Weekly memos containing an interesting quote on the requirements and or methods of coaching or other topics related to this course. These may come from an internet search of quotes or from an arti
David Drehmer, PhD, ACC, FAAETS, FIOCPA, CSP Copyright © 2018 by David E. Drehmer, PhDAll Rights Reserved The challenges of leading in a VUCA (volatile, uncertain, chaotic & ambiguous) business environment Powerpoint Day 3-5 EXECUTIVE COACHING: LEADERSHIP in a VUCA (Volatile, Uncertain, Chaotic & Ambiguous) BUSINESS ENVIRONMENT. Name __________________________________________________________ If this workbook is found, please return it to the Management Department, DePaul University, Room 7000, One East Jackson Boulevard, Chicago, IL 60604 so that it may be returned to its owner. 1/3/20181 David Drehmer, PhD, ACC, FAAETS, FIOCPA, CSP Associate Professor of Management & Entrepreneurship, DePaul University Executive Director (emeritus), Performance Enhancement Institute, PC Licensed Clinical Psychologist, Consulting Organizational Psychologist Senior Scientist, Neuroscience Institute Clinical Director (emeritus) & Co ‐Founder, Center for Tra u m at i c Stress Founding Fellow, Harvard Institute of Coaching, Harvard Medical School Fellow, Center for Creativity and Innovation, DePaul University Mentor Coach, In ternational Coach Federation Harvard Business Review, Advisory Council Coaching: Leadership in a VUCA Business Environment Tools Days 3 ‐5 What We Know Coaching is not a spectator sport. ~~ Anonymous Good Coaching Yo u ’ v e got to know the roadsigns Sir John Whitmore Ask, Don’t Te l l Coaching Management by Questioning The quality of a question is not judged by its complexity but by the complexity of thinking it provokes. ‐‐ Joseph O’Connor 1/3/20182 Coaching Coaching is not about filling buckets; it is about lighting fires. Paraphrased from William Butler Ye a t s Kindle the Inner Spirit In everyone's life, at some time, our inner fire goes out. It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the inner spirit. Albert Schweitzer Success Success isn't a result of spontaneous combustion. Yo u must set yourself on fire. Arnold H. Glasow Ascending Goals If you achieve that, what would be the result? Ascending Goals If you achieve that, what would that mean to you? 1/3/20183 Ascending Goals If you achieve that, what would that mean to you? Ascending Goals If you achieve that, what would be the result? Ascending Goals If you achieve that, what would that mean to you? Ascending Goals If you achieve that, what would that mean to you? Ascending Goals If you achieve that, what would be the result? Storm It is not light that we need, but fire; it is not the gentle shower, but thunder. We need the storm, the whirlwind, and the earthquake. Frederick Douglass 1/3/20184 Good Coaching Yo u ’ v e got to know the road signs Coaching Success Find Courage Light a Fire Determination Ascending Ladder Transformation Life isn’t about finding yourself. Life is about creating yourself. ~~ George Bernard Shaw 1/3/20185 Questions to Guide the Transformational Coach •Contracting –starting with the end in mind and agreeing how you are going to get there together What would make this session a success, both for you and your organization?
What do you want to have achieved or shifted before leaving here? Source: Hawkins, P., & Smith, N. (2006) Questions to Guide the Transformational Coach •Listening –facilitating the client in generating personal insight into the situation What I am hearing from what you have said is..
What I am sensing from listening to you is ...
The connections I am making between what you have been sharing are ... Source: Hawkins, P., & Smith, N. (2006) Questions to Guide the Transformational Coach •Exploring 1 – helping the client to understand the personal impact the situation is having on themselves What in you is standing in the way of your resolving this? Source: Hawkins, P., & Smith, N. (2006) Questions to Guide the Transformational Coach •Exploring 2 – challenging the client to create new possibilities for future action in resolving the situation What is the wildest option you can think of for dealing with this situation? How would someone you admire deal with this situation? Source: Hawkins, P., & Smith, N. (2006) Questions to Guide the Transformational Coach •Action –supporting the client in committing to a way ahead and creating the next step What do you need to do right now to radically increase the percentage chance of success?
