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Creating the Future:
Building Values-Based Leadership
National Symposium - Their Lives, Our Work
Niran Jiang
May 17, 2007
www.ihexcellence.org
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 2
Change at level of consciousness deeper than its manifestation
Whole system vision and interconnection must be addressed
The whole system for organisations embraces the planet and humanity
Whole System Change
Whole system principles of change apply at both macro and micro levels
Connecting head with heart in a whole system framework
It is about getting in touch with humanity – have the courage to walk the talk!
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Long term Future generations
Broad Society and geographical
Deep Reflective and spiritual
Inclusive Interdependence, Integral
Vision
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the universe
spirituality
nature religion
nationality
environment
language
race
colourplanet earth
humanity
family
home
sport team
locality
work team
peers
pop stars
county
shared interest
animals
industry
company
Broad Inclusive Vision
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A Crisis: 6 out 10 Staff find Work Miserable !
SelfActual.
Self-Belief
Status & Recognition
Social & Belonging
Security & Shelter
Basic Survival
1800 2000
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Today’s Business Drivers
Time
Fear
The Bottom Line
We must abandon the FEAR paradigm of old for a new paradigm of TRUST in ourselves, in others, and in progress.
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Failing Leadership
Traditional leadership is in decline
In Business, in Politics and in Religion
Without a respected outer authority, standards and ethics are abandoned and liberalisation becomes licence.
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Future Leadership
Two forms of leadership arise
New leaders with new qualities
Inner leadership among a wider constituency
Inner leadership qualities are evoked by self-development. Values emerge that are sustainable and universal unlike those that were previously imposed.
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Time19001800 2000 2100
Agrarian Age - Manpower
Industrial Age – Quality of Product
Information Age – Intellectual Capital
Consciousness Age – Cultural Capital
Frontiers of Competitive Advantage
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The New Operating Reality• Change is accelerating (technological,social and economic)
• Risk and uncertainty are increasing (terrorism, global warming and globalisation)
• Complexity is increasing
• Interdependency is increasing (economic and technological)
• Ethics and public opinion are increasingly influencing Corporate decision-making
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Resilience
How do you build an organisation that can survive and thrive in an uncertain world?
• Given the new operating reality, the critical question is:
By building a strong, adaptive and resilient core culture that is
values-driven.
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Culture
Geert Hofstede defines organisational culture as:
“The collective programming of the mind (values, beliefs and
behaviours) which distinguishes the members of one organisation from
another.”
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The Iceberg Balance Sheet
Intangible value drivers represent 60% - 85% of a Company’s Market Value.
Financial Capital
Tangible Drivers
Intangible Drivers Cultural Capital
Structural Capital
Intellectual Capital
Social Capital
Source: INNOVEST Investment Research
Community Capital
SocietalCapital
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From Leaders’ Values to Mission Performance
Organizational Culture
Leaders’ Values/Behaviors
Mission Assurance
Sustainable Performance
GOVERNMENT SECTOR
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Where does performance come from?
Behaviours & Performance
Competency & Capability
Attitudes & Motivations
Identity & Purpose
Environment
Beliefs & Values
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Values Values that emerge from
within during personal development
Ethical behaviour that reflects those values
Values are all inclusive
Values are not adopted from parents, social norms or religion
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PAST EXPERIENCE
Recall a grandparent or teacher who
had a very positive impact on you.
What did they do that you liked so
much? (attitude and behaviour)
How did they make you feel?
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They ….
Treated me as an equal, adult
Listened to my point of view
Believed that I could …
Challenged me
Fun, enthusiasm
Cared for me, safe, support
Trusted and respected me
Gave me time and full attention
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Special
Valued
Confident
Self belief
I felt ….
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“ “A leader is someone A leader is someone
people want to follow”people want to follow”
Leadership Challenge
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THE IMPORTANCE OF EQ
All Kinds of Jobs Leadership Jobs
IQ
IQ
EQ
EQ
33%33%
66%66%
15%15%
85%85%
One of Daniel Goleman’s research findings
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EMOTIONAL INTELLIGENCE
The capacity to recognise our own feelings, and those of others…
…to motivate ourselves and managing our emotions well in ourselves and in our relationships.
