Emotional Self Management Increases levels of ...

Emotional Self Management

• Increases levels of psychological safety for employees

• Helps to increase productivity and creativity

• Leader is more likely to behave in ways that reflect value system and integrity

How we frame the situation

Can be helpful or if unhelpful needs

reframing

Emotions

Almost always make sense based on how we are thinking or what we are doing

Reaction

The moment of truth. If unhelpful

try something different

Examples of unhelpful Framing

• Negative assumptions about what others are thinking

• Negative assumptions about consequences

• Ought and should

Examples of core beliefs

• Conflict is an event that forever harms a relationship

• Conflict is a fight with someone working against you

• Conflict is negative disruption to the status quo

Change From React To Respond

• Do not act out the reaction

• In real time break old habits

• Make yourself aware of what is going on

• Reframe the situation

• Challenge self defeating beliefs

• Remember what you are trying to achieve

• Do what is necessary to bring about the desired result

Dealing with Emotional Reactions of Others

• Listen through the noise

• Be respectful

• Assume a positive intent (what do they want)

• Others are not you (let it go)

• Forgive the person, question the behaviour

• Realise Opportunity for growth

• Negotiate future behaviours

Activity & Brain Chemistry

Activities act directly on the release of neuro-transmitters and they are our

natural anti-stress and anti-depressants.

• Achievement stimulates dopamine

• Purposeful activity stimulates serotonin

• Connecting with other people stimulates oxytocin

• Exercise stimulates endorphins

Balance Activities

Be Mindful of How Activities Impact Mood

• Balance Activities using ACE – Achievement, Connection, & Enjoyment

• Know that when stressed – we focus on achievement to the detriment of

connection and enjoyment

• Know that when feeling low we tend to withdraw and do less

Neuroplasticity

When we learn something new, we create new connections between our

neurons. We rewire our brains to adapt to new circumstances. This happens

on a daily basis, but it’s also something that we can encourage and stimulate.

Growth Mindset

“In a growth mindset, people believe that their most basic abilities can be developed

through dedication and hard work—brains and talent are just the starting point. This

view creates a love of learning and a resilience that is essential for great

accomplishment.”

Dweck, 2015

How to Develop A Growth Mindset

• Keep in mind that brains can and do rewire as we try new ways of thinking or

doing....

• Pay attention to effort over results. ...

• Catch yourself and others being persistent. ...

• Encourage a healthy attitude to failure and challenge. ...

• Use the word 'yet', and use it often.

In Summary

• Pay attention to your emotional state

• Reframe the situation

• Stop reacting and start responding

• Balance Activities

• Give yourself credit for what you are doing well (effort, progress & strategy)

Agenda

• Some definitions and theories of Leadership & Strategy

– Theories of Leadership

– Theories of Strategy

• Relationship between Leadership & Strategy

– The connection between purpose, vision and competitive strategy

– Connecting people to purpose and strategy

– Leadership, Strategy, Emotional Intelligence & Cognitive Complexity

• The psychological concept of Identity

– Identity as psychological cohesion

– Identity as a psychological resource

– Psychological Resources & Psychological Capital

–Practical Steps for your journey from trusted advisor to leader

Definitions & Theories of Leadership & Strategy

• ‘Leadership can be considered to be the personal qualities,

behaviours, styles and decisions adopted by the leader’ (Arnold et

al., 2016, p.499)

• Involves significant complexity: Relationships with others and self

• Major success, or major failure inevitably explained by

‘leadership’, but average performance does not carry the same

attribution

• Can be part of our tendency as humans to dichotomize– The fundamental attribution error

– Desire to seek simple explanations, e.g., the availability heuristic

Leadership is…

The interpretation of events

The ‘management of meaning’ (Calas & Smircich)

‘Organizations that perform beyond expectations aspire to and articulate an

improbable, collectively held fantasy or dream that is bolder and more

challenging than a plan or even a vision. Martin Luther King had a dream, not a

strategic plan - still less a set of key performance indicators.’ (Hargreaves,

Boston College)

