LEADERSHIP AND CHARACTER (2)

8/7/2019 LEADERSHIP AND CHARACTER (2)

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CHARACTER

The aggregate of features and traits that

form the individual nature of some

person or thing.

Character indispensable to leadership.

Character is to leadership as hydrogen

is to water

In short, good leadership proceeds fromgood character. Example: Mahatma

Gandhi.


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LEADERSHIPLEADERSHIP

The ability to influence people to work

enthusiastically towards a common goal.

The ability to influence people to work

enthusiastically towards a common goal.


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LEADERSHIP AND CHARACTER

Leadership is a combination of

strategy and character. If you must be

without one, be without the strategy.


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Dimensions of Character

Core Values

No compromise between people and

profits Authenticity

Managing away bad habits

Trust

Resilience


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Core Values

Humility

Will (fierce resolve to achieve anything)

Level 5 Leadership = Humility + Will Example: Darwin Smith

.


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Humility

Humility means being authentic and

without pretense or arrogance.

H

umility is not thinking less of yourselfbut it is thinking of yourself less.


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No Compromise

LeadersLeaders ofHCHP firms refuse to choosebetween people and profits.

True commitment is a vision. It is a

dedication to growing, stretching andcontinuously improving.

How these leaders are able to do whatothers find impossible to do?

Strategies: Trust

People engagement


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Strategies and Examples

Focused agenda

Build collective leadership

Examples: Max Debree ofHerman

Miller, Jorma Ollila of Nokia, Allan

Leighton of Royal Mail Group, Leif

Johansson of Volvo.


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Authenticity

Dont imitate but innovate. Example:

Amgen CEO Kevin Sharer.

Characteristics of authentic leaders:

Passion for purpose

Consistency

Lead with head and heart

Establish long term meaningful

relationships.


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Examples

Novartis chairman and CEO, Daniel

Vasella.

Azim Premji, Narayana Murthy, Ratan

Tata.


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Managing away bad habits

What are these bad habits?

The Hero

The Meritocrat The Bulldozer

The Pessimist

The Rebel The Home Run Hitter


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The Six behavior patterns

Hero: Always pushes himself but creates

a feeling of insecurity among other

subordinates.

Meritocrat: Believes world is a fair

market, looks at the objectivity.

Bulldozer: Believes world is a hostile

place. Pessimist: sees the downside in any

change.


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The Six behavior patterns

Rebel: asks inappropriate questions in

meetings and mocks at the motives

behind any change.

Home Run Hitter: focuses on things that

are too big too soon.


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Trust

Measure of quality of arelation

Expectation and

confidence in one person,group or organization


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High Trust

Productive

Motivating

Supportive

Comfortable

Low trust

Unproductive

Threatening

Stressful

Tense

Work Environment


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Model for Trust

Predicting if a person will trust of distrust

Identifying relationships

Diagnose root cause Methods to improve


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Model for Trust

DecisionMakerFactors

Risk Tolerance

Level of Adjustment

Relative Power

Situationalfactors

Security

Similarity

Alignment of interest

Benevolent concern

Capability

Predictability and concern

Level of communication


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Resilience

Positive capacity of people to cope up

with stress and adversity

Ability to bounce back to normal state


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Characteristics for Resilience

Acceptance of Reality

Strong Beliefs

Ability to Improvise


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Acceptance of Reality

Optimism

Preparedness


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Strong Beliefs

Searching for meaning

Value system


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Ability to Improvise

Ability to make do withwhatever is in hand

Imagining possibilities


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Bouncing Back from Adversity

Causeorientedthinking

Control

Identifying factors thatcaused crisis

Impact

Did I cause theadverse event or

external event

Responseorientedthinking

Identifying features ofthe situation that can

be improved

Positive effects of ouractions


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Cause

orientedthinking

BreadthIs underlying cause

specific or widespread

Duration

How long crisis willlast

Response

orientedthinking

How can we containthe negatives

What can we do toaddress the problemnow


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Building Character

The aggregate features and traits that

form the individual nature of a person

End of Education is Character


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Building Character

Ethical Moments

Defining moments.

Transformative Experience


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Transformative Experience

Experiences that shape leaders

Experience through which an individual comes

to a new or an altered sense of identity

Examine their values, question theirassumption, hone their judgments

Clearer sense of personal strength and

capabilities

Emerge out stronger, more engaged and morecommitted than ever.


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Who am I

Defining moments of an Individual

Personal identity

Conflicting feelings

y What feelings and intuitions are coming intoconflict in this situation

Deeply rooted valuesy Which values are more rooted in my life

Shrewdness and expediencyy To implement personal understanding of what is

right


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Who are We

Defining moment of a group

Point of viewy What are the other strong, persuasive

interpretations of the ethics of this situation Influencing behavior

y What point of view is most likely to win andinfluence the thinking and behavior of otherpeople

Processy Have I put a process that can make my

interpretations win in the group


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Who is the company

Personal and organizational strengthy Have I done all to secure my position and

the strength of the organization

Role of organization in societyy Role of organization in society and

relationship to stockholders

From vision to reality

y What combination of shrewdness, creativityand tenacity will help me transform my visionto reality.

LEADERSHIP AND CHARACTER (2)

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