Transcript Parent Summit 2014 True Colors

Becoming a Catalyst Leader
True Colors Activity-Part 1
Ben Bowman-June 2014
WHAT IS TRUE COLORS?
 an inventory
 an activity
 a team-builder
(True Colors is a Trademark of True Colors International.)
Getting Started
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Complete the 11 questions on page 3 of your handout
Give 4 points to the phrase “most like you”
3 to the next most like you
2 to the next and
1 point to the phrase least like you.
Getting Started
 Add up your responses on page 5 of your handout
 Identify a primary & secondary color---your 2 highest numbers
 These two colors are your preferred styles
Question
Number
1
2
3
A
B
(response)
4
2
C
D
1
3
POINTS TO REMEMBER
 All colors are a part of you---not all are preferred styles.
 Valuable for improving your effectiveness in working with
others
 Everyone is unique and everyone has potential for growth and
change
THE FOUR TRUE COLORS
 Blue
 Relationship oriented
 Gold
 Structure oriented
 Green
 Cognitive oriented
 Red
 Intuition oriented
Please pick up your color bands as you leave. If you had a tie score on some
of the colors, please pick up one band for each color.
Becoming a Catalyst Leader
Part 2: Leadership Growth Through Understanding Yourself and Others
What is a Catalyst Leader?
Someone who sparks action in others.
What Defines a Catalyst Leader?
 Their approach to people and leadership.
 What they provide for the people
they lead.
 What they ask of and encourage in
the people they lead.
What Defines a Catalyst Leader?
 How they conduct themselves.
 Their impact on people and results.
 A willingness to walk (or roll) with and learn from
everyone.
An Example of Catalyst Leadership:
 Eric Schmidt, Larry Page & Sergey Brin :
Bill Campbell
Ben Bowman
Successful Leaders:
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Understand themselves
Understand their reactions
Know how to maximize what they do well
Have a positive attitude
Know how to adapt their behavior
How does prior knowledge and life
experience affect our interactions?
Consider the Johari Window
Joseph Luft &
Harry Ingham, 1955
1
Open/
Free area
2
Blind Area
3
Hidden
Area
4
Unknown
Area
Johari region 1
 Known by the person ('the self') and known by the group
('others').
Open/Free Area
Blind Area
Hidden Area
Unknown Area
Johari region 2
 What is known about a person by others in the group,
but is unknown by the person him/herself.
Region 1
Open/Free Area
Region 2
Blind Area
Region 3
Hidden Area
Region 4
Unknown Area
Johari region 3
 What is known to us but kept hidden from, and
therefore unknown, to others.
Region 1
Open/Free Area
Region 2
Blind Area
Region 3
Hidden Area
Region 4
Unknown Area
Johari region 4
 Unknown to the person him/herself and unknown to
others in the group.
Region 1
Open/Free Area
Region 2
Blind Area
Region 3
Hidden Area
Region 4
Unknown Area
Johari window model
- example for someone we just met
-The open free region is small because
others know little about the new person.
-Similarly the blind area is small because
others know little about the new person.
-The hidden or avoided issues and feelings
are a relatively large area.
-The unknown area is the largest, which
might be because the person is young, or
lacking in self-knowledge or belief.
Johari window- Someone we know
 The open free area is large
 Unknown area is smaller
WHAT IS YOUR COLOR?
BLUE
GOLD
GREEN
Red
Esteemed by:
Helping
People
Being of
Service
Insights
Recognition
Appreciated
For:
Unique
Contributions
Accuracy and
Thoroughness
Their Ideas
Creativity
Validated By:
Personal
Acceptance
Appreciation
of Service
Affirming
Their Wisdom
Visible Results
At work they
are:
A Facilitator
Procedural
Pragmatic
Flexible
Their specialty
is:
Relationships
Results
Strategy
Energy
Overall mood
Committed
Concerned
Cool, Calm,
Collected
Enthusiastic
Key character
trait:
Authenticity
Responsibility
Ingenuity
Skillfulness
Blue
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Expects others to express views
Assumes “collaborative spirit”
Works to develop others potential
Democratic, unstructured approach
Encourages change VIA human potential
Expects people to develop their potential
Gold
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Expects punctuality, order, loyalty
Assumes “right” way to do things
Seldom questions tradition
Rules oriented
Detailed/thorough approach, threatened by change
Prolonged time to initiate any change
Expects people to play their roles
Green
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Expects intelligence and competence
Assumes task relevancy
Seeks ways to improve systems
Visionary
Analytical
Encourages change for improvement
Constantly “in process” of change
Expects people to follow through
Red
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Expects quick action
Assumes flexibility
Works in the here and now
Performance oriented
Flexible approach
Welcomes change
Institutes change quickly
Expects people to “make it fun”
Please Consider
Red
Red
What…
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… are the needs of your primary color?
… frustrates you about other colors?
… frustrates you about your color?
… traits of your color serve as an asset in your role as
a parent?
 How could knowing about your color (behavioral
style) and colors (behavioral styles) of family
members or those with whom you interact be
beneficial?
True Colors Activity
 Consider assignment 1 on page 15 of the handout.
 Review the Leadership Action Plan on Page 18 and
complete the first two sections
 Find someone with a different color wristband for
section 3 and complete the activity
True Colors Exercise
Interview Questions:
1. Tell me how you dealt with a major frustration in one
of your previous projects or areas of responsibility.
2. Please explain what kind of environment has been
important for you to best demonstrate your potential.
3. Describe how you were involved with a significant
achievement in a previous life experience.
How Do We Recognize a Catalyst Leader?
Take a look in the mirror
Take a look at your children