Definitions of Strategy

• “Strategy… does not seek to solve a specific problem as much to anticipate andshape an environment in which fewer problems arise and those that do can beresolved in more favourable terms. Causation in strategy, is contingent notcategorical. Context always matters… strategy must be inherently flexible … it isalways seeking a balance between specificity and flexibility” (Yarger, 2006, P. 45)

• “A great deal of strategy work is trying to figure out what is going on. Not justdeciding what to do but the more a fundamental problem of comprehending thesituation.” (Rumelt, 2011, P. 79)

• “Strategic decisions – whatever their magnitude, complexity or importance – shouldnever be taken through problem solving. Indeed, in the specifically managerialdecisions, the important and difficult job is never to find the right answer, it is to findthe right question. For, there are few things as useless – if not as dangerous – as theright answer to the wrong question” (Drucker, 1955, P. 42)

Theories of Leadership

• ‘Great Man’ or ‘Great Woman’ theories

• Contingency theories

– Attentiveness to the demands of the situation

– Demanding, can rely on crystallized intelligence

• Transformational leadership

– Charisma

– Authentic + Servant

• Distributed leadership

• Reflexive leadership

– Critical

‘Ingredients’ of Leadership

• Intelligence

• Transformational

– Framing, contextualising

• Personality

– Consideration

– Agreeableness

– Extraversion

– Initiating structure

• …Serendipity

Leaders

• Political

– Angela Merkel

– Margaret Thatcher

– Vladimir Putin

• Moral

– Rev. Jesse Jackson

• Business

– Sophie Tranchell

What can we conclude from the journeys and

pathways of these leaders?

Are their stories as leaders causally ambiguous, or

perfectly natural?

Is there a leader that you admire? Why?

Leadership, purpose, vision & strategy

Effective leader is one who selects specific forms of

behaviour that simultaneously reflect a concern for both

task and people that suit the situation at hand

Debate concerns the dimensions for behaviour, i.e.,

particular type of behaviour is relevant only for

accomplishing the task or maintaining harmony - but not

for both concerns simultaneously

Connecting people to purpose & strategy

• Whose role does this objective belong to?

• What is the strategy of the business and how does it relate not only to one’s

own function, but to the entire business?

• ‘Working hard for something we don’t care about is called stress. Working

hard for something we love is called passion.’ Sinek – ‘Start with Why’

Leadership, Strategy, Cognitive Complexity &

Emotional Intelligence

• The mind has a treacherous ‘proclivity for faulty readings’ (de Botton) and conclusions

• Organizations’ ability for ‘absorptive capacity’ defined “as the ability to recognize the value of new external knowledge,assimilate it, and apply it to commercial ends” (Cohen & Levinthal, 1990)

• Farjoun (2002) talks about there being two broad assumptions prevailing in strategic concepts or ideas. In this sense, hespeaks of the mechanistic perspective, grounded in a Netwtonian world of cause and effect.

• The contrasting assumption is the organic perspective. This introduces a more complex view of causality and questionsa key assumption of the mechanistic perspective and that relates to its believed epistemological strength concerningcause and effect. Instead, in the organic perspective, the focus is on the strategy process followed and to be sensitive tothe unexpected.

• Effortful, cognition led analysis is not always advantageous, and that we should rely more on what is ‘available’ to us,what’s all around us, to understand what’s going on in strategically complex environments

• Leonard-Barton (1992) ‘core rigidities’ v. core competencies

Cognitive Complexity

Leadership, Strategy, Cognitive Complexity &



EQi measures a set of

emotional and social skills

that influence the way we:

1. perceive and express

ourselves,

2. develop and maintain

social relationships,

3. cope with challenges,

and

4. use emotional

information in an effective

and meaningful way

‘Our emotional education’

The psychological concept of Identity

• Psychological Cohesion

• Resources

• Resources & psychological capital

Identity

Regner (2008) points out, “a dynamic-strategy view needs to…explain the

mechanisms of how certain conditions interact to produce certain organizational

assets”

Selection of narrative used to construct our identity (Barry & Elmes, 1997)

‘Language is available to us for our self-expression, however, it is not ‘for us’ but

rather has been given to us’ (Sweeney, 2018)

Practical steps to take

• ‘Know thyself’– What are your emotional ‘triggers’ and ‘blindspots’

– Who is the leader that you admire? Reflect on this and what their characteristics can tell you about yourself

– Think about your last difficult incident. There are no strengths without weaknesses.