Daniel Goleman 1995
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THE QUADRANTS OF EQ
Act
ions
Aw
aren
ess
Self Others
Self AwarenessAwareness of Others
Self SocialManagement Skills
All change All change starts herestarts here
Positive Positive impact on impact on
othersothers
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“ “Self-Realised High Self-Realised High
Quality Relevant Input”Quality Relevant Input”
AWARENESS
is
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“ “The Performer’s ChoiceThe Performer’s Choice
to Take Ownership”to Take Ownership”
RESPONSIBILITY
is
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EQ and ValuesFeedback that your emotional intelligence
gives is values laden.
It comes directly from the soul It tells us what we feel is right and what
we feel is wrong It is not based on the logic of the mind but
on the intuition of the heart
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Cultural Transformation Tools
Ericsson Ford Motor Co. Beyond Petroleum IKEA ING Bank Nestle Kraft L’Oreal Microsoft AGSM
Mars Ernst & Young McKinsey & Co. PricewaterhouseCoopers KPMG Siemens Volvo Unilever Telstra World Bank
Some of the 600+ CTT Users in 28 Countries:
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Seven Corporate Transformation Tools
Individual Assessments Team Culture Assessments Corporate Culture Assessments Mergers and Acquisitions Compatibility Cultural Compatibility Assessments – Selection of
New Employees Customer Assessment of Corporate Values Leadership Values Assessments
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Seven Levels of Organisational Excellence
Clarifies the values of individuals and organisations
by mapping values on the Seven Levels of Consciousness.
Measurement matters. If you can’t measure it,
you can’t manage it.
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Crisis Director
Manage adversity, deliver results
Value Drivers:
Financial GrowthShareholder ValueViability
* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC
Values-Based Leadership Model *
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Values-Based Leadership Model *
Relationship Manager
Promotes positive relationships internally and externally
Value Drivers:
Customer Satisfaction Open Communication Respect
* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC
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Manager/Organiser
Manage process and system, best practice builder
Value Drivers:
Efficiency Productivity Quality
Values-Based Leadership Model *
* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC
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Facilitator/Influencer
Empowers others, promotes learning & innovation
Value Drivers:
Continuous Improvement Diversity Teamwork
Values-Based Leadership Model *
* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC
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Integrator/Inspirer
Creates cohesion, shared values/vision, & community spirit
Value Drivers:
Integrity Cooperation Trust
Values-Based Leadership Model *
* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC
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Mentor/Partner
Systems perspective, promote alliances and partnerships
Value Drivers:
MentoringCollaboration Making a Difference
Values-Based Leadership Model *
* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC
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Wisdom/Legacy
Service to humanity, global vision for sustainability
Value Drivers: JusticeFuture GenerationsHumility
Values-Based Leadership Model *
* Cultural Transformation Tools is a proprietary model developed by Richard Barrett & Associates LLC
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1
2
3
4
5
6
7Wisdom/Legacy
Mentor/Partner
Integrator/Inspirer
Crisis Director
Relationship Manager
Manager/Organizer
Facilitator/Influencer
Doing(Skill/Competency)
Being(Meaning/Purpose)
The Seven Levels of Leadership Excellence
Success
Significance
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The Seven Levels of Leadership ExcellencePositive Focus / Excessive Focus
WISDOM/VISIONARY
MENTOR/PARTNER
INTEGRATOR/INSPIRER
FACILITATOR/INFLUENCER
MANAGER/ORGANIZER
RELATIONSHIP MANAGER
CRISIS DIRECTOR
SERVICE TO HUMANITYLong-term perspective. Future generations. Ethics.7
6
3
2
1
5
4
Strategic alliances. Employee fulfillment. Environmental stewardship.
