LSO Flashcards
Action Logic
- Opportunist: wins in any way possible
Characteristics: Self oriented & manipulative
Strengths: Good in emergencies and sales opportunities - Diplomatic: avoids overt conflict
Characteristics: Wants to belong, follows norms rarely rocks the boat
Strengths: Brings people together - Expert: seeks logic and rational solutions
Characteristics: Seeks rational efficiency
Strengths: Good individual contributor - Achiever: effectively meets goals and targets
Characteristics: Juggles managerial duties & market demands
Strengths: Action and goal oriented - Individualist: creatively balances competing tensions
Characteristics: Creates unique structures to fill the gap between strategy & performance
Strengths: Effective in venture capital & consulting roles - Strategist: the transformational leader
Characteristics: Exercises power of mutual inquiry, vigilance and vulnerability
Strengths: Brings about organizational change - Alchemist: social and societal transformer
Characteristics: Integrates material, spiritual and societal transformation
Strengths: Have talents that distinguishes them from other leaders
Power
- Reward
- Coercive
- Legitimate
- Expert
- Referent
- how you treat people & how people see you…
- Values, reputation, networking, relationship, trust, empathy…
Influence Tactics
- Rational Persuasion: Trying to convince someone with reason, logic, or facts.
- Inspirational Appeals: Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.
- Consultation: Getting others to participate in planning, making decisions, and changes.
- Exchange: Making express or implied promises and trading favors.
- Personal Appeals: Referring to friendship and loyalty when making a request.
- Ingratiation: Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.
- Coalition Tactics: Getting others to support your effort to persuade someone.
- Pressure: Demanding compliance or using intimidation or threats
- Legitimating Tactics: Basing a request on one’s authority or right, organizational rules or polices, or express or implied support from superiors.
Power to Influence
Empower:
- Delegate with Authority & Responsibility to take Decisions.
- When, Whom, How & Expected Outcome.
- Empower will create Pygmalion effect
Coalitions: Purpose, Engagement, Build Trust & Be Honest
Personality
Machiavellian - manipulative and exploitation to get personal gain
psychopathy - risk-taking, excitement-seeking, impulsive
Narcissistic - overly self-confident, entitled, with an inflated sense of self-worth, assertive, filled with conviction, arrogant.
Decision Making Styles Managers
- Charismatic Style - Bring the enthusiasm, highlight the risks, should be both way interactive.
- Thinkers - data & facts, say don’t know if you are not sure
- Skeptics - build trust, never intimidate
- Followers - Show Reference, Highlight Successful Reference
- Controllers - Get in Detail, They need time to evaluate, Don’t Push
Coaching Model
Grow:
Goal
Reality
Options
Will / Commitment
Coaching vs Mentoring
- Goal:
Coaching: To correct inappropriate behavior,improve performance, and impart skills that the employee needs to accept new responsibilities.
Mentoring: To support and guide personal growth of the protégé.
- Focus
Coaching: Immediate problems and learning opportunities.
Mentoring: Long-term personal career development.
Essential Skills for Coaching & Mentoring
- Listening
- Questioning
- Communication
- Problem Solving
Criticism vs Feedback
Criticism based on Judgement & Point out Mistakes, Blame which cause the embarrassment. Where as feedback based on the incident or future improvement. Its collaboration efforts to proceed further.
THE EIGHT-STAGE PROCESS OF
CREATING MAJOR CHANGE
- Establishing a sense of urgency
- Creating the guiding coalition
- Developing a vision and strategy
- Communicating the change vision
- Empowering broad-based action
- Generating short-term wins
- Consolidating gains and producing more change
- Anchoring new approaches in the culture
Change Wheel
A DIAGNOSTIC TOOL
- Common Theme, Shared Vision: truly shared – internalized
- Symbols and Signals: leader actions, whether the change is serious
- Governance & Accountability Structure: group to oversee & guide
- Education, Training, Action Tools: Training to adopt new behavior
- Champions and Sponsors: Passionate people who give Initial push
- Quick Wins and Local Innovations: essential to overcome inertia, believe that change is possible.
- Communications, Best Practice Exchange: to make everyone align
- Policy, Procedures, System Alignment: rules, requirement, procedure needs to be used to reinforce the desired change.
- Measures, Milestones & Feedback: measures of progress
- Rewards and Recognition: carrots and sticks for heroes / enemies.
TRANSFORMATIONAL LEADERSHIP
empowering / transforming and inspiring followers to achieve a collective vision or goal…
Skills: Inspiring through creating and compelling vision.
’ People centric phenomenon
‘ Visionary
‘ High in Rhetorical skills (art of persuasion)
‘ Motivate followers by setting goals and promising rewards for desired performance.
‘ Lead by Example.
Characteristics:
Articulate a clear and appealing vision
Explain how the vision can be attained
Act with confidence and optimism
Express confidence in followers
Use powerful words and symbolic actions to emphasize key values
Empower people to achieve the vision
Lead by example
CHARISMATIC LEADERSHIP
Charismatic Leadership primarily focuses on personal qualities and the ability to influence and inspire others through charm, charisma, and personal magnetism.
Skills: personal charm, presence & persuade abilities
’ Person centric phenomenon
‘ Charisma is rooted in values and feelings
‘ Rouse followers’ emotions and passions.
