Leadership development

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Psychologist and author Mihaly Csikszentmihalyi has spent his career researching what have  been called “optimal experiences” that are described as having feelings of deep concentration and enjoyment. Studying the activities of tens of thousands of individuals from all walks of life, from all over the world, Csikszentmihalyi has developed an understanding of this phenomenon he calls “Flow”. This Flow state explains why some folks get enjoyment out of life and work, while others experience drudgery.

We all experience Flow from time to time, but it is those that seem to have figured out how to constantly find Flow that led Csikszentmihalyi to believe that there was something more here. That there had to be something common in these Flow experiences.

Understanding Flow (How Your Finding Your Sweet Spot Generates Flow)

Very simply put, Flow has been described best by athletes as being “in the zone”. We have all witnessed the athlete who has been “unconscious” as they played, not missing a shot or always with their head in the game. But Flow isn’t just something that athlete’s are able to experience. Based on the research that Csikszentmihalyi and others did over decades, Flow is something that we all have the opportunity to experience. In fact, many every day activities have the potential to become flow experiences.

According to Csikszentmihalyi, Flow experiences have certain characteristics.

The Goals for The Activity Are Clear: There is no ambiguity about the task at hand. What we hope to accomplish is very clear in our minds.

Feedback is Immediate: As we are performing the activity the feedback on our performance (what we are doing and how well) is instantaneous. We don’t have to wait for feedback, allowing us to promptly make corrections as we go and to continue with the activity.

There is a Balance between Skill and Challenge: We are able to perform at our best when our skills are equally matched with the task at hand.

Concentration Deepens: We are able to focus exclusively on the activity in which we are involved to the point that we are able to block out everything else around us.

Being In The Present Matters Most: As our concentration deepens and we focus exclusively on the task at hand any cares or worries about the future or past fall away as we live in the moment.

Our Sense of Time Is Altered:  The passage of time doesn’t seem to matter as we are so focused on the activity that hours can pass in what seems like minutes.

Failure is Not A Worry: When we are so deeply engrossed in an activity and everything seems “right with the world” we know, just know, that we are at our best and we can’t fail. This leads us to higher performance and growth because the fear of failure has diminished.

Ego is Put Aside: We are so deeply involved that we “lose ourselves” in the activity. The performance of the task becomes the most important thing, not how we are viewed by others.

As we have discussed in our earlier posts about the Finding Your Sweet Spot, this list of the characteristics of Flow are cultivated from the intersection of passion and your natural skill.

How sweet it is to find your Sweet Spot and get your Flow at the same time!

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Continuing with our discussion on Finding Your Leadership Sweet Spot.

As I discussed in my last post, your leadership sweet spot occurs at the confluence of the factors that intersect when you are at your best as a leader. The sweet spot is that moment in sports when effort and talent combine perfectly to produce smooth and successful execution. When baseball’s best hitters find the sweet spot, they can make the hardest task in sports look easy!

How can leaders find their sweet spots?   I talked about asking yourself two questions.  What am I passionate about?  What am I really good at?  This intersection is the first step in find your sweet spot.

Now I would like to dig a bit deeper into how we at Glowan are helping leaders at all levels find their sweet spots.

Thousands of studies have attempted to determine the perfect mix of leadership styles, skills, and personality traits that define great leaders.  While many leadership approaches have been derived from this research, most offer a “one-size fits all” prescription of skills, competencies, strengths or models.  Far too often, this cure-all approach neglects to take the individual into account, delivering disappointing results.  With this in mind we developed an approach to leadership development that works from the inside out.  Each individual begins by exploring their personal passions and unique skills in order to first find their personal leadership sweet spot.

This journey begins with assessing personal style and strengths, receiving 360 feedback/feedforward data  from colleagues, stakeholders, customers and direct reports concerning their leadership and behaviors across three key domains, L1 Total Life Leadership, L2 Creating Collaborative Advantage, and L3 Cultivating The Best Place To Work.

This is what we call Finding Your Leadership Sweet Spot.  A spot that is leveraged from an individual’s ability to lead “self” well with high levels of emotional intelligence-(L1), “lead with others” building collaborative advantage (L2), and then, ” lead others”,  co-creating a culture of high performance where everyone can do their best (L3), and have the opportunity to find their own sweet spot.

How sweet is that! And it is as easy as 1-2-3!

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The Challenge to be a Mindful Leader is pervasive in the global business environment

In response to this challenge thought leadership has given birth to a new catch phrase that is starting to become more prevalent is today’s business  leadership community, the phrase  is Mindful Leadership.

The essence of Mindful Leadership is to take time to reflect, allow your mind to quiet, focus on a specific topic and be fully present in everything you do.   This is more important than ever in our increasingly fast paced world where it never seems like we have enough time to get done with our task list let alone take time away to think about the future and reflect on the past.

Everyone involved in a leadership role struggles with the question of balance and how to get today’s tasks done while also thinking about the future.

Harvard Business School professor William George is fusing Western understanding about leadership with Eastern wisdom about the mind to develop leaders who are self-aware and self-compassionate

His work includes these key concepts:

• People who are mindful—fully present and aware—can become more effective leaders.

• Leaders with low emotional intelligence often lack self-awareness and self-compassion, which can lead to a lack of self-regulation.

• Authenticity is developed by becoming more self-aware and having compassion for oneself, and then offering it to others

• When have peer group support is available for leaders it provides nonjudgmental feedback in order to recognize blind spots, accept shortcomings, and gain confidence.

As leaders in an organization, you are charged with the responsibility of creating environments in which our employees are nurtured and energized, your business innovates and flourishes, your customers are engaged partners and the relationship with your consumers/clients is built on a foundation of mutual trust and satisfaction.

This is quite a complex assignment in a world and global economy that measures time in internet seconds, conceives of the past as the most reliable tool for analyzing and assessing how to proceed into the future, is increasingly interdependent and relational, and dedicates little or no time toward the development of mindfullness of its leaders.

This is the first of a two part post on Mindful Leadership. The second part will focus on ways you can bring more mindfulness to your daily leadership responsibilities.

At Glowan we are interested in hearing from you about the ways you are mindful in your practice of leadership.

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I have been working with a small team of leaders who are trying to create needed change in the structure of their organization. While working with this group of three leaders over the course of a few weeks we were able to create a simple template building a case for change.  Here are the five key elements we are experimenting with.

Key Elements of a Case for Change

1. What is the business context for the change. What is currently happening (i.e., organizational conditions and circumstances) that merits attention and drives the need for change.

2. How are w currently viewing the problem or opportunity. That aspect of the current situation which calls for change.

3. What are the implications associated with the change. The logical (or feared) consequence of not addressing the problem or opportunity.

4. What is the desired future state. What doe the future look like if the change is implemented?

5. What are the benefits. The specific advantages or gains that will result from achieving the desired future state.

What else should we consider here?

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