Intentional Leadership A Problem-Oriented Leadership Learning Opportunity 1. Kendall L. Stewart, MD, MBA, DLFAPA January 25, 2013 Discussion Draft. 1 This presentation will produce some energizing discomfort when you realize you are responsible
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Kendall L. Stewart, MD, MBA, DLFAPA
January 25, 2013 Discussion Draft
1This presentation will produce some energizing discomfort when you realize you are responsible
for most of the paralyzing discomfort in your professional life.
We are to blame for most of the stress in our professional lives because we are leading impulsively instead of intentionally.
1I have never had a leader tell me, “I’m stressed and it’s my fault.”
2But it almost always is.
1Let me begin with a typical story a colleague told me about a physician leader trashing me.
1You would not be doing any of these things intentionally, right?
2And all of these unpleasant emotions and behaviors are subjecting you to avoidable stress.
3This presentation will show you how to minimize that stress.
1Most leaders prefer to tolerate the level of stress with which they have become “comfortable” instead
of experiencing the discomfort of decreasing the stress in their professional lives. Go figure.
1Anatomical, neurochemical, electrical and molecular processes notwithstanding, this cascade reflects
our current understanding of how the impulsive leader’s mind works.
1When a person you don’t admire, one who does not share your goals and who does not have your best
interests at heart criticizes you, why would you allow that to upset you?
1This process is not “natural,” and few leaders will be sufficiently motivated to change.
2And one can only hope to become more intentional and less impulsive.
1Here are some of the mistaken beliefs—cognitive distortions—that control impulsive leaders.
1People commonly believe that stress is bad and that it is killing us.
2The truth is, the lack of stress is killing us.
1Your sensitivities are directly related to the source of your self-esteem.
2If your self-esteem is based mostly on what others think, you will be very sensitive.
1Re-read Chapter 2 in “A Portable Mentor for Organizational Leaders.”
2“Just because you feel that way does not mean I have to feel that way too!”
1Humor is an effective pause button when leaders become aroused.
1When you are initially engaged in becoming more intentional, you simply cannot trust your feelings.
2This is intensely uncomfortable for those who have succeeded as impulsive leaders.
1I have a certain reputation for confronting others.
2A colleague sent an emotional email, then apologized.
3Confrontation would have been counterproductive.
1Only a few leaders will invest the time and energy to become more intentional.
2Most will conclude that being an impulsive leader is working just fine for them.
Safety Quality Service Relationships Performance