Becoming a Resonant Leader

1. Becoming a Resonant Leader Annie McKee, Ph.D. Founder Teleos Leadership Institute Adjunct Professor Graduate School of Education The University of Pennsylvania amckee@teleosleaders.com

2. The greatest change in human history?

3. This social revolution calls for a personal revolution.

4. Great leaders move us to find meaning in change.

9. Courage is rightly esteemed the first of human qualities... because it is the quality which guarantees all others. Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.

13. “What oxygen is to the lungs, such is hope to the meaning of life” ~ Emil Brunner

14. How can you move people past cynicism and resistance, to embrace the future with energy, creativity and optimism?

15. Who Helped Me?

16. Great Leaders • Are emotionally intelligent • Are complete human beings: • Mind, Body, Heart, and Spirit • Great leaders create resonance

17. Resonant leadership is common sense, not common practice.Why?

18. We operate on • false assumptions about what it means to be a great leader.

19. Being smart is good enough Your mood does not matter Great leaders are tough enough to take constant pressure EI Makes the difference Emotions are contagious No one can sustain constant sacrifice. You need renewal too! Leadership Myths and the Truth

20. Myth 1: Smart is Good Enough Intellectual Capability (IQ) Threshold Competencies Emotional Intelligence (EI) The Differentiating Factor Only one cognitive ability− pattern recognition −differentiated outstandingleaders 85-90% of the difference between outstanding andaverage leaders is linkedto Emotional Intelligence

21. We Feel before We Think

22. Social Awareness Self- Awareness Relationship Management EI Self- Management Emotional Intelligence Competencies • Empathy • Organizational Awareness • Service Orientation • Emotional Self-Awareness • Accurate Self-Assessment • Self-Confidence • Inspirational Leadership • Influence • Developing Others • Change Catalyst • Conflict Management • Teamwork and Collaboration • Emotional Self-Control • Transparency • Adaptability • Achievement • Initiative • Optimism

23. Social Awareness Self- Awareness Relationship Management EI Self- Management RESULTS

24. Conclusive Research: EI Matters • An analysis of more than 300 top-level executivesfrom fifteen global companies showed that six emotional competencies distinguished stars from the average: influence, team leadership, organizational awareness, self-confidence, achievement drive and leadership. • The primary causes of derailmentin executives involve deficits in three primary emotional competencies: difficulty in handling change, not being able to work well in a team and poor interpersonal relations. • Optimism leads to increased productivity. New sales managers who scored high on a test of “learned optimism” sold 37 percent more in their first two years than pessimists. Spencer, L. M., Jr. , & Spencer, S. (1993). Competence at work: Models for superior performance. New York: John Wiley and Sons. Center for Creative Leadership study: Leadership Quarterly, 10(2): 145-179. Consortium Benchmarking Study (2000). “Developing Leaders at All. Levels.” Seligman, M. E. P. (1990). Learned optimism. New York: Knopf.

25. Myth 2: Emotions Don’t Matter We feel before we think and emotions are contagious!

26. Resonance is contagious… and so is dissonance.

27. Positive Emotional Attractor Hope Joy Compassion Excitement and Challenge Calm Safe Growth and learning Love Respect Negative Emotional Attractor Fear Anger Resentment and jealousy Stress and anxiety Impatience Mistrust Compliance for performance Hate Disdain Emotion and Effectiveness

28. Dissonant Leaders are Dangerous

29. What do Toxic Bosses do to YOU?

30. Stop Being a Victim! The minute you become a victim you cease to be a leader.

31. Resonance or Dissonance: Your Choice

32. At My Personal Best

33. The wisdom of resonant leadership lies within you.

34. But Even the Best of Us… • …slip into dissonance. Despite our good intentions and talent, we become toxic, spreading dissent and resentment among our people. We make excuses, blame others, point to “Them” or “The Culture” as the cause… WHY?

35. Myth 3: Iron Man and Bionic Woman Over time and unchecked, the physical and emotional toll of leadership limits our ability to sustain high performance and resonance.

36. Crisis Responsibility Self-control Daily Threats Dissonance is the default

37. Power Stress and the Sacrifice Syndrome • Where am I?

38. Resonant Relationships Effective Leadership Mindfulness Hope Compassion Sacrifice Syndrome Renewal Crises Threats Sustainable, effective leadership Ineffective or Non-sustainable leadership Cycle of Sacrifice and Renewal

39. Mindfulness Awake, aware, attending and attuned – to ourselves, to other people and to the world around us. People who cultivate mindfulness have more cognitive flexibility, creativity and problem solving skills.What do you do daily to practice mindfulness?

40. Hope • Optimism • An image of a better and feasible future • The belief that we can make it happen “I steer my bark with hope in the head, leaving fear astern. My hopes indeed sometimes fail, but not oftener than the forebodings of the gloomy.” ~Thomas Jefferson

42. Mindfulness, Hope and Compassion • Live consciously. • Give people hope and show that you care… • They will follow you with enthusiasm and passion and will share the best of themselves with you, the team and the organization.

43. We are wired for hope and people like change.

44. BE THE CHANGE YOU WANT TO SEE Gandhi