level three leadership 3rd edition

Level Three Leadership3rd Edition,PowerPoint Lecture NotesJames G. Clawson,Chapter 7,Leaders need a general, broadly applicable, four wheel drive “vehicle” to help them understanding human behavior. REB provides such a model.Events are what happen around uswe may or not perceive them “accurately.”VABEs or MEMEs, the way we believe the world is or should be. Compare to what we see in the world around us. This is same as the WANT-GOT model of problem identification: what we want is our VABEs. What weve got is “reality” as we see it.,The collision between what we see and what we want forms our conclusions or our judgments about the nature of the world around us.While we do have “primal feelings” based on the functions of the amygdale, we also have meme or VABE based feelingsif the world doesnt match our wants, we become angry, depressed or fearful. We filter our behavior (Level One) with what we think we should be able to expresshence theres always a gap between (for most of us) Level Two and Level One. This is the basis for deception, manipulation, and living ouside-in.,VABEs form like limestone caverns, one drip or experience at a time, (when Im wet, will I be made dry) and the ones that repeat, tend to create our VABEswhich we then use to judge the world. We all “jump” to conclusions based on our VABEs. BLINK and Malcolm Gladwell for example.One of the most dangerous VABEs is “Im right and youre wrong.” Its what makes all the conflict in the world.Humans can also observe their own behavior and therefore can make judgments about themselvesthe basis for self concept and self esteem.,Self concept consists of Ideal Self (what we want, VABEs about self), Self Image (what weve got, perceptions about self), and the gap between the two. Just like the Problem solving model. We all want to think well of ourselves. The basic human drive. Abused children will form multiple personalities in order to accomplish this. The basis of excuses and “rationalizing.”We develop elaborate defense mechanisms to protect our self concepts. (List from the text.)So the REB model is like an equation with one missing variable, VABEs. Its not events that affect us, rather the view that we take of those eventsas colored by our VABEs.,Since people behave their VABEs (can ONLY behave their VABEs) we can observe and backfill to the missing variable: what must he or she believe in order to behave like that? The VABE is the missing variable.If people wont change their VABEs, their behavior will not change. Leaders need to understand this. Many do intuitively. Religious leaders. Political leaders. Many business leaders ignore thisfocus just on rewards as if the only VABE people had was making more money. (more on this in the chapter on resonance).,Chapter 8,Clarifying Your Center: In the martial arts, we try to protect our center of gravity so we cant be thrown or lose our balance. In leadership, one must be clear on what you will and wont do. The Milgram studies proved that the majority of average Americans will flip electric switches up to 400 volts when encouraged to do so by a person in a white lab coat. If volunteers threatened to shoot the deserters, would they really do it? Would any of you? (Dont really ask this, it can be embarassing.) Chamberlain was clear on his ethical centerhe said he wouldnt shoot them, but maybe someone else would, but not him. Are you all equally clear on what youll do and not do when the situation, including direct orders from your boss, allows you to do so?,Colonel Joshua Lawrence Chamberlain from the movie “Gettysburg” - If volunteers threatened to shoot the deserters, would they really do it? Would any of you? (Dont really ask this, it can be embarassing.) Chamberlain was clear on his ethical centerhe said he wouldnt shoot them, but maybe someone else would, but not him. Are you all equally clear on what youll do and not do when the situation, including direct orders from your boss, allows you to do so?,Clarifying whats possible: Chamberlains study of history, oddly, prepared him perfectly for this momenthe was able to see in the sweep of history how unusual this war was“were an army going out to set other men free.” So although he wasnt trained in military tactics, he was prepared to define the purpose of their efforts. That vision (see the chapter on Charters) was critical to their making voluntary choicesand constituted a Level Three approach.,Clarifying what others have to contribute: Chamberlain: This regiment was formed last summer in Maine. There were a thousand of us then. There are less than three hundred of us now. All of us volunteered to fight for the union, just as you did. Some came mainly because we were bored at home - thought this looked like it might be fun. Some came because we were ashamed not to. Many of us came because it was the right thing to do. And all of us have seen men die.This is a different kind of army. If you look back through history, you will see men fighting for pay, for women, for some other kind