Here are 3 questions I have about the opposite preference on this dichotomy: 1. For the intuitives - How do you know when to stop imagining possibilities and start focusing on concrete facts/details? 2. For the sensors - How do you allow yourself to see possibilities beyond just the present reality and facts? 3. For both - What strategies do you use to understand and appreciate the other perspective? Does this help provide some insight into managing the differences between sensing and intuition? Let me know if you have any other questions!

1. optimising your performance
key skills to
Intentional Leadership
in work and life
BDS Hons, ACMC, CSP
06 October 2011

2. Before we start

3. “There’s no growth in the
comfort zone and no
comfort in the growth
zone”
the challenge

4. Play
FULL TILT!

5. Summary
Notes
Group
Discussion
the logistics

6. the objectives
1. Unleashing your leadership potential to
better drive performance in work and life
2. Exploring the X-factor of Success
3. Leading Self and Others
4. Navigating Change
5. What do we commit to do moving forward?

7. What if ....
all you needed to know about
leadeRship
you leaRnt fRom home?

8. self-leadership insight
“Wisdom was not
at the top of the
graduate school
mountain,
but there in the
sand pile at
school.”
