Daniel Goleman, "Leadership That Gets Results"

The Idea in Brief

Many managers mistakenly assume that leadership style is a function of personality rather than strategic choice, Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation.

Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies:

- self-awareness

- self-regulation

- motivation

- empathy

- social skills

There are six basic style of leadership; each makes use of the key components of emotional intelligence in different combinations. The best leaders don't know just one style of leadership - they're skilled at several, and have the flexiblitily to switch between styles as the sircumstances dictate.

The Idea in Practice

Managers often fail to appreciate how profoundly the organizational climate can influence financial results. It can account for nearly third of financial performance. Organizational climate, in turn, is influenced by leadership style - by the way that managers motivate direct reports, gather and use information, make decisions, manage change initiatives, and handle crises.

The six basic leadership styles are:

1. The coercive style

2. The authoritative style

3. the affiliative style

4. The democratic style

5. The pacetting style

6. The coaching style

Leadership That Gets Results

New research suggest that the most effective executives use a collection of distinct leadership styles - each in the right measure, at just the right time. Such flexibility is tough to put into action, but it pays off in performance. And better yet, in can be learned.

"What do effective leaders do?"

They sets strategy; they motivate; they create a mission; they build a culture.

"What should leaders do?"

The leader's singular job is to get results.

"How?"

- inference, experience, instinct

- emotional intelligence

- do not rely on one leadership style, depending on the business situation

- the pro senses the challenge ahead, swiftly pulls out the right tool, and elegantly puts it to work

Ronald Heifetz, Alexander Grashow, Marty Linsky: "The Practice of Adaptive Leadership, Tools and Tactics for Changing Your Organization and The World"

The Theory Behind the Production: Purpose and Possibility

The first humans went on to form cultures with self-sustaining norms that required minimal reinforcement by authorities. Cultural norms gave human beings remarkable adaptability and scalability. Adaptive leadership is the practice of mobilizing people to take tough challenges and thrive. The concept of thriving is drawn from evolutionary biology, in which a succesful adaptation has three characteristics:

- it preserve the DNA essential for the species' continued survival

- it discards the DNA that no longer serve the species' current needs

- it creates DNA arrangements taht give the species' the ability to flourish in new ways and in more challenging environments.

Successful adaptations enable a living system to take the best from its history into the future.

What does this suggest as an analogyfor adaptive leadership?

- Adaptive leadership is specifically about change that enables the capacity to thrive

- Successful adaptive changes build on the past rather than jettison it

- Organizational adaptation accurs through experimentation

- Adaptation relies on diversity

- New adaptations significantly displace, reregulate, and rearrange some old DNA

- Adaptation takes time

Mobilizing people to meet their immediate adaptive challenges lies at the heart of leadership in the short term. Over time, these and other culture-shaping efforts build an organization's adaptive capacity, fostering processes that will generate new norms that enable the organization to meet the ongoing stream of adaptive challenges posed by a world ever ready to offer new realities, opportunities, and pressures.

The Illusion of the Broken System

There is a myth that drives many change initiatives into the ground: that the organization need to change because it is broken. the reality is that any social system is the way it is because the people in that system want it that way. In that sense, on the whole, on balance, the system is working fine, even though it may appear to be 'dysfunctional' in some respoect to some members and outside observers. Jeff Lawrence says, "There is no such thing as a dysfunctional organization, because every organization is perfectly aligned to achieve the results it currently gets".

CHAPTER 3

Before You Begin

Practicing adaptive leadership is difficult on the one hand and profoundly meaningful on the other; it is not something you should enter into casually.

Four tips before you step out:

- Don't do it alone

- Live life as a leadership laboratory

- Resist the leap to action

- Discover the joy of making hard choices

Peter Senge Fifth Discipline Fieldbook, "Drawing Forth Personal Vision"

Step 1
Creating a result
My result is to be on the peak of my achievement. If I am an employee, the peak as an employee is to sit on the peak of the line of the organization. Become a leader as not I have an eager to be one, but become a meaningful leader to others with less of collateral damage. At the end, an accountable leader is much more than just to be a sit on the peak of an organization.

Step 2
Reflecting on the first vision component
Sometimes there are some of doubt in the process on achieving my goals, but try to keep inspire all the time, energizing by myself or by sharing with others.

