The Art of Inspired Leadership Leading from Within

The Art of Inspired Leadership

THE CULTURE WE CREATE CAN TRANSFORM ORGANIZATIONS,

MOVE OUR FIELD, AND IMPROVE CLIENT CARE

Leading from Within

Miles Adcox, MS CEO Onsite www.onsiteworkshops.com 800-341-7432 © Onsite Workshops Outline

• How to create and thrive in an inspired culture • Why we are losing young leaders to other industries • How to train, inspire, and mentor leaders while recruiting new talent into the field • Learn to lead from within and model/mentor personal and professional balance • The impact of compassion fatigue and burnout

• A process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task

Inspired Leadership

• We build leadership by building worth.

• Worth is the foundation underneath the building blocks necessary for leadership. • Confidence / Integrity / Communication / Trust © Onsite Workshops • Leadership is not your title or the number of your direct reports. • A leader is anyone who holds himself or herself responsible for finding potential in people and processes. • The source of a leader’s moral courage is vulnerability. • Boundaries are prerequisites of vulnerability. • Vulnerability is asking for help / standing in front of people and sharing your struggle / admitting when you did something wrong at work / taking emotional risks by opening yourself up to emotional exposure / being human, being in relationship with other people / building trust and intimacy. • Disengagement is the underlying problem in families, schools, communities, and businesses. • We disengage when the people leading us aren’t living up to their end of the contract. Politics is an example of this hypocrisy. • Any time leaders engage in behavior that is counter to their purported mission or vision, we disengage. • At work we disengage when we’re not seen as people, but just our work product. • The space between where we are standing and where we want to be is where we lose people. Narrow that space. © Onsite Workshops Two Challenges

• Most all pathology (self-defeating / self-destructive, persistent, resistant to change behavior) is rooted in emotional trauma.

• Secondary trauma is commonly referred to as "the stress resulting from helping or wanting to help a traumatized or suffering person.” 1 • Vicarious trauma is the term used to describe the "cumulative transformative effect of working with survivors of traumatic life events.” 2

2000/2001 to Present - Generation Z

1980-2000 - Millennials / Generation Y

1965-1979 - Generation X

1946-1964 - Baby Boomers

“I define connection as the energy that exists between people when they feel seen, heard, and valued; when they can give and receive without judgment; and when they derive sustenance and strength from the relationship.” Brené Brown

• Strategy is the game plan. What do we want to achieve and how are we going to get there? • Culture is less about what we want to achieve and more about who we are. • Culture is, according to Steele and Kennedy, “the way we do things around here!” 3 • Which is more important: Culture or Strategy?

Instead of creating a culture that supports individuals to go to work to see what they can get from it, create a culture that supports employees to go to work to see what they can give to it.

• Resists going backwards, away from optimum • One foot exercise • “Self-righting”, self improving, optimum motivated (golf, tennis, basketball with better or worse) • Phelps world records during Olympics

The Advantage by Lencioni

The Advantage: Why Organizational Health Trumps Everything Else in Business

6 critical questions to give employees the clarity they need to become healthy: 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important right now? 6. Who must do what? See Reference 4, © Onsite Workshops Getting out of the box and moving clients and staff by cultivating creative influence into the change process

Integrating and using inspiration across all models of management

Motivation and Inspiration: The Power of the Difference "How do you define motivation and inspiration? What is motivation and why does it seem to be so elusive on my team, with my clients, and in my life? I want more motivation, results, energy, and commitment. I want everyone to be self- motivated NOW!”

That's the “cry” I often hear from frustrated leaders who want and need more from their team.

• To motivate: to provide with an incentive; to move to action; impel • That sounds good. It's what you're after, right? • Bottom-line: you want people to take more action, so you can get more results, faster. Motivation is good…but consider the possibility of inspiration.

• To inspire: to stimulate to action; to affect or guide; to stimulate energies, ideals or reverence • Can you see the subtle, but big difference between how we define motivation and inspiration?

