This session gives a brief overview of the material and how it is all tied together.
Start here to get a sense of how you might work with it in order to get the most out of it.
As managers, you’re expected to work with your team members, peers and stakeholders to achieve organizational results. How you deal with tension impacts the quality of your relationships and how others experience you.
Tension is the signal that there are differences in the way something is being viewed. There are two typical ways of dealing with tension. The first is to see tension as wrong and try to take control and get the action “right.” The other way is to work through the tension with dialogue and communication. Specially targeted at managers, this program is suitable for you if the following questions resonate:
This unique course has the power to teach a leader how to leverage his or her thinking.
Think of a pencil or pen and its impact on civilization. Contracts signed, books written, declarations and love songs put to paper. Such a small tool has had such a powerful impact. Yet to look at pencil or pen, you would never dream of its capacity to bring such change.
So it is with the simple tool of inquiry and asking questions. The questions a leader asks form the very thinking of an organization. Change the questions and change the organization!
Few leaders realize how to use the power of inquiry to work with others and how the right questions can expose faults in thinking, lead to a new, deeper way of thinking and reveal the heart of the issue.
Key elements include:
Why ask questions? Where do we start? What’s behind a question? How do you ask effective questions? How do you provide context for your questions?
We have the ability to name ourselves, others and things in this world. This gives us the creative power to define life and our relationships on any “terms” we want.
For example: Is the tension we feel in an uncertain world a problem or an opportunity? The “name” you give to it will define how you interact with and respond to the tension.
It is only as we understand the power of naming that we can understand the power and purpose of communication and how to use it to work effectively with others.
Values-based leadership requires a growing discernment in how to be wisely defensive. In the tensions of an uncertain world, we need to be open and vulnerable and yet clear on protecting those things that are vital to our survival.
When we aren’t clear in how to be wisely defensive, we move toward an unhealthy defensiveness, which often manifests itself in trying to maintain control.
While we are struggling with trying to get control, we then unconsciously seek power and limit our capacity to grow and build healthy relationships.
This course helps leaders understand the importance of defense as a gift and how to use it wisely in leadership.
Values-based leadership begins within.
Our normal definition of leadership is focused on vision, charisma or certain actions. While all valid, values-based leadership goes deeper and starts with what is going on in the leader’s heart.
Values form the basis of our choices and define our capacity to work effectively together.
In an uncertain world, not knowing what’s next is the biggest challenge a leader faces. As such, having clear values is key in order for a leader and an organization to succeed.
This course looks at values — how to understand and work with them as a leader.
We live in uncertain times.
There is tension. We feel vulnerable. We get defensive. We stop asking questions and then our communication gets distorted. We can’t deal with the real issues anymore, and this weakens our relationships.
The fruit of this is a loss of trust. As a result, we are not effective in the midst of uncertainty.
There are five key areas that all relationships must work with. If you know what they are, you will be better prepared to work with other people in any situation.
The biggest challenge for a leader who is dealing with uncertainty is to be fully present. A leader’s calming presence in the midst of anxiety is one of the most effective ways to help a group develop and bring creativity to the opportunities presented.
Jim Collins used the word humility to describe a level 5 leader. These are the leaders who can take their company from good to great in an uncertain world.
This course looks at humility in the context of leadership. It includes embracing being finite, broken and gifted all at the same time.
This session looks at coaching examples where Matt uses the model and helps people understand where they’re stuck and what to do about it.