COLLABORATION WITH CUSTOMERS & THE LOCAL COMMUNITY
Positive, creative corporate culture. Shared vision and values. DEVELOPMENT OF CORPORATE COMMUNITY
Promotes learning and innovation. Team builder. Empowers others.
CONTINUOUS RENEWAL
Productivity, efficiency, quality, systems and processes.BEING THE BEST. BEST PRACTICE
Good communication between employees, customers and suppliers. RELATIONSHIPS THAT SUPPORT ORG NEEDS
Able to manage adversity. Directive. Willing to take charge. PURSUIT OF ORG VALUE & MISSION
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“If I had one hour to save the world, I would spend 50 minutes defining the problems and 10 minutes executing the solutions”
Albert Einstein
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The Leader and the Current Culture
Current Culture Values 2006 (CVA)
Current CultureNine limiting values in the Current Culture.Very high level of cultural entropy = 64%
BureaucracyEmpire building
Image Blame
CynicismManipulation
ControlCaution
Short-term focusCost reduction
22%
21%
22%6%
5%
6%
2%
4%
5%
6%
0% 20% 40%
1
2
3
4
5
6
7
Entropy = 64%
Luxury Products Distributor
Entropy = 52%
Demanding (8) (L)Arrogant (7) (L)
Blame (6) (L)Authoritarian (5) (L)
Experience (5) Information hoarder (5) (L)
Manipulative (5) (L)Ruthless (5) (L)
Positive attitude (4)
18%
18%
16%15%
12%
10%
4%
1%
5%
1%
0% 20% 40%
1
2
3
4
5
6
7
Leader’s Values 2006 (LVA)
LVA ResultsSeven limiting values.Very high level of personal entropy = 52%
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1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humour/fun 6. quality 7. balance (home/work) 8. financial stability
A Tale of Two Cultures
1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit
Smooth Sailing Sinking Ship
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Cultural Performance
3 year results Smooth Sailing Sinking Ship
Assets under Management
+26% -80%
Staff turnover 0% >50%
Performance Top quartile Bottom quartile
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ANZ Bank: People are the key driver of long-term competitive advantage
$4.81$7.32 $8.00
$4.85
$10.98
$18.50
$0
$5
$10
$15
$20
$25
$30
Mar-98 Oct-03 Mar-06
Talented people
Sustainable leadership
Growth opportunities
Return on equity
Cost of capital
Strong brand
Vibrant culture
Share price
$9.66
$26.50
The average compound growth rate18% per annum since 1998
Intangible net assets per share
Tangible net assets per share
Strategic Focus
$18.30
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ANZ Bank: Evolution of Profit
* including significant items under AGAAP
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ANZ Group overall employee satisfaction
49%58%
62%
72%78% 78%
82% 85%
0%
25%
50%
75%
100%
1999 J ul-00 J ul-01 Feb-02 J ul-02 Feb-03 J ul-03 Feb-04
Cultural TransformationProgram Begins
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ANZ Bank: Current Culture 2000 to 2005
2000 2001 2002 cost reductioncustomer focusshareholder valueaccountabilitycontinuous improvementprofitresults orientationachievementcommunity involvementcustomer satisfactionteamworkbeing the bestorganisational growthbureaucracybalance (home/work)long hoursproductivitybrand imagehierarchicalcan do approachcommitment
cost reductionprofitshareholder valueresults orientationaccountabilitycontinuous improvementcustomer focusbureaucracyachievementgoals orientationhierarchicalshort term focuslong hourscommitmentrisk aversion
1.2.3.4.5.6.7.8.9.
10.11.12.13.14.15.16.17.18.19.20.