Rehearse your opening line right now, as if I am the person you need to speak to. Source: Hawkins, P., & Smith, N. (2006) Questions to Guide the Transformational Coach •Review –taking stock and reinforcing ground covered and commitments made. Reviewing the process and how it could be improved. Planning the future review after the action has been tried What would you like to improve or do differently the next time you have coaching with me?
When and where are you going to review this e xperimental plan you have just committed to?
Are we going to have another coaching session, if so when and where? Source: Hawkins, P., & Smith, N. (2006) 1/3/20186 •We must learn to ask the right questions and we have to ask those questions often. – Garry Kasparov Video: David Peterson David Petersen Coach Development Developmental Pipeline David Peterson Where there is a will, there is a way. To o much way, not enough will Does it ever feel like this? 1/3/20187 Ambivalence Feeling two ways about a thing Normal part of change process Common prior to and during habit change A communication trap: person defends the other side of argument Defense of status quo makes change less likely Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Ta m p a Florida VA Change Talk – Sustain TalkChange Talk – Sustain Talk Preparatory • Desire • Ability • Reasons • Needs Mobilizing • Commitment • Activation • Taking Steps Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change . New York, NY: Guilford Press. Change Ta l k is Gold Desire: I want to stop cutting class Ability: I can do this if I just get a handle on my anger Reasons: Getting high makes my roommates not want to be with me Need: I need to do this so I won’t have to live at home anymore Commitment: I will fi ll out the applications for financial aid Activation: I’m ready to study and do better in school Ta k i n g Steps: I went to all my classes last week Adapted from Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Ta m p a Florida VA DARN CATs Desire Ability Reasons Need Commitment Action Ta k i n g Steps Dog Bark = DARN Cat Meow = CAT Silence = No change talk Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
“I don’t have a problem with grades –I can study anytime I want.” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education.
“I have been abstinent all week, but the cravings were REALLY bad!” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need 1/3/20188 “I’m not here because I want to be here. My doctor told me that I won’t be able to get on the transplant list unless I quit smoking.” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need “I’m going to keep trying for as long as it takes –one day at a time.” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need “It’s unfair to make me take a class I don’t need and will never use.” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need “There is nothing I can do to pass. It’s hopeless and I’m helpless.” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need “Mom died and Dad lost his job. I have to work!” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need “I know my assignment is late but I have to study for the GREs.” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need 1/3/20189 “This school sucks.” Commitment Action Ta k i n g Steps Desire Ability Reasons Need Herie, Marylin (2011). Five Essential Strategies in Motivating Clients to Change, CAMH Education. Commitment Action Ta k i n g Steps Desire Ability Reasons Need On Change Ta l k People are generally better persuaded by the reasons which they have themselves discovered than by those which have come in to the mind of others. ‐Blaise Pascal, Pensees, #10, 1660 Delusions about Promoting Change Insight ‐if you can just make people see Knowledge ‐ if people just know enough Skills ‐ if you can just teach people how to change Hell ‐ if you can just make people feel bad or afraid enough We often try to give them Then they will change!? Adapted from Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Ta m p a Florida VA When you’re not sure where to go next, then . . . “A Psychological Law” I learn what I believe as I hear myself speak. Bill Miller (Based on D. Bem, 1967, “Self ‐Perception: An alternative interpretation of cognitive dissonance phenomena”) Moyers et al., 2009.
Even subliminal messages. “What coaches reflect, they will hear more of.” 1/3/201810 Affirm Autonomy & Then Zip It is your choice whether to make this change Yo u are the one who gets to decide . . .