• EQi – Emotional Intelligence

• 16pf – Cattell’s Personality Factors

• Risk Compass

• Framing

• Mentoring

• Executive Coaching

• Read, understand, discuss, and engage with business strategy– What do you need to do to bring the strategy to fruition?

– Your people, their development

• Engage in and be ready for debate– What is your conflict style?

Concluding comments

• Leadership, Strategy & Identity are all inter-linked concepts

• The performance of both Leadership & Strategy require

psychological flexibility

• Cognitive complexity is vital

• ‘Know thyself’

• What kind of leader do you want to be, i.e., what leader(s) do you

admire?

Topics

• The Board

• Role of the INED

• Compliance journey

• Pandora’s box

• Challenges and opportunities

• Beyond Compliance

• Concluding remarks

Board expectations

First let me look at what the Board as a collective seeks from the Company.

• Well capitalized, well regulated, stable, profitable company with a prudent risk

appetite that is linked to its strategic business model

• Competent executive team who are accountable to the Board for the

implementation of the strategy and the risk framework it has decided upon

• Clear processes, controls and structures in place to ensure effective governance

Role of the Board

The Board needs to understand its fiduciary responsibilities and its role as steward of shareholder value

➢The key purpose of the board is to ensure the company’s prosperity by directing the company’s affairs while meeting the appropriate interests of its shareholders and other relevant stakeholders.

Role of the INED

The INED

• must act in the best interests of the Company as a whole, not only for shareholders but considering all stakeholders. The INED needs to bring an independent viewpoint to the deliberations of the Board that is objective and independent of the activities of the management.

• must ensure there are clear processes, structures and controls in place to ensure effective governance

Compliance journey

• Regulation – framework of rules, laws, codes and guidance that puts structure around the objectives of regulatory authorities

• Role of the Compliance leader is to ensure compliance with the rulebook

Compliance journey

Financial regulation covers five broad categories

Conduct (wholesale and

retail)

Regulated firms act in the best interest of consumers

Markets are fair, efficient & transparent

AML/CFT

Anti-money laundering and the countering of the financing of terrorism

Infrastructure

Oversight of payment, settlement and currency systems to ensure they are safe, resilient and efficient

Macro-Prudential

Stability of the financial system

Micro-Prudential

Regulated firms are financially sound and safely managed

Compliance Journey

Establishment and maintenance of a sound compliance framework for the independent oversight and

management of regulatory compliance risks including prudential and conduct risks

• Prudential and Conduct Risks and Regulations

• Governance matters

• Fitness and Probity

• Conduct of Business

• Data Protection

• AML

• Financial Crime

• Conflicts of Interest

• Market Abuse

• Whistleblowing

• GDPR …………………….

Pandora’s box

• Senior Executive Accountability Regime (SEAR)

• Climate Change

• Cyber Risk

• Outsourcing

• Governance

• Cloud computing

• Digitalisation

• Conduct

• European harmonisation

• Data Analytics

• ESG

• COVID-19

Challenges and Opportunities

• Corporate Governance Code

Measurements

Board behaviours

Board performance

Culture


• Climate change

- Governance

- Board Oversight

- Control Structure

- Risk Management

- Disclosure

Climate Financial Risk Forum (CRFR) Guide 2020


• Digitalisation

Transformation of nature of both work and commerce through advances in AI,

automation and interconnectedness. Revolutionising the way people consume

and communicate.

Vigilant to the threats posed by this evolving environment

from financial to consumer to reputational and legal risk

yet remain openminded to the opportunities

Challenges and opportunities

• Conduct risk

How does the board satisfy itself?