Step 3
Self-image:
That focus on target, with the support of the team, energize them by keep involving them and empathy to all of the team.
Tangibles:
Nothing in particularly, just want to be just enough when I need it.
Home:
I want to have an house for my retirement, such as a house in the country with big lawn yards.
Health:
Hope that I will not get sick or need to be hospitalized, especially in my elderly stage of life.
Relationships:
I want to have more quality and quantity relationship with my family.
Work:
More fairness and professional work environment.
Personal pursuits:
Graduate school to accomplish my masters degree
Community:
Build the Community become stronger.
Other:
Create an own company or business, create a social cause organization
Life purpose:
Meaningful and inspiring to others, create others become meaningful and inspiring.

Kouzes Exercise Chapter 3

I. Discovering My Values

Team experiences

1. Meeting with other new people

2. Have more knowledge and experience from new people

3. Get to know how to work in a team

4. Get to know that everyone is different and how to compile and synergy them into a team.

5. Have more ideas after discussing with others in team
 

Characterized the experience

1. Respect

2. Involvement

3. Empathy

4. Cooperation

5. Discipline

6. Trust

7. Strength
 

Values and actions that are important

1. Respect each other in the team.

2. Try to involve and have empathy to each other.

3. Trust to others in the team

4. Discipline in team time not to waste other private time.

5. Cooperation could strengthen the team and the individual.

II. What Values Matter To Me?

1. Cooperation

2. Courage

3. Determination

4. Discipline

5. Empathy

6. Fairness

7. Family

8. Respect
 

Five that are important and why?

Value                                       This is important to me because;

1. Courage                               Without courage, we cant do anything, because we don't have the courage.

2. Respect                                To do anything that we will be meet others, we must have respect.

3. Empathy                               We need to empathy to people when we are leading them 

4. Discipline                              People need discipline to lead each other

5. Determination                       We need to be determine in our causes and goals.

III. Putting My Values Into Practice

I have founded a national student organization chapter with my friends on my campus. I have make a system that make the organization became large and multiplied in the future. After graduate and left campus and organization, few years later it is become the biggest organization in the campus. One of the main idea is put the solid foundation and let the others continue build and enrich the organization.

 

Authentic Leadership

Authentic Leaders genuinely desire to serve others through their leadership. They are more interested in empowering the people they lead to make a difference than they are in power, money or prestige for themselves. Authentic leaders use their natural abilities, but they also recognize their shortcomings and work hard to overcome them. They lead with purpose, meaning, and values. They build enduring relationships with people.

Being your own person. Leaders are all very different people. The one essential quality a leader must have is to be your own person, authentic in every regard. Being your own person is most challenging when it feels like everyone is pressuring you to take one course and you are standing alone.

Developing your unique leadership style. To become authentic, each of us has to develop our own leadership style, consistent with our personality and character. To be effective in today's fast-moving, highly competitive environment, leaders also have to adapt their style to fit the immediate situation. There are times to be inspiring and motivating, and time to be tough about people decisions or financial decisions. There are times to delegate, and times to be deeply immersed in the details. There are times to communicate public messages, and time to have private conversations. Good leaders are able to nuance their styles to the demands of the situation, and to know when and how to deploy different styles.

Being aware of your weakness.Being true to the person you were created to be means accepting your faults as well as using your strengths. Accepting your shadow side is an essential part of being authentic.

The temptations of leaderships. Little by little, step by step, the pressures to succeed can pull us away from our core values, just as we are reinforced by our "success" in the market. The irony is that the more successful we are, the more tempted we are to take shortcuts to keep it going.

Dimensions of authentic leaders. Authentic leaders demonstrate these five qualities:

• Understanding their purpose
• Practicing solid values
• Leading with heart
• Establishing connected relationships
• Demonstrating self-discipline

Understanding your purpose. To find your purpose, you must first understand yourself, your passions, and your underlying motivations. Then you must seek an environment that offers a fit between the organization's purpose and your own.

Practicing solid values. Leaders are defined by their values and their character. The values of the authentic leader are shaped by personal beliefs, developed through study, introspection, and consultation with others-and a lifetime of experience.

Leading with heart. To excel in the twenty-first century, great companies will go one step further by engaging the hearts of their employees through a sense of purpose. When employees believe their work has a deeper puropose, their results will vastly exceed those who use only their minds and their bodies.

Establishing enduring relationships.

Krishnamurti, " Relationships is the mirror in which we see ourselves as we are."