Regardless of what you do, I will be here to support you. But if you keep using crack it will be very hard to get your kids back But it sounds like the c annabis is really affecting your grades But you know that you will probably get evicted from your housing if you keep using. Equilibrium Arguing for change tends to evoke further defenses for maintaining the status quo. Bill Miller David Burns’ Disarming Technique Find truth in what the other person is saying, even if it seems illogical, self ‐serving, distorted, or just plain “wrong.” Motivational Interviewing Client ‐centered directive method for enhancing intrinsic motivation to change by exploring and resolving ambivalence.
Miller WR, Rollnick S. Motivational Interviewing: Preparing People for Change. 2nd ed. New Yo r k : Guilford Press; 2002. Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change . New Yo r k , NY: Guilford Press. Rosengren, D. B., & Guilford Press. (2012). Building motivational interviewing skills: A practitioner workbook . New Yo r k : Guilford Press. Pantalon, Michael V. (2011). Instant influence :how to get anyone to do anything ‐‐fast New Yo r k : Little, Brown Motivational InterviewingMotivational Interviewing Principles – EE DD RR SS • Express Empathy • Develop Discrepancy • Roll with Resistance • Support Self-efficacy 1/3/201811 Motivational InterviewingMotivational Interviewing Resisting the righting reflex The desire to fix what seems wrong with people and set them promptly on a better course Motivational InterviewingMotivational Interviewing Don’t ever wrestle with a pig.
Both of you will get dirty.
The pig will enjoy it. Motivational InterviewingMotivational Interviewing Micro Skills -- OARS • O pen-ended Questions • Affirmations • Reflective Listening • Summaries Change Talk – Sustain TalkChange Talk – Sustain Talk Preparatory • Desire • Ability • Reasons • Needs Mobilizing • Commitment • Activation • Taking Steps Scaffolding of Motivational Interviewing 1. Engaging: listening to understand the dilemma using OARS 2. Focusing: agenda setting, finding a common and strategic focus, exploring ambivalence, use of information and advice 3. Evoking: selective eliciting, selective responding, selective summaries toward change talk 4. Planning: moving to a change plan and obtaining commitment Adapted from Miller, W. R., & Rollnick, S. (2013). Motivational interviewing: Helping people change . New York, NY: Guilford Press. Engaging •Goals • Build a trusting and safe relationship • Understand the client’s reality • Understand the client’s feelings, beliefs, values, concerns (including importance and confidence) • Recognize and affirm strengths, motivation • Accept without judgment what you have learned 1/3/201812 Skills in Engaging •OARS • Replacing questions (fact gathering) with reflections • Complexifying reflections Motivational InterviewingMotivational Interviewing Micro Skills -- OARS • O pen-ended Questions • Affirmations • Reflective Listening • Summaries Directive ReflectingDirective Reflecting It’s been fun, but something has got to give. I just can’t go on like this anymore. – You’ve enjoyed yourself.
– You’re worried about what might happen.
– It’s time for a change. Reflective ListeningReflective Listening It’s been fun, but something has got to give. I just can’t go on like this anymore.
™ Paraphrase : So, the fun has come at a cost.
™ Amplified : Yo u ' v e had a fabulous time.
™ Double ‐sided: On the one hand, you've had a good run, and on the other you can see that it's coming to an end.
™ Affective : Yo u ' r e a bit worried about where this is taking yo u. Avoid the Dirty Dozen UNHELPFUL BLOCKS1. ordering, directing 2. warning, threatening 3. moralizing, preaching 4. advising, giving solutions.
5. persuading with logic, arguing 6. judging, criticizing, blaming 7. praising, agreeing.
8. name ‐calling, ridiculing 9. analyzing, diagnosing.
10.reassuring, sympathizing 11.questioning, probing 12.diverting, sarcasm, withdrawal Thomas Gordon Reflections Reflect so that you move toward your goal. Military Families Network July 19, 2016 By David Christian, Ph.D. 1/3/201813 Moving Conversation Forward Powerful, Impactful, Challenging, Rewarding, Engaging Surface Description (Simple Reflection) Dip Below Surface(Complex Reflection)• feelings, • hopes, • dreams, • thoughts, • expectations Herie, Marilyn (2017). https://educateria.com/2017/02/22/a ‐leadership‐manifesto/ Reflective ListeningReflective Listening It’s been fun, but something has got to give. I just can’t go on like this anymore.