Product oversight and Governance

Adhering to the letter and spirit of the Consumer Protection code

Consumer protection risk assessment model


• Outsourcing

An activity can be outsourced but responsibility cannot

Outsourcing policy

-ongoing assessment of providers

-continuity plans including exit strategies

-Fit & proper requirements

Board oversight

Operational Resilience - COVID-19

Lessons learnt on Operational Resilience

- Communication

- Redesign processes

- Disaster recovery plans – office space

- Shortages in supply of technology

- Operational and Financial resilience of key outsourcing

providers

- Increase in cyber risk

- Emerging risks

Beyond Compliance

Reporting

- Exec summary with key messages for the Board

- A picture paints a thousand words

- Regulatory engagement / projects

- Compliance testing findings and recommendations

- Themes and trends

- Dashboards

- Threat landscape and vulnerabilities

Beyond Compliance

• Compliance Plan

- Plan on a page

• Resources / Library

- helpful links / articles / papers

• Training

- Mandatory / optional

Concluding remarks

• Mind that telescopes not microscopes

• Need : Big picture

Assurance

Evidence

Warning

Clear articulation of requirements

‘It is better to look ahead and prepare than to look back and regret’

DIVERSITY AND INCLUSION

Embracing change and why you need a diverse team

Dr Ebun Joseph Director Institute of Antiracism and Black Studies

Career Development Consultant, Author, and Life Coach

[email protected]

@ebunjoseph1

The Presenter

Dr Ebun Joseph is Director Institute of Antiracism and

Black Studies, Lecturer, module Coordinator of Black

Studies and critical race theory in Education at UCD;

Sociology lecturer in Trinity College’s Race, ethnicity and

identity; MPhil in race, ethnicity and conflict. She holds

the position of Career Development Consultant at the

Royal College of Surgeons in Ireland and worked with

BITC Ireland for over nine years as Training and

Employment Officer.

Dr Joseph completed her PhD on 'Racial Stratification in the

Irish Labour Market' in UCD School of Social Justice, she has

an M.Ed. in Adult Guidance and Counselling from Maynooth

University and an IACP accredited diploma in Professional

Counselling. Ebun is the author of two books; TV panellist,

Columnist for the Dublin Inquirer on race, Chairperson

of African Scholars Association Ireland (AfSAI) and an equality

activist.

Narratives are important

“Whoever controls

the narrative of the

past controls the

present and

controls the future”

ACOI Conference 2020 Dr Ebun Joseph Director Institute of Antiracism and Black Studies [email protected] @ebunjoseph1

mailto:[email protected]

Who is at your table…? Who is welcome there…?

Who stays…? Who grows…?

ACOI Conference 2020 Dr Ebun Joseph Director Institute of Antiracism and Black Studies [email protected]


How do we approach inclusivity



How do we work with Difference?



Advancement of Black communities is typically represented as male



Feminism is typical represented as white but… Aba women's riot of 1929!



Attitude to Difference

❑ Assimilation – Fitting in strategy

❑ Diversity blindness or silence – Ignoring differences

❑ Labelling – Seeing only what is ‘different’

❑ A charity approach – Feeling sorry for ‘them’

❑White ‘saviour’ – paternalistic &/ benefactor

❑ Negative recognition – Seeing difference as a

problem

❑ Limited recognition – So far but no further

❑ Exceptionalism – only a few ACOI Conference 2020 Dr Ebun Joseph Director Institute of Antiracism and Black Studies [email protected]


❑ Shut up experience

❑ Lack of growth

❑ Withdrawal/isolation/ oscillation

❑ Anger, frustration, anomie, microaggression

❑ Alienation, no in the workplace

❑ High turnaround

❑ Withholding of knowledge, skills and insight

❑ Limiting

❑ Psychological impact/self esteem/ uncertainty

Why is your attitude to difference problematic?



Benefits of difference in the workplace

■ RCSI

■ TCD

■ UCD

■ MIE

■ BITC Business in the community Ireland

Sometimes, you don’t know what you are missing until you have it!



Stay in your stereotypical lane?

Are lanes being determined by gender, age, sexuality, race. ethnicity…?

Multiculturalism in Context

We do not all have the same experiences



62

Let’s talk Gender

Intersectionality When race, class and gender intersect

• It suggests that we cannot

talk about the lives of

people when we examine

only one dimension of their

lives



■To what extent does racial stratification infiltrate the workplace?