Merriam-Webster defines inspiration6 as: • a divine influence or action on a person believed to qualify him or her to receive and communicate a sacred revelation • to produce or arouse (a feeling, thought, etc.); to inspire confidence in others. • divine guidance or influence exerted directly on a human mind or soul • the action or power of moving the intellect and emotions towards positive action

inspiration. (n.d.). Dictionary and Thesaurus – Merriam-Webster Online. Retrieved September 4, 2012, from http://www.merriam-webster.com/dictionary/inspiriation

• Motivation is better than being apathetic, but it sometimes requires a lot of pushing and prodding from you, the leader.

• Inspiration on the other hand involves more of your guidance. When you're focused on inspiration, you're activating the persons desire to act, which is less labor intensive and longer-lasting.

I believe that when people truly want to do something, as a result of their interactions with you, you have now stepped into the realm of inspiration. In inspiration you're guiding not forcing and prodding, NOW you're leading!

As we define motivation and inspiration, I include this slight play on words and focus on inspiration, but the difference between motivation and inspiration means a big performance difference.

• Redmond first broke the British record for the 400 meters in 1985 with a run of 44.82 seconds. Redmond was a member of teams which won the 4x400 meters relay gold medal at both the European Championships and Commonwealth Games. The following year, he was on the team which won the 4x400 meters relay silver medal at the World Championships. • At the 1991 World Championship Redmond was a member of the British team that shocked the athletics world by beating the much-favored American team into second place to claim the gold medal in the 4x400 meters relay. Redmond ran the second leg in the final and, together with team-mates Roger Black, John Regis and Kriss Akabusi, ran what was then the second-fastest 4x400 meters relay in history. • Injuries consistently interrupted Redmond's career. At the 1988 Olympics in Seoul, he pulled out of the opening round of the 400 meters 90 seconds before his heat was due because of an injury to his Achilles. Before the 1992 Summer Olympics, he had undergone eight operations due to injuries.7 • VIDEO

• Tony Hsieh is the founder and CEO of Zappos developed an amazing culture at Zappos. His book, Delivering Happiness: A Path to Profits, Passion, and Purpose, describes how delivering happiness became their purpose. Happy employees make happy customers.

• Emotionally healthy leaders make emotionally healthy employees and emotionally healthy employees make emotionally healthy clients / patients.

• Leadership Groups

Why? (motivation)

How? (process) What? (product)

• Emotional Intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of others, and of groups.

• Social Intelligence vs. Cognitive

• 2 degree shift in perspective

“To be inspired is to be heard.”

“What people really need is a good listening to.” - Mary Lou Casey 1. Listening exercise: find a partner and sit across from. Person 1 share in 30 seconds something you would like to do more of, less of, and something that needs to change / Person 2 : Your job is to interrupt them with advice and Suggestions on what they need to do to fix it

2. Mirror back in one…paragraph

3. …statement

4. …word

1. Figley, C.R. (Ed.) (1995). Compassion Fatigue: Secondary Traumatic Stress Disorders from Treating the Traumatized. New York: Brunner/Mazel, p.7. 2. Transforming the Pain: A Workbook on Vicarious Trauma, Saakvitne, Pearlman and Staff of TSI/CAAP (Norton, 1996) 3. Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000, p. 4. 4. The Advantage: Why Organizational Health Trumps Everything Else In Business by Patrick M. Lencioni (Mar 13, 2012). 5. http://www.pricelessprofessional.com/define-motivation-and-inspiration.html 6. inspiration. 2011. In Merriam-Webster.com. Retrieved January 15, 2013, from http://www.merriam-webster.com/dictionary/inspiration 7. Wikipedia: The free encyclopedia. (2004, July 22). FL: Wikimedia Foundation, Inc. Retrieved January 15, 2013, from http://en.wikipedia.org/wiki/Derek_Redmond. 8. http://www.youtube.com/watch?v=kZlXWp6vFdE 9. Sinek, Simon (2009). Start With Why: How Great Leaders Inspire Everyone to Take Action. Penguin. 10. http://www.youtube.com/watch?v=-OBgdoAmuwI