2003 customer focus cost reduction accountability continuous improvement achievement profit results orientation community involvement shareholder value customer satisfaction teamwork bureaucracy being the best hierarchical balance (home/work) commitment long hours organisational growth brand image productivity
cost reductionshareholder valueaccountabilitycustomer focusprofitresults orientationcontinuous improvementachievementbureaucracybeing the bestcustomer satisfactiongoals orientationbrand imageorganisational growthlong hoursteamworkcontrolhierarchicalcommitmentcommunity involvement
Key: Enhancing values Limiting values
customer focus community involvementcost reductionaccountabilityresults orientationbrand imageachievementprofitbureaucracycustomer satisfactioncontinuous improvementshareholder valueteamworkbeing the bestbalance (home/work)performbest practicelong hoursorganisational growthhierarchical
2005
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ANZ has materially outperformed peers in efficiency
Source: Published financial reports
The Australian banking sector
has enjoyed a decade of
efficiency gains
ANZ has outstripped its
competitors and has achieved
world class efficiency
ANZ was in the top 5 banks in
the world in terms of
efficiency, TSR and risk-
adjusted relative shareholder
return over the five years to
2003
Cost to Income
40%
45%
50%
55%
60%
65%
70%
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
ANZ NAB CBA WBC
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7%
9%
16%
19%
14%
6%
29%
0% 20% 40%
1
2
3
4
5
6
7
ANZ Next Steps: Total Organisational Coherence
6%
15%
13%
24%
28%
8%
6%
0% 20% 40%
1
2
3
4
5
6
7
18%
9%
27%
23%
9%
11%
3%
0% 20% 40%
1
2
3
4
5
6
7
Personal Values
Current ANZ Values 2003
Desired ANZ Values 2003
Key focus in next phase
Sustainable
Holistic
Best-practice
Professional
Viable
Coherent
Transformational
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Case Example - Background One of the fastest growing IT services company in the Asia Pacific
region with more than 500 people. IHE engaged in 2005, to design/deliver a change program to expand
their leadership capacity and to build a high performance culture. The business objectives behind are to sustain performance, retain
talents and improve shareholders’ value. On top of that, the MD of the company clearly stated that they
wanted to go beyond performance excellence to create “happiness” in their work environment.
Through one on one interviews with all senior managers, a range of issues were identified, including structural impediments, hidden/limiting values, resource misalignment, change weariness, inconsistent management language, rocky communication and minimal collaborations.
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Case Example - Objectives Three key areas of focus for change were identified
Develop values-based leadership capability as a foundation to activate culture change in the organisation
Shift senior managers’ focus from managing results to managing people, and broaden their performance management spectrum to include the intangibles
Balance individual excellence with teamwork excellence and create a shared culture identity and organisational cohesion
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Case Example – 2005 Program Stage I: 360 Leadership Assessment
To understand the performance drivers and barriers of each senior manager for their individual leadership development.
Used the values-based leadership assessment tool developed by Richard Barrett and Associates. It provided a diagnosis of the values profile of each individual and their team.
Fully confidential environment, high level of buy-in and ownership created. Stage II: Leadership Retreat
A 2 day offsite leadership retreat, to link the individual development process with the group work process.
Individual strengths were explored and built upon within the team context. A consistent leadership framework, language and measurement system was established to
activate the development of the top team. Group vision, goals and action plans were created and owned for the next 12 months, and almost
all stated that they experienced authentic connections and a real sense of team for the first time. Stage III: Tailored Leadership Coaching
Each manager had the option to elect an ongoing 12 months of individual coaching on a volunteer basis, and paid for these coaching sessions from their own P&L.
After 6 months of coaching, a two day inner game training session was conducted with the top two tiers of the company. Sport as a learning metaphor was used for communication, teamwork and management via coaching.
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Case Example – 2006 Results Key quantitative results
At the start of IHE’s program, a full scale Gallup workplace engagement survey was conducted. This same study was repeated 12 months later.
During this period of time, IHE’s programs was the only external organisational OD programs used. The Gallup study showed a statistically significant improvement in the overall workplace. There were significant increases in the measurements around people management capability,
especially improvements in “recognition”, “cares about me”, “opinion count” and “best friend”. Market analysts had identified the company as a significant contender. The company rapidly grew in
its financial numbers, customers and locations. Profits were above target and client retention was excellent. The balanced scorecard was introduced.
360 leadership assessment result improvements for most individuals.