Negative Side:
Charm is MANIPULATIVE
Charisma is ADDICTIVE
Impostor Syndrome
Self-Doubt
COGNITIVE MORAL DEVELOPMENT
- Pr-Conventional : self in an egocentric manner
- Conventional : comparing them to society’s views and expectations.
- Post-Conventional: nature of self before others
Transformation vs Transaction Leaders
Transaction Leaders: to get things done (coercive, legitimate)
Transformation: to develop personality & transform (Expert, Referent)
How to influence / persuade team members
using power, empower or coalitions
Coalition
Identify who they are with context & modify your tactics
- Allies: who is on your side and support your Idea
- Opponents: who is against your Idea
- Bedfellows: who support you only if they are benefiting it
- Fence Sitters: Indecisive, support you but have some hesitation
- Adverse: They won’t support you at any cost.
How you persuade / sell your Idea’s
Identify you is the decision maker and modify your tactics
- Charismatic
- clarity, concise and confidence
- show that you are analyze the risks and contingency plans
- allow them to give the feedback’s,
- discussion should be Interactive - Thinkers
- Show details, data
- If you don’t know say you don’t know will come back on that - Skeptics
- they will always have doubts even well prepared
- never intimidate or contradictory - Followers
- There is no need sell, Show successful evidence - Controllers
- Slow and Polite
- Suggestion over categorical solution
Feedbacks
Questions: asking rational?
Paraphrasing: is this my understanding is right?
Allowing comments and suggestions: In my perspective its quietly different can you elaborate other side?
O L E S:
Observation: attention to behavior
Analysis: Impact of Behavior
Interpersonal Interaction: Deliver the message (how you do it)?
Self-Management: Stat control with Emotions
How to become Better Feedback Receiver?
- Your Tendencies / Behavior
- Prepare to be coached
- Separate what from who
- Unpack the feedback
- Ask for feedback
HOW WOULD YOU PREPARE PEOPLE TO
BE READY FOR CHANGE?
Able & Willing: Delegating
Abel & Unwilling: Participating
Unable & Willing: Selling
Unable & Unwilling: Telling
CHARACTERISTICS – CHANGE LEADER
- Drive
- Integrity
- Emotional Intelligence
- Socialized power
- Selfconfidence
- Business Acumen
- Cultural Sensitivity
LEVIN’S THREE-STEP CHANGE PROCESS
Unfreeze the org from its present: create cognitive dissonance
Make the change: Inspire Actions
Refreeze the org with a new, desired state
Leaders Motivation
- Achievers
- Affiliation
- Power: Personal / Social
Types of Traits
Distancing: Excitable, skeptical, Reserved
Seductive: Bold, Colorful, Imaginative
Ingratiating: Diligent, Dutiful
A THREE-WAY APPROACH TO PREVENTING A TOXIC WORKPLACE
Primary prevention - Multiple Selection Process
Secondary prevention - Training, Coaching & Mentoring
Tertiary prevention - Expelling
Eustress vs. Distress
Eustress - Moderate / Positive anxiety
Distress - High and Impactful anxiety
Overthinking
repetitive and unproductive thinking patterns
lead to Chronic Overthinking / Stress
Cognitive Behavioral Techniques: Challenge your thoughts
Setting Time Limits for Decisions
Distraction and Engagement
Seeking Professional Help
BURNOUT
DEPERSONALIZATION: I feel I look at certain colleagues/clients impersonally as if they are objects.
EMOTIONAL EXHAUSTION: I feel emotionally drained by my work.
A SENSE OF LOW PERSONAL ACCOMPLISHMENT: I could have scored better marks with my knowledge & experience.
Impostor Syndrome
individuals doubt their accomplishments and persistently fear being exposed as frauds.
Self-Doubt
Attributing Success to External Factors
Fear of Exposure
Perfectionism
Overworking
Recognizing and Acknowledging Feelings
Re framing Negative Thoughts
Seeking Feedback and Support
Celebrating Achievements
Developing Self-Compassion
Professional Development and Training
Attention Focus
- Inner focus: pay attention to your behaviors and the effects of your actions. Leadership requires knowing your values and communicating your vision to inspire and motivate others.
- Focus on the other means developing an organizational strategy to provide a roadmap of problems and goals that require attention. Great managers develop interpersonal skills and can effectively listen, respond, and collaborate.
- External focus: Leaders absorb the big picture, visualize complicated systems, and predict how their decisions will be made in the future.
AUTHENTICITY / ETHICAL LEADERSHIP
the quality of being authentic; genuineness: Representing one’s true nature or beliefs; true to oneself or to the person identified.
To be perceived as an ethical leader, must be a visibly ethical PERSON and an ethical MANAGER with a consistent message.
What Values Leaders Must Have
Integrity
Accountability
Empathy
Vision
Resilience
Humility
Perseverance
Kohlberg’s stages of COGNITIVE MORAL DEVELOPMENT
Pre-Conventional: self in an egocentric manner
Conventional: even when there are no consequences
Post-Conventional: nature of self before others
BEHAVIORAL ETHICS BIAS
Bounded Ethically
Conformity Bias
Overconfidence Bias
Self Servicing Bias
Framing Bias
Role morality
Self-Esteem
Self-Efficacy + Self-Respect
How to become Leader
Leadership start with Self Awareness & Self Development to Improve Self Esteem (Self Efficacy + Self Respect)…
04 elements foster the Leadership Journey:
- Attention
- Integration
- Internalization
- Experimentation.
