"Failing Fast: Developing Resiliency" by Dr. Keith Pigues
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Transcript of "Failing Fast: Developing Resiliency" by Dr. Keith Pigues
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“For every failure, there’s an alternative course of
action. You just have to find it. When you come
to a road block, take a detour.”
– Mary Kay Ash
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Failing Fast - Developing Resiliency
Objectives:
- Explore professional failures or disruptions and their impact on effective leadership
- Examine common leadership failures or disruptions and skills to use “failure as fuel”
- Develop a personalized plan to improve transformational leadership abilities and innovation
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Please stand if you’ve experienced failure or a
disruption in your ideal plan or outcome for a work
assignment, project, or in a management/leadership
responsibility.
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Failures or disruptions in my professional career are:
a. Goodb. Bad
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“Grownups, in attempting to build “self-esteem” by rewarding every kid a trophy,
diminish the hard work and natural talents of the kids who actually deserve them.
… confidence comes only when you develop your talents with hard work, along lines of
excellence, whether those talents are hitting a ball, sketching a landscape, or hiking an
arduous trail.”
- J.D. Mullane
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s
✔ Set direction
✔ Align people and resources
✔Motivate and inspire
Opportunities for failure or disruption???
Innovation requires effective leadership
“What Leaders Really Do”, John P. Kotter
Managers Deal with Complexity ~ Leaders Cope with Change
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sDissecting a Failure or Disruption
Organize yourselves into groups of five.
• Select and describe a professional failure
• What caused the failure?
• Did you recover? How?
• What did you learn?
• How did you (or will you) apply the lesson later?
(15 Minutes)9
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The 10 Most Common Failures of Bad Leaders
After scrutinizing 360-degree feedback data on over 11,000 leaders and evaluating the 10% considered least effective, (Jenger and Folkman) found the 10 Most Common Leadership Shortcomings.
Harvard Business Review, June 2009
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Which leadership failures are you most likely to experience?
Jenger and Folkman, Harvard Business Review, June 200911
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sWhen Failure Impacts Home Life
How to address failure with your home team?
– To share or not to share…
– Managing stress and relationships
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Embrace mistakes—or at least don’t drown in perfectionism.
The Gifts of Imperfection: Let Go of Who You Think You're Supposed to Be and Embrace Who You Areby Brene Brown (Author)
http://www.ted.com/talks/brene_brown_on_vulnerability.html
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sYour Support Team
Leadership and failure can be lonely, but they don’t have to be.
• Identify a small group of trusted advisors to engage before,
during and after…
– More experienced advisor to guide (inside your organization)
– An advisor with wisdom and an outside perspective
– A trusted friend who will tell you the “truth” about your behaviors
• Participate in formal leadership development
– Educational Program
– Organizations outside of office (Not-for-Profit Organization)
• Seek feedback regularly and act on it
– Formal (360 Degree Feedback
– Informal (Employees, Peers, Manager, Others)
(15 Minutes) 13
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sDeveloping Your Plan for Improvement
Consider a current assignment, project or leadership role.
• How will you exhibit effective leadership?
– Which of the three areas represents greatest opportunity?
• Which of the 10 Common Leadership Failures are “watch outs” for you?
– What is your plan of action to address these areas?
• What is your favorite escape to recover, replenish and regain
perspective?
• Build or refine your Support Team
– What changes or additions are needed?
– When will you formalize the team?
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(15 Minutes)
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Discussion
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