™ Paraphrase : So, the fun has come at a cost.
™ Amplified : Yo u ' v e had a fabulous time.
™ Double ‐sided: On the one hand, you've had a good run, and on the other you can see that it's coming to an end.
™ Affective : Yo u ' r e a bit worried about where this is taking yo u.
Reflective ListeningReflective Listening I feel alone, no one will help me. ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : Reflective ListeningReflective Listening I’m not smart enough. It comes so easily for others.
. ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : Reflective ListeningReflective Listening I resent that my girlfriend gets to go out and party while I have to stay home and study. ¾Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : Reflective ListeningReflective Listening I don’t need to do bullshit participation in class when there is better stuff on Youtube. ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : 1/3/201814 Reflective ListeningReflective Listening •I am very disappointed with this class and your attitude. Your lack patriotism, and your support for burning the American flag is disgraceful. It blows my mind how a professor of a prestigious university could behave like that. Frankly, I’m not interested in being told that I should support Islamic terrorists, ra pist drug dealing Mexicans and Obamacare. ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : Reflective ListeningReflective Listening I know my assignment is late but I have to study for the GRE’s. ¾Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : Reflective ListeningReflective Listening Mom died and Dad lost his job. I have to work! ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : Reflective ListeningReflective Listening There is nothing I can do to pass. It’s hopeless and I’m helpless ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : Reflective ListeningReflective Listening I’m going to keep trying for as long as it takes – one day at a time. ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective :
Reflective ListeningReflective Listening I have been abstinent all week, but the cravings were REALLY bad! ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective : 1/3/201815 Reflective ListeningReflective Listening I don’t have a problem with grades –I can study anytime I want ¾ Paraphrase : ¾ Amplified: ¾ Double ‐sided : ¾ Affective :
Reflective Listening • It sounds like… • What I hear you saying… • It seems as if… • I get the sense that… • I get the sense that you are wanting to change, and you have concerns about… • I’m wondering if there’s a lot of pressure on you to change, and you’re not sure you can do it because of difficulties you’ve had when you’ve tried in the past. Offer a Summary Bouquet Periodically summarize:
™The problem as they see it ™ Options they like and why.
™ Agreements and follow ‐up plans. Military Families Network July 19, 2016 By David Christian, Ph.D. Summaries It sounds like you’reconcerned about your gambling use because it’s costing you a lot of money and there’s a chance you could end up in jail. You also said quitting will probably mean not associating with your friends anymore. That doesn’t sound like an easy choice.
Over the past three months you’ve been talking about changing your lifestyle, and it seems that just recently you’ve started to recognize that the less good things are outweighing the good things. That, coupled with your girlfriend leaving because you continued to be a workaholic makes it easy to understand why you’re now committed to making some lifestyle changes.
OARS: Summaries • Special form of reflective listening • Structure: Indicate you’re about to summarize • Be selective • Note ambivalence & attend to change statements • Be concise! • End with invitation • Use to change directions or ask a key question Keys to Change Readiness Importance ConfidenceReadiness Adapted from Elizabeth Jenkins, Ph.D. (July, 2017) Motivational Interviewing with Substance Use Disorders, Ta m p a Florida VA 1/3/201816 Paradox •Maybe now is not the right time for you to make changes.
• Yo u have been continuing to engage in all night facebook activities and yet you say that you want to sleep. Maybe this is not a good time to try and make those changes.
• So it sounds like you have a lot go ing on with trying to balance health and family, and these priorities are competing with your commitment to school at this time. Reflective Listening • Simple • Complex • Amplified • Double Sided • Metaphor • Roadblocks Normalizing • A lot of people are concerned about changing their… • Most people report both good and less good things about their… • Many people report feeling like you do. They want to change their___ and find it difficult.