Looking at Race in the workplace



Evidence

■ All in Ireland are not treated the same

Irish CSO 2016

Western Europeans

Eastern Europeans

Africans

Unemployment rate

4.8- 9.8% 13-17% 42.5 -63%

White

Europeans

Black

Africans

% in Employment 60% 37%

Lost/given up first

job

14% 21%

Looking for first

job

1% 4.5

Irish CSO 2011

Skin Colour Matters in Ireland!

Trends

■ Emergence of racial stratification model as a critique of biological inferiority model in interpreting differential outcomes of people of colour

■ Fix the Individual - motivation, culture shock, belonging needs

■ There has been a gradual paradigm shift from segregation, to integration and now inclusion



Racial Stratification

■ It is a box

■ A system of structured inequality, where access to

scarce and desired resources is based on

ethnic/racial group membership.

■ It assigns roles and functions to individuals based on

their ethnic-racial group membership.

■ These assignments have both physical and social

consciousness consequences.

■ It has two primary components which appear to be

ubiquitous: ideological and structural.



Joseph 2015

Racial /Stratification in Action

Us

Like us

Almost like us

Them /Others

Distance from

the starting point

to attain the

same goals



3 story-lines ingroups employ to defend hierarchal social arrangements

1). Distancing from the marginalised group. Used to distance ourselves by categorising

people. E.g as immigrants, asylum seekers, Travellers, thus outsiders.

2). To share stories of a migrant deficit

3). Ingroups tend to share stories that present their practices as meritocratic.

A combination of these three storylines told by ingroups helps them remain complacent

about race despite immense inequality in society.



It's not fair! Experiment that shows how even monkeys go bananas over unequal pay

Here

https://www.youtube.com/watch?v=meiU6TxysCg

Inclusion

■ Inclusion is the idea that a person can participate and be in control of their life circumstances

■ New wave: treating a person the way they want to be treated

■ Inclusion in the workplace - barriers need to be removed in order to accomplish inclusivity. Acceptance and respect of difference are key components

■ Inclusion can be problematic as it seems premised on the assumption that some have more access to which they are ‘including’ others.

■ Inclusive institutions engage diverse groups, are learning centered, value different perspectives, incorporate the views and needs of diverse communities into their processes, are diverse at all levels and value difference.



Who is at your table…? Who is welcome there…?

Who stays…? Who grows…?

Time to make room at the table?

■ There’s always room at the table.

■ What Does That Mean?

■ We move over and make room.

■ Sometimes we have to give things we

need ourselves

■ We mentor and sponsor

■ #Add1 or #Add1more

■ Monitor your pipeline

■ Be reflective of the true Ireland

■ Inequality is not a myth!



Me making room - Black Studies Students

Placing

Black

students

in the

middle of

their

education!

#The Natural Hair Movement



Conclusion

■ Diversity and Inclusivity is what we do.#1 Attitude To Difference

• Tolerance • Recognition/Respect • Acceptance

#2 Race consciousness required in the workplace

#3 Exercising nonanti-racist judgement

■ When we focus on difference we judge because we treat

difference as hierarchal. Sameness unifies, it bonds. When

we talk of access and inclusivity, it is a person. It is you, it

is me, it is us. We are access, we are inclusivity.

For more information, visit www.iabs.ie

http://www.iabs.ie/

Any Questions?

Thank You

Dr Ebun Joseph Director Institute of Antiracism and Black Studies

RCSI Career Development Consultant, Author, and Life Coach

[email protected]

@ebunjoseph1

LCOI, 40

FCOI (Ethics), 8.5

FCOI (Compliance),

35.5

CFCPP, 11.5

CDPO, 11.5

EthicsSoft Skills

AML

SEAR

Financial Crime

GDPR

Governance

Fitness & Probity

Data Protection

Culture

Compliance

Pensions

We held three 90-minute consultation workshops representing a cross-section of ACOI membership

• long-serving ACOI members (primarily financial services sector)• new / recently joined members • non-financial sectors members

Feedback Themes

Be visible

Communicate

Education

Engage

Enhance access

Facilitate connection

Global

Modernise

Partnerships

Promote the brand

Social & Connected

Kingsley Aikins Eimear Barry Mark Sweeney

Geraldine Lawlor James Meagher Maureen Stanley

Sylvia CroninDr Ebun Joseph

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