Power Intelligence: the new rules
Power is at the heart of leadership. Yet, it’s hard to get right. The failure rate of leaders shows how difficult it is to get right: half the leaders promoted to the highest levels of power fail within two years. The “shadow side” of power is proven by recent research in social psychology: those with more status and power act with greater confidence, are less concerned with feedback, and have less empathy towards others. Yet some of these things also make for great leadership. How can we use power well without getting seduced by its corrupting influence? This lecture presents a new way of thinking of power. Like emotional and social intelligence, we need a ‘power intelligence,’ a core leadership competency for using power to create positive, healthy, and thriving organizations and communities.
Humanizing the conversations about performance
Work in progress.
Paradigm shift in leadership: towards authenticity and self-awareness
Work in progress.
Participants are engaged into a dialog about the sources of personal power or authority - beyond title, hierarchical position or income. After having shared my perspective on the topic, we will embark on a deep democracy-inspired practical exercise. The goal is to increase our own power and interpersonal leadership skills to deal with highly difficult business situations. Which in turn, enhances our resilience in emotional moments during intense change management processes.
Deep Democracy was developed by Dr. Arnold Mindell, a physicist and psychotherapist, based in Portland, USA. It is a change management paradigm to accelerate social change by increasing process awareness.
The workshop is useful for managers, OD consultants change managers, learning & developments experts, coaches and trainers. The paradigm puts a major emphasis on the development of the inner self, which is called ‚inner work’.
Sources of personal power: invitation for a deep democracy dialogue
Power of relationships in business: improving the quality of interactions
Competition and interdependence are governing our relationships in the business more than anything else. It´s not unusual that we have to compete against the same persons we depend on. This fact is continually challenging our ability to relate. Competition forces us to use our power and influence to reach our goals. Dependency is limiting our power and forces us to open up and collaborate.
We all know how difficult it is to talk in public about relationships. This is nearly a no go. The fear of loss of face is immediately appearing when the discussion starts to go in this direction. The public space in organizations is characterized by behaving businesslike, speaking about facts, having emotions under control and performing. And indeed there are good reasons for this consensus. Nevertheless let´s talk about it: What would it mean to acknowledge our interconnectedness even more? Are there awareness skills that may help us in dealing with relationship processes in the here and now?
Performance management is a complex affair. It consists of many parts and requires some skills. If we approach it with the “right mindset” we can make it work to a great benefit. But what is the “right mindset”?
In this workshop we will explore how we can use ourselves (and what we experience) as a resource to navigate complex situations and facilitate interactions; how our ability to reflect can help us grow personally, create better relationships and help the team or organization to grow.
I will share a few ideas to question the notion of neutrality and to invite the discussion. Then we will experience in short reflections how we can go beyond neutrality, grow in our resilience and fluidity as aspects of emotional intelligence.
Self-reflection as a growth accelerator
"Different is good": increasingly there is awareness that many teams and organisations perform best when their members boast diverse identities (including gender, age, race and ethnicity, sexual orientation, disability…) and levels of experience and when this diversity is actively welcomed and included rather than just tolerated or suppressed.
According to studies carried out by Scott E. Page, Professor of Complex Systems and Economics at the University of Michigan, teams characterized by diversity possess different ways of seeing problems and will use different routes to arrive at possible solutions. From this perspective the more complex the decision, the more worthwhile it is to tap into diversity to find a creative pathway forwards.
Yet what does this mean in practice and what about the difficulties that come along with diversity? In this talk we will look at the challenges of harnessing the power of diversity and how the principles of ‘deep democracy’, an underlying principle of processwork can assist in this.
Power of diversity: harnessing the diversity processes in the organizations & enhancing its performance