• That’s not unusual, many people report having made several attempts before succeeding.
• A lot of people are concerned about… Decision Balance 12 43 Good Things Not So Good Things Not Changing Changing Decision Balance Columbo Approach So, help me understand, on the one hand you say you want to live to see your 12-year-old daughter grow up and go to college, and yet you get into fights with your boss and jeopardize your career. How will that help you live to see your daughter grow up?
Help me understand, on the one hand I hear you saying you are worried about keeping the custody of your children. Yet, on the other hand you are telling me that you are using crack occasionally with your boyfriend.
Since you also told me you were being drug screen on a random basis, I’m wondering how using cocaine might affect your keeping custody of your children. 1/3/201817 Motivational Interviewing Motivational Interviewing 1. "Why would you change?" 2. "On a scale from 1 to 10, how ready are you to change?" 3. "Why didn't you choose a LOWER number?" 4. "When you picture the change already having occurred, what do you see?" 5. "Why is that important to you?" 6. "What is the next step, if an y?" Instant Influence ‐Pantalon Instant Influence MI On Steroids When faced with someone you’d like to influence,… Call it like it is: “We haven’t been seeing eye to eye.
I can’t make you do this. It’s totally your choice.
But let me ask you a few questions.” Why might you consider_______? What would be in it for you?
How ready are you to do___, from 1 to 10?
Why not a lower number?
Reiterate / reflect only their good answers. Michael Pantalon Instant Influence Readiness Ruler How important is it to start using some of these strategies/tools?
How confident are you that you could apply them in your setting?
How ready are you to actually use them? 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 10 1/3/201818 Practice Goals What is one thing you will commit to practicing with others this week?
___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ I know I should fix more meals at home and not bring home food from fast food restaurants so often, but I’m exhausted after working all day, and I just don’t have the energy to spend 2 hours in the kitchen. And even if I do cook at home the kids don’t wa nt to eat what I fix and will ask for chicken nuggets or pizza. REFLECTION…? FA ST FOOD RESTAURANTS PROS and CONS Could you tell me some things you like about _______ What things are not so good about __________ What might happen if you don’t change?
How would changing _______ affect your family? Providing Information Ask for permission.
Provide nothing but the facts.
Let client interpret it.
“Would it be okay if I shared information with you?” “What does this mean to you?” Interest and Confidence Scaling On a scale of 0 to 10, with 10 being the highest, how interested are you in changing (INSERT BEHAVIOR)?
On a scale of 0 to 10 assuming you wanted to change (INSERT BEHAVIOR), how confident are you that you can do it? PROBE 1: Why did you not choose a lower number?
PROBE 2: What would it take to get you to a higher number?
Summarizing and Closing • Link to core values and strengths. ‐ ‐ “If it’s ok, I would like to go over what we have discussed today.” • Closure –“What do you think might be a first step?” • If ambivalent: “Would it be okay if I shared some strategies that have worked for other people?” • If not ready to chang e: “It seems that you are not ready to make a change at this time ….” 1/3/201819 FRAMES (brief messages) Feedback –risks and consequences of behavior.
Responsibility –“It’s up to you”.
Advice – professional recommendation on reasons for change.
Menus –variety of strategies, not single solution.
Empathy – positive caring manner.