Key qualitative results Most gained confidence and self-belief in their capacity to lead and manage people by example with
their increased self-knowledge and authenticity. They developed a robust sense of meaning and purpose in their work. They built strengthened and consolidated relationships, trust, openness and integrity within their
team, thereby created high level of performance and enjoyment at work. A significant impact of the new leadership competencies gained was increased concern and caring
for staff, which directly led to better customer care and higher staff retention.
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Case Example – 2007 Development OD program to expand both horizontally and vertically to fast track progress, with top
team as sponsors and champions.
Six Streams of Organisational Development Program Personal Leadership
TTT Accreditation Program to roll out a coaching culture Team Leadership
High Performance Team Skills with workshops and learning embedment systems Organisational Leadership
Value Based Leadership and Decision-Making Skills with workshops and learning embedment systems Customer Leadership
Presentation and Engagement Skills with workshops and learning embedment systems Social Leadership
Sustainability Strategy, Humanity Forums and CSR Implementation Coaching Support
To deepen learning, facilitate change, and resolve challenges
Personal Development as Core Foundation for Growth
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PL = 12-0IRO (P) = 4-6-2IRO (L) = 0-0-0
humor/fun (8)
passion (8)
high standards (7)
caring (6)
honesty (6)
working together (6)
balance (home/work) (5)
respect (5)
commitment (4)
dependable (4)
development for all (4)
mentoring (4)
October 2004Cultural Transformation Tools/The XLR8 Team, Inc.Leadership Values Assessment
LEGENDOrange = Values match P = Positive I = Individual
L = Potentially Limiting R = Relationship (hollow dots) O = Organizational
11 Assessors' Top 12 Values (2003)
commitment (8)
customer service (6)
integrity (6)
caring (5)
high standards (5)
honesty (5)
humor/fun (5)
information sharer (5)
continuous improvement (4)
employee recognition (4)
fairness (4)
passion (4)
12 Assessors' Top 12 Values (2004)
PL = 12-0IRO (P) = 5-4-3IRO (L) = 0-0-0
Leadership Development Journey - Individual
6 Matches (walk the talk measurement)
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Leadership Development Journey - Group
0%
0%
0%
7%
16%
21%
26%
7%
5%
18%
0% 20% 40%
1
2
3
4
5
6
7
0%
0%
0%6%
26%
25%
23%
11%
5%
5%
0% 20% 40%
0
2
3
4
5
6
7
Current
CTS = 43 - 18 - 39 CTS = 59 - 26 - 15
October 2005Cultural Transformation Tools
C
T
S1
2
3
4
5
6
7
Figure 2: Leadership Entropy
Entropy = 9% Entropy < 6%
C = Common Good T = Transformation S = Self-interest All Value Votes
Desired
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The Creation Center – Dissolving Interferences
Attitudes Behaviours
Values Beliefs
Finance
Evolution
Client
Society
Culture
Fitness
Personal
“ I ”
Interference
Organisational
Interference
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Personal Transformation Precedes Organisational Transformation
” ” . . . personal change must precede or at least . . . personal change must precede or at least accompany management or organisational accompany management or organisational change ... attempting to change an organisation change ... attempting to change an organisation without first changing one's own habit patterns is without first changing one's own habit patterns is analogous to attempting to improve one's tennis analogous to attempting to improve one's tennis game before developing the muscles that make game before developing the muscles that make better strokes possible.“better strokes possible.“
Stephen Covey---Principle-Centered LeadershipStephen Covey---Principle-Centered Leadership
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Common Fears
Fear of failure
Fear of responsibility
Fear of being different
Fear of being outside our comfort zone
Fear of looking foolish or being conned
Fear of showing inadequacy
Fear of loss of job or reputation
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Courage – Mastery of Fear
“Courage is resistance to fear, mastery of fear – not absence of fear. Consider the flea! – incomparably the bravest of all the creatures of God, if ignorance of fear were courage.”
