them, what did they say or do? How did they make you and others feel?
© Richard E. Boyatzis and Annie McKee, 2005.
Leadership Is a relationship Is a resonant relationship Being in tune with or on the same wavelength as the others
What we know about great leaders
They are attuned: mind, body, heart and spirit.
They inspire through hope and vision.
They spread compassion.
They create resonance.
© Richard E. Boyatzis and Annie McKee, 2005.
The Third Dimension: Mindfulness Overall Emotional Tone Positive Negative Yes Resonant Leader Demagogue In Touch With No Clueless Leader Dissonant Leader
© Richard E. Boyatzis and Annie McKee, 2005.
Resonant Leadership Common Sense NOT Common Practice
We Feel Before We Think and the Power of Neurogenesis
Prefrontal Area Amygdala, Thalamus, Limbic Brain
© Richard E. Boyatzis and Annie McKee, 2005.
Emotions are contagious
The brain has an ‘open loop’ system We are ‘wired’ to pick up subtle clues from one another
Resonance is contagious…so is dissonance
Exercise
The Sacrifice Syndrome
The sacrifice of being a leader causes
STRESS
Stress arouses the
SYMPATHETIC NERVOUS SYSTEM
Hormones activated:
EPINEPHRINE & NOREPINEPHRINE
Hormones activated:
CORTICOSTEROIDS
• Blood pressure increases • Large muscles prepare to fight or run • Brain shuts down non essential neural circuits • Less open, flexible and creative
RESULTS:
• Leads to reduction in healthy immune system • Inhibits creation of new neurons • Over stimulates older neurons leading to shrinkage of neurons • Brain loses capability to learn • We feel anxious, nervous, even depressed • Perceive things people say or do as threatening and negative • More stress is aroused © Richard E. Boyatzis and Annie McKee, 2005.
Dissonance is the default
Secret feelings that things are not ‘right’ and that we are unhappy Denial: life becomes mechanical, meaningless and detached from our dreams Negative self-talk A sense that we must ‘settle’ We justify our behavior and blame others ‘Act out’ at home or at work © Richard E. Boyatzis and Annie McKee, 2005.
The cycle of sacrifice and renewal
Resonant Relationships Effective Leadership Mindfulness Hope Renewal Cycle Sacrifice Syndrome Crisis Compassion Threat Ineffective or Non-Sustainable Leadership Sustainable, Effective Leadership
© Richard E. Boyatzis and Annie McKee, 2005.
Renewal: Engaging the parasympathetic nervous system
Wanting to understand, care for another person, and to initiate some action contributing to their well-being Neural circuit activated: limbic system to the left pre-frontal cortex Aroused compassion Release of oxytocin & vasopressin Adrenal-pituitary axis activated; arousal of the PSNS Feeling hopeful, optimistic, at peace or exciting but look forward to the future Systolic & diastolic blood pressure decreased Increased secretion of immunoglobulin A and natural killer cells © Richard E. Boyatzis and Annie McKee, 2005.
Good Leadership Begins with Emotional Intelligence
Social Awareness Self Awareness Relationship Management
Positive impact on others and action
Self Management
Financial Impact of Competencies Demonstrated By Senior Partners of a Multi-national Consulting Firm [Boyatzis 2006] Senior Partners who averaged 19 years with the firm, and 10 years in management.
Self-Management Cluster: Achievement Orientation, Initiative, etc.
Self-Regulation Cluster: Self-control, Adaptability, etc.
Relationship Management and Social Awareness Cluster: Empathy, Networking, Developing Others, etc.
Cognitive Abilities Cluster: Systems Thinking, Pattern Recognition, etc.
© Richard E. Boyatzis, 2000.
Annualized Operating Profit for Senior Partners ABOVE versus BELOW the Tipping Point 2000000 1800000 1600000 1400000 1200000 1000000 800000 600000 400000 200000 0 Self Management Self Regulation Relationship Management Cognitive Above the Tipping Point Below the Tipping Point
How do you develop great leaders?
How do you develop leadership resonance?
© Richard E. Boyatzis and Annie McKee, 2005.
Relationships Build Leadership
Who helped you?
Think back over your life and career.
Who were the people who helped you develop the most?
What did they do and how did it make you feel?
© Richard E. Boyatzis, 2001.
Boyatzis’ Intentional Change Theory/Model (1970, 1999, 2000, 2005)
[the theory formerly known as Self-Directed Learning Model ]
The Ideal Self The Real Self Practicing being a Leader Experimenting as a Leader Trusting Relationships that help, support, and encourage each step in the process Strengths: where my Ideal Self and Real Self are Similar My Learning Agenda: building on strengths while reducing Gaps Gaps: where my Ideal Self and Real Self are Different
© Richard E. Boyatzis, 2001.
Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005) The Ideal Self Trusting Relationships that help, support, and encourage each step in the process Two Attractors The Real Self Strengths: where my Ideal Self and Real Self are Similar Gaps: where my Ideal Self and Real Self are Different
© Richard E. Boyatzis, 2003.
