Week 2: Leadership Mindsets

Week 2: Leadership Mindsets

“Introduction … Leadership: two mindsets … Leadership pitch … Strengths … The personal charter”
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Summaries

  • Week 2 - Leadership mindsets > Welcome to week 2 > Intro week
  • Week 2 - Leadership mindsets > Leadership: two mindsets > Leadership: two mindsets
  • Week 2 - Leadership mindsets > Strengths > Introduction on strengths
  • Week 2 - Leadership mindsets > Strengths > Meaning

Week 2 – Leadership mindsets > Welcome to week 2 > Intro week

  • We are very pleased to see that you’ve already started some interesting discussions on the discussion forum and that you are really grasping the materials.
  • We are also pleased to see that you’ve started to introduce yourself to each other through the world map and through Facebook.
  • If you’ve not yet done that, introducing yourself, please do so because it is very nice to see where you all from.

Week 2 – Leadership mindsets > Leadership: two mindsets > Leadership: two mindsets

  • It is not enough in a networked, dynamic world with wicked problems.
  • We call this the process-managerial mindset – leadership is not, or not only, a project, but a process of aligning actors, finding out what the best solution for the wicked problem is and being adaptive, in view of the dynamic nature of our world.
  • For someone with a project-based mindset, everything starts with a problem.
  • This problem must be defined as precisely as possible.
  • The leader with a process-based mindset knows that ‘the right problem definition’ often does not even exist.
  • Problems are wicked, which means that different actors may have very different views on what the right problem definition is.
  • If that is the case, you need to define the problems as broadly as possible.
  • The more precisely you define a problem, the more likely it is that there will be opposition and that others will accuse you of being narrow-minded.
  • The more broadly you define a problem, the more likely it is that others will find it sufficiently attractive to work with you.
  • People with a project-managerial mindset like to have clear goals, because they provide direction.
  • In the project-based mindset, your goals determine which information you gather.
  • Engineers often adopt a need-to-know approach to this – you need the information that helps you to achieve your goals and the rest is information overload. In the process-based mindset, the attitude to gathering information is often very different.
  • You need to take account of a large number of actors and any information about these actors and their problems can be of interest – especially if you wish to design a multi-issue game.
  • With a process-based mindset, you know that problems are unstructured and that a lot of information is contested.
  • The question is how to get the parties involved to such a stage that they see the uncertainties as a shared problem.
  • In the project-based mindset, the solution arises from problems, goals and information.
  • First, there is a problem, and we then we try to find a solution.
  • There is a solution, and we then try to find problems.
  • So what do you do next? You look whether you can link other problems to the solution.
  • The port expansion can, after all, also contribute to solving many other problems than the problem faced by the mayor.
  • Why would you do that? If the mayor succeeds in linking her solution, the port expansion, to other actors’ problems, she will probably gain the support of those other actors.
  • In the project-management mindset, you have analyzed problems, set goals, collected information, designed a solution, and then the time comes for decision-making.
  • In the process-management mindset, the difference between decision-making and the other stages in the process is not so clear-cut.
  • Who will have a problem on September 1st? The mayor will, but her opponents will not.
  • Because they know that the mayor will have a problem, the deadline could even serve as an incentive for delay.
  • The final question is: what makes you successful as a leader? What are the evaluation criteria for good leadership in a networked world? The criteria for success in a project-management mindset are often threefold: Have you achieved your goals? Have you done it on time and on budget? Of course, these criteria are not appropriate for a process, in a networked world.

Week 2 – Leadership mindsets > Strengths > Introduction on strengths

  • In a very short period of time we aspire to help you learn more about yourself and you will do this by writing your personal charter – a self-determined reference guide that might help you throughout your life.
  • Around the globe, many people including business and society leaders go on “Coaching classes” or “Leadership development courses” to develop their personal vision or spend months, sometimes years of reflection to discover what they want in life.
  • Personal leadership is a 40 billion euro industry globally ranging from one-on-one personal coaching with a professional coach to multi-day programs like “Leadership trails in nature”.
  • What drives you? What are you good at? We will ask you to write down everything that you learn about yourself, in order to develop your “Personal charter”.
  • We will explore the principles of how to create lasting change in your personal behavior.
  • There will be time to revisit your Personal Charter.
  • In my years as a strategy management consultant I have worked with many teams from different companies with different cultural backgrounds.
  • At the start of working together as a team we used to do “Team learnings” – a session where we would align our ideas on what a successful outcome of the engagement would be and also how to approach it, but we would also take a moment to share with the team what every individual wanted to learn.
  • Interestingly, whenever I asked the questions “What are you good at and what do you want to develop”, the majority of the people had a hard time articulating their strengths and how to apply them in their work streams clearly, whereas almost everyone could clearly articulate the things they were less good at or wanted to develop.
  • Interestingly, research shows the importance of strengths above anything else.
  • Researchers looked for the strongest predictor for high performance teams.
  • The answer? The number of team members that indicated they are using their strengths every day.
  • Another research study quotes the observation of bowling teams in 1982.
  • Team 1 was shown a video highlighting only mistakes in previous games.
  • Team 2 was shown a video highlighting only successes.
  • We will do one exercise – an online survey, where you will explore your own strengths.

Week 2 – Leadership mindsets > Strengths > Meaning

  • We will start by introducing you to meditation and invite you to participate in a short meditation session that will help you reach a mindset to think about your lives purpose.
  • I fully realize that meditation might come across as “Strange”.
  • I remember that during my engineering studies I made the wrong, in retrospect, judgment against meditation.
  • I thought only people without connection to the real world where practicing meditation.
  • However as a consultant I had the chance to interact with many executives and to my surprise many do some sort of meditation.
  • Meditation has many benefits that have been scientifically demonstrated, including: Reducing stress.
  • A group of people with high blood pressure was split into two groups.
  • Group 1 meditated regularly for 15 minutes, the other group got health education.
  • A study demonstrated that children that were exposed to meditation actually increased their grades.
  • Research at Harvard Business School and INSEAD has concluded that meditation is one of the two most effective new business tools for the 21st century.
  • Today we will combine a short meditation to introduce you the technique, together with another technique called “Visualization”.
  • To illustrate the visualization technique, let me tell you an anecdote that will explain the concept.
  • If you think about the person you would want to be at a certain point, you are much more likely to realize this! Let’s take this technique and apply it to your own life in the next exercise, where we will use meditation techniques combined with visualization.

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