The capacity to develop close and enduring relationships is one mark of a leader. Bill Gates, Micheal Dell, and Jack Welch are so successful because they connect directly with their employees and realize from them a deeper commitment to their work and greater loyalty to the company.

Demonstrating self-discipline.

Self-Discipline is an essential quality of an authentic leader. Without it, you cannot gain the respect of your followers. It is easy to say that someone has good values but lacks the discipline to convert those values into consistent actions.

Become Mindful of Your Biases

One category of Dostoyevsky's sequestered things is our biases, our secret beliefs of how we feel about other groups of people. Fear is the primary cause of this secrecy that prevent us from admitting bias is that of having to acknowledge, even to ourselves, that we may not be quite as nice as we, and others, like to think we are, until we overcome our dread of looking like bad people, or at least like less good people, we will be unable and unwilling to acknowledge our biases, name them, and target them for extinction.

Being guilty of bias does not make any of us bad people. Bias, as we have seen, is a way of coping with a complex, stressful, and ever-changing world. Yes, these personal fictions are bad because they block our ability to see others accurately, but most of the people who hold them are multifaceted human beings complete with virtues and sins and ecerything in between. What would make a blessed person bad, or at least unwise, is the refusal to identiry the bias and accept responsibility for getting it under control.

Providing the tools to identify your own biases. You will be glad to hear that becoming aware of most biases id a straighforward process, no shrink, no psychotherapist. it is a matter of practicing the art of  observation and evaluation:

observe, analyze, and measure the emotional content of your thoughts, and aboserve your attitude towards human differences.

'Feeling the Love' (or Anger): How Emotions Can Distort the Way We Respond to Advice

Maurice Schweitzer with Francesca Gino of Carnegie Mellon University have written in a recent paper that emotions not only influence people's receptiveness to advice but they do so even the emotions have no link to the advice or the adviser.

They find that people who feel incidental gratitude are more trusting and more receptive to advice than are people in a neutral emotional state, and that people in a neutral state are more trusting and more receptive to advice than are people who feel incidental anger. (noted in paper 'Blinded by Anger or Feeling the Love: How Emotions Indluence Advice Taking')

People's moods affect their frame of mind, even so, economic analysis has taken the idea that, when it comes to dollars and cents, people can wall their emotions.

They research suggests that emotions can systematically distort people's receptivenss to advice and thus their rationality, and if everyone errs in similar ways, that could skew the classicists' perfect calculus.

Schweitzer and Gino prove their statement by designing experiments in which they manipulated their subjects' emotions, gave them advice and measure the effects. Examples of the experiments are: 'Assesing Body Weight' and 'A Wing and a Prayer'

Dave Meldahl, Vision-based Leadership

Leader
1. Leader whose leadership compass seemed to swing this way and that depending on the pressures of the moment (or what side of the bed they got out of)
No pleasent impact to the organizations
2. Leader whose decisions and behavior are grounded in a clear vision and set of values.
The impact is significant.
With a clear vision and values, the culture develops intentionally and with purpose.
Individuals whose behavior, personal goals, and values align with the culture are attracted to your organization and stay.
Those individuals whose values, goals, and behavior do not align leave the organization.
Marcus Buckingham states in First, Break All the Rules, it is critical " to get the right people on the bus." Sometimes that also means getting the wrong people off the bus.
Abraham Lincoln had a vision of maintaining a united country.
JFK had A vision to put a man on the moon
Ronald Reagan valued less government and pursued a vision that ultimately contributed to the end of Cold War.
Steve Jobs & Bill Gates each had visions for what technology could do to enhance our productivity and keep us entertained. Their respective companies certainly have unique values and resulting cultures that shape their place in the marketplace

Toastmasters Tips

10 Tips for Public Speaking
1. Know your material
2. Practice. Practice. Practice!
3. Know the audience
4. Know the room
5. Relax
6. Visualize yourself giving your speech
7. Realize that people want you to succeed
8. Don't apologize for any nervousness or problem, the probably never noticed it
9. Concentrate on the message-not the medium
10. Gain Experience

Heath & Heath, "Made to Stick"

What made idea that sticks?
1. Simplicity
2. Unexpectedness
3. Concreteness
4. Credibility
5. Emotions
6. Stories

JFK was more intuitive than a modern-day CEO; he knew that opaque, abstract missions don't captivate and inspire people. The moon mission was a classic case of a communicator's dodging the Curse of Knowledge. It was a brilliant and beautiful idea-a single idea that motivated the actions of millions of people for a decade.