Self–efficacy –“you can do it”. Troubling Situations •Danger • Confusion • Conflict • Deficit Diagnosis: Danger Considered Response •Listen • Acknowledge feelings • Explore sources • Explore nature • Elicit emotional reality Source: Clarkson, P. (1995 ) Change in Organizations . London: W hurr Knee-jerk Reaction •Teach • Falsely reassure • Rescue • Contract unrealistically Diagnosis : Confusion • Considered Response – Restrain action – Clarify issues – Clarify roles – Clarify authority – Provide models and maps – Explore options – Assess impact/consequences Source: Clarkson, P. (1995 ) Change in Organizations . London: W hurr •Knee-jerk Reaction – Get sucked into the confusion – Oversimplify – Accept one frame of reference – Fight – Take sides Diagnosis: Conflict • Considered Response – Learn its history – Welcome it – Model conflict handling – Value the differences – Validate all parties – Provide arena and referee Source: Clarkson, P. (1995 ) Change in Organizations . London: W hurr •Knee-jerk Reaction – Pathologize it – Fear it – Minimize it – Ignore it – Take sides Diagnosis: Deficit •Considered Response – Establish what they have – Find what worked before – Find out what did not work – Start with where they are – Establish needs and wants – Provide relevant input Source: Clarkson, P. (1995 ) Change in Organizations . London: W hurr •Knee-jerk Reaction – Do it for them – Work with solved problems – Solve symptoms – Give your favorite package – Assure there should be a training solution 1/3/201820 Coaching Red Flags Borderline Personality Frantic efforts to avoid real or imagined abandonment.
Unstable and Intense relationships Inappropriate or intense anger.
Recurrent suicidal gestures or self- mutilation Marked reactivity of mood, affective instability Chronic feelings of emptiness.
Alternates between idealization and devaluation Impulsivity (spending, sex, drugs, driving, eating) Depression Depressed mood Diminished interest in pleasure Weight loss or gain Insomnia or hypersomnia Fatigue or loss of energy Recurrent thoughts of death Feelings of worthless or guilt Psychomotor agitation or retardation Diminished ability to think or concentrate or indecisiveness Dependent Personality Needs excessive advice and reassurance Fears loss of support / approval Needs others to assume responsibility Feels helpless when alone Difficulty in expressing disagreement -- fears loss of support or approval Goes to excessive lengths to obtain nurturance Bipolar Disorder (Manic) Inflated self-esteem / grandiosity Racing thoughts Highly goal-directed Decreased need for sleep Excessive pleasure Moody & unpredictable Schizophrenia Delusions Hallucinations Disorganized speech Disorganized behavior Blunted affect Alogia 1/3/201821 Paranoid Personality Feels exploited, harmed, deceived Preoccupied with doubts of loyalty or trustworthiness of associates Reluctant to confide in others Finds hidden demeaning or threatening meanings Bears grudges Suspicious of others Antisocial Personality Fail to conform to social norms Deceitful, lying, use of aliases, conning Impulsivity – fails to plan ahead Irritable/aggressive – fights Disregard for safety of self & others Fails at work / financial obligations Lack of remorse Suicidal Tendencies Alcohol / drug use Truthfulness Suicidal ideation Suicidal plans Suicidal means Few options / stress coping Self-destructive impulses Threats Remitting depression Narcissism Grandiose sense of self- importance Preoccupied with fantasies of success, power, brilliance, beauty or ideal love.
Requires excessive admiration Sense of entitlement Interpersonally exploitative Lacks empathy Appreciative Inquiry DISCOVERYAppreciating “ The Best of What Is” DESTINYSustaining “ What Will Be” DREAMEnvisioning “ What Could Be” DESIGNCo-Constructing “ What Should Be” Positive Topic 1/3/201822 1/3/201823 1/3/201824 1/3/201825 Why would someone want to be led by you? Management vs Leadership Always Leading, Even When Following Leadership is not about being in charge. It’s about • supporting others’ success • modeling integrity • being accountable • caring passionately Herie, Marilyn (2017). https://educateria.com/2017/02/22/a ‐leadership‐manifesto/ Warren Bennis Being Present Reaching Out Expressiveness Self-Knowledge There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish. IMPROV to IMPROVE This is ______________ And (s)he is an expert on ________ And feels _____________ about it. Big Change, Fast… 1/3/201826 “There is nothing either good or bad, but thinking makes it so.” Shakespeare & Leadership Class Review Class Endings