TWO ATTRACTORS Positive Emotional Negative Emotional Attractor Attractor PSNS arousal Left Prefrontal Cortex Ideal Self Strengths Future Hope Possibilities Optimism Learning Agenda & Goals SNS arousal Right Prefrontal Cortex Real Self/Social Self Gaps/Weaknesses Present Fear Problems Pessimism Performance Improvement Plan/ Development Plan © Richard E. Boyatzis, 2003.
Fractals, Scales, or Multiple Levels of Intentional Behavior Change or SDL
Individual Dyad Team, Family, Coalition Organization Community Country, Culture Globe © Richard E. Boyatzis, 2003.
Fractals and Multi-Levels of Intentional Change
Individual Leadership Dyad Team, Family, Coalition Organization Community Country, Culture Globe First degree Interaction: Leadership Second degree interaction: Resonant Relationships Third degree interaction: Reference/Identity Groups © Richard E. Boyatzis, 2003.
How do you develop leadership resonance?
through Compassion
COMPASSION
An Experience Care and concern Empathy—true understanding of others’ experience A willingness to act on the care and the understanding in support of others
How do you develop leadership resonance?
through Hope and Mindfulness
HOPE
An experience: An image of a better and feasible future Optimism The belief that you can make it happen
Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005) The Ideal Self Trusting Relationships that help, support, and encourage each step in the process The Motivation To Change: Finding their passion and dreams Breaking from the Ought Self
© Richard E. Boyatzis, 2001.
The ideal self ...
Catching Your Dreams and Engaging Your Passion The power of positive imaging & visioning Thinking in the Left Prefrontal Cortex But we often skip over formulating the Ideal Self image in development or education and become anesthetized to our own ideal and dreams.
We cannot inspire this passion in others without engaging it ourselves © Richard E. Boyatzis, 2000.
Parts of “Pedra Filosofal” by Antonio Gedeão
Eles não sabem que o sonho é uma constante da vida… Eles não sabem que o sonho é vinho, é espuma, é fermento, bichinho álacre e sedento, de focinho pontiagudo, que fossa através de tudo num perpétuo movimento.
Eles não sabem que o sonho é tela, é cor, é pincel… Eles não sabem, nem sonham que o sonho comanda a vida o mundo pula e avança como bola colorida entre as mãos de uma criança.
An individual exercise/reflection
List “27 things I’d like to do or experience before I die.” If you won the super lottery, and received 50 million dollars after tax, how would your life and work change?
NETCAM: If you were living your ideal life in 2020, what would a NETCAM show as it recorded the next week of your life?
© Richard E. Boyatzis, 2000.
Developing a Personal Vision My Ideal Life and Work in 7-10 years What will I be doing?
Where will I be?
Who will I be with?
What will my work and life be?
What will I be?
The Ideal Self Self-efficacy Passion Dreams, aspirations, fantasies Feasibility Calling, Purpose Image of a Desired Future Optimism Hope Ideal Self Personal Vision Life/career stage, cycle Values & Philosophy Core Identity © Richard E. Boyatzis, 2004. Develop by Richard E. Boyatzis and Klio Akrivou-Napersky.
How do you develop leadership resonance?
through Mindfulness, Hope and Compassion
MINDFULNESS A state of being: awake, aware, attending and attuned— to ourselves, to other people, and to the world around us.
The Leader’s Challenge
Manage the Cycle of Sacrifice and Renewal through Mindfulness, Hope and Compassion
© Richard E. Boyatzis and Annie McKee, 2005.
Are YOU a resonant leader?
Are you inspirational?
Do you create a positive, hopeful emotional tone?
Are you in touch with others? Do you know what is on people’s hearts and minds? Do you experience and demonstrate compassion?
Are you mindful—authentic and in tune with yourself, others, and the environment?
© Richard E. Boyatzis and Annie McKee, 2005.
Living Your Passion – Inspiring Others We do not want to be bored or live routine lives nor do those working with us.
It is a waste of human talent, spirit, and potential.
Remember the Moment
© Richard E. Boyatzis, 2000.
References
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Boyatzis, R.E., (2001) How and why individuals are able to develop emotional intelligence. In C. Cherniss and D. Goleman (eds.). The emotionally intelligent workplace. San Francisco: Jossey-Bass. 209-233.
Boyatzis, R.E. (in press). Intentional Change Theory from a complexity perspective. Journal of Management Development. Boyatzis, R.E. & Akrivou-Naperksy, K. (in press). “The Ideal Self as a Driver of Change”. Journal of Management Development Boyatzis, Richard; McKee, Annie (2005). Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion. Boston: Harvard Business School Press.
Boyatzis, Richard; McKee, Annie; Goleman, Daniel: “Reawakening Your Passion for Work”, Harvard Business Review. April 2002.
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