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The deeper work of executive development: Outgrowing sensitivities
Organizational Success depends on effective behavior of leaders.
Behavior = π (Perception, self regulation, motivation)
Lower level domains are difficult to build
Higher domains are build upon lower level domains
Contemporary business education concentrates upon functional areas and ignores leadership and
interpersonal arenas.
Hagan and Warrenfeltz concentrated upon intrapersonal skills- one’s basic beliefs and assumptions
Why address intrapersonal domain?
Performance improvement includes not only modification of behavior but also dealing with skewed
mental models, biased expectations and emotional overreactions.
The entire framework is problem oriented and not theory oriented.
Even the top executives have the tendency to react rather emotionally to problems; either fight or flight.
The underlying sensitivities are responsible for such behaviors which find their origin in the
intrapersonal zone of the individual. Hence, the stress on intrapersonal zone.
Sensitivities:
set of emotionally charged beliefs and expectations
formed from prior experiences of life
they act as shields to avoid painful experiences from happening again
these experiences can be psychological or physical in nature
To sum up, they are products of adaptive learning systems that functions as an internal alarm which
goes off when the danger is at hand.
Business
Leadership
Interpersonal
Intrapersonal
To sum up, without requisite intrapersonal skills to regulate the effects of sensitivities, performance
deficits will show up in all the other three domains.
Million dollar question which comes to the surface is………….How the fuck do we manage these asshole
sensitivities??????
There are two ways dear friends!
Sensitivity to.....
Intellectual inadequacy
Being weak
Disapproval/rejectionDepending
upon others
Authority
Minimize the dusruptive impact
of sensitivities
Outgrow the sensitivities
Sensitivities are
managed
Managing your team
Managing a team is sometimes mistakenly considered as managing individuals within the team.
Effective team:
Output to met the standards of the users of the output
Team experience should contribute to the personal well being and development of members
Team experience to enhance the capability of members to work and learn together in future
Managing Paradox:
Embrace individual differences and identify collective goals
Effective teams allow for freedom and difference, yet have in place a team agenda
Foster the right mix of support and confrontation among the members
Focus on performance and learning and development of members
Mistakes to be treated as learning opportunities
Balance of managerial authority and team member’s autonomy and freedom
Managing the team boundary
scan the competitive environmen
t outside
managing relationships with those on
whose the team is dependent
Prepare the team for new
opportunities and threats
Managing the team
itself
Design the team includes agenda
setting
Team composition and structure;
homogeneous or heterogeneous
Facilititate the team process; shape the
culture; power distribution,
communication pattern
Coach the team
Triangle of relationship
How the best get better and better?
This chapter is all gas. An analogy from sports how great champions keep improving all the time. Sergei
Bubka is one great example, used to break his own world records.
Key points:
Performers are not born but made
Love the pressure
These guys are like Anjan and I; they thrive on pressure
Ability to stay cool when their arses are under fire
Managing pressure becomes easy if you believe in your capabilities (Ankit! Are you listening?)
Fixate on the long term goal
Plan short term goals meticulously so that the peaks occur at major events rather than the
minor events
Use of competition
Practice with someone almost as good as you or even better
Reinvention of self
Set higher benchmarks for yourself and chase them down
Celebrate the victories
Celebrate the victories
Carefully analyze why you won
Celebration is more than emotional release
Manager
Individual Team