– Mark Twain
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Exercise the Courage Muscle Courage is a matter of heart and
guts, it isn’t a set of decision tree steps from the brain (Coeur)
It comes from the center I space, and goes hand in hand with authenticity
Being a coward is corrosive to self-esteem
All courage is a risk, there is no safe risk
It is a strong emotional commitment, grounded in values (what you stand for)
Stress stifles performance and courage in the long run
Courage can be inspired and needs to be supported by a gang of believers
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Values Behaviours
Collective
Individual
Culture
Group values and beliefs
Social Structures
Group actions and behaviours
Personality
Individual values and beliefs
ValuesAlignment
MissionAlignment
Structural Alignment
Personal Alignment
Character
Individual actions and behaviours
Personal Integrity – Walk the Talk
Group Cohesion – Enhanced Capacity for Collective Action
Human Systems - Four Quadrants
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Change Activation Pathway
Critical SupportCritical Support Critical Support
Disruptive catalyst
Disruptive catalyst
Disruptive catalyst
Explosive
ExplosiveChaotic
Static
Explosive
Explosive
Chaotic
Chaotic
Static
StaticGrowthOutput
LearningTime
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Multiplicity
‘There are times when I look over the various parts of my character with perplexity. I recognise that I am made up of several persons and that the person that at the moment has the upper hand will inevitably give place to another’
Somerset Maugham
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Sub-personalities Are identifications with: Roles (father, worker, boss) Functions or job titles (accountant, doctor) Objects (house, car, collections) Personality states (joy, anger, anxiety) Psychological formations (winner, victim) Cultural, racial, social, political groups
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 65
“Who are you?”
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 66
Cast of Characters
fanatic Joe Cool hedonist nice guy perfectionist skeptic
crusader bitch bully charmer control freak victim
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 67
4 Phases of Harmonisation
1. Recognition
2. Acceptance
3. Cooperation
4. Integration
© Performance Consultants 2002
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 68
Sub-personalities
The ‘I’
Self-ManagementSelf-Management
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 69
Characteristics of the “I”
Consciousness (Awareness)
Will, Choice (Responsibility)
Self-accepting, self-directing Free from distortion, restriction Individuality, identity Stillness, constancy, continuity
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 70
“Who are you?”
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 71
Dis-indentification
A state of detachment emotionally
and intellectually the freedom to choose, self regulation no longer a victim to circumstances A place from where one can
observe and act dispassionately calmness centeredness
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 72
Sub-personalities
The ‘I’
The The SSelfelf
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 73
The Whole Person
PRESENT
PAST
FUTURE
Field of awareness
‘I’
lower unconsciou
s
super conscious
middle
unconscious
Universality
Individuality
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 74
“Who are you?”
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 75
Developmental JourneyTHE
HIGHER SELF
Psychological / Quantitative/Achievement
Spir
itual /
Qu
alit
ati
ve/V
alu
es
CRISIS OFMEANING
CRISIS OF DUALITY
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What is Human Excellence?
It is being the best we can be in every situation.
It is doing the best we can do in every endeavour.
It is also knowing that we can deliver more tomorrow ... That there will always be further to go ... And that we may never get “there”.
Human excellence is striving without stress, intent without tension, purpose without pretension, the passion to succeed with humility in
success. It is respect for all people and for the environment.
We believe that the on-going self-development of all people helps them to excel in their chosen field, to be highly creative and productive at work, to deliver peak performance in sport, and to deliver great leadership in organisations. It is our belief that competition is healthy for it serves to stretch us towards excellence, but that it should never be allowed to override collaboration for the good of the whole. Aspiration to human excellence offers the best hope for us to overcome the challenges of our time. It may be the very purpose of human existence.
Cultivating Human Excellence in People and OrganisationsCopy right contents, not to be used for commercial purposes without prior permission from IHE 77
For more information, please contact:
Niran Jiang
Institute of Human Excellence
Level 31, ABN-AMRO Tower88 Phillip St, Sydney NSW 2000
Telephone: + 61 2 8211 0618Fax: + 61 2 8211 0555
Email: niran@ihexcellence.org
www.ihexcellence.org
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