of loot. They fight for land, power, because a king leads them or - or just because they like killing. But we are here for something new. This has not happened much in the history of the world. We are an army out to set other men free.America should be free ground - all of it. Not divided by a line between slave state and free - all the way, from here to the Pacific Ocean. No man has to bow. No man born to royalty. Here, we judge you by what you do, not by who your father was. Here, you can be something. Here, is the place to build a home.But its not the land. Theres always more land.Its the idea that we all have value - you and me.,What were fighting for, in the end, were fighting for each other.Sorry, I didnt mean to preach. You, you go ahead. You talk for awhile. If you - If you choose to join us, you want your muskets back, you can have em. Nothing more will be said by anybody anywhere. If you choose not to join us, well you can come along under guard, and when this is all over I will do what I can to see you get a fair treatment. But for now, were moving out.Gentlemen, I think if we lose this fight, we lose the war. So if you choose to join us, Ill be personally very grateful.Chamberlain didnt see the deserters as vermin, rather as potential soldiers that he needed. His ability to see the glass half full helped him influence them in a positive way. “We need you no doubt of that.” This comment is reminiscent of Kennedys famous statement, “ask not what your country can do for you, ask what you can do for your country.” The underlying message of course is that you have value and we need that. That unspoken message helps people feel good about themselves and energizes their commitments.,Supporting other so they can contribute: Chamberlain was caught between a rock and a hard spot. His ability to think creatively out of that tight spot and reframe the situation allowed him to get a very different outcome than many others would haveand many participants get in the simulation. This often means redesigning the organization or several of its systems to reconfigure the situation to get people to engage. See the Hausser Foods chapter for example.,Relentlessness: Chamberlain was wounded twelve times during the war. Surviving that alone was a major feat. And despite his 70% casualty rate, he didnt give up, he carried on. Churchill of course said the same thing to the Britons during WWII: “never, never, never, give up.”Celebrating Progress: Chamberlain was chosen to lead the victory parade down Pennsylvania Avenue after the war, was made Brigadier General, and later president of Bowdoin College and elected twice governor of Maine.,Chapter 9,IntroductionIntelligence has long been though to be an important precursor to effective leadership. But some startling conclusions about the nature of intelligence have begun to emerge.,Not One Intelligence but Many: Gardners ResearchHarvard psychologist Howard Gardner: the kind of intelligence IQ tests judge is only one of many, all occurring in a single individual.Daniel Goleman: drew on Gardners work to demonstrate the existence of “multiple intelligences.”,Intellectual Intelligence (IQ)Intellectual intelligence (the kind measured by IQ tests) is largely inherited, but it can be developed through curiosity, disciplined study, and breadth of life experience.,Emotional Quotient (EQ)Emotional intelligence (EQ) is the ability to manage your own emotions. Neurological research on the amygdala has shown that emotions are actually crucial for making seemingly “rational” decisions, so EQ has importance beyond the emotional sphere. It can be broken down into three components:Recognizing your own emotions. Many people cannot recognize their own emotions for what they are. But conscious effort-stopping periodically to assess ones own feelings-can improve this ability markedly. Managing your emotions. Becoming aware of and being able to manage your own emotions will enhance your relationship with yourself and with others.,Productive self-talk out of emotional hijackings. Emotional hijackings, usually involving anger, fear or depression, involve a bypassing of conscious parts of the brain: sudden emotion without conscious thought. People with high EQ have learned how to “talk themselves down” from emotional hijackings.Common highjackings are ANGER, DEPRESSION and FEAR. Relate to the fear of rejection and the need to be included.,Social Quotient (SQ)Social Quotient involves the ability to recognize and manage the emotions in interpersonal relationships. It consists of three skills:Recognizing emotions in others. People do not often put their emotions explicitly into words, so this skill involves accurately reading nonverbal cues.Listening. Emotional information is also conveyed in peoples words, but to hear it the listener has to learn not to focus exclusively on the pragmatic content of the speech.,Empathy and caring. Once attunement to anothers emotional state is achieved, empathy-and the caring for anothers well-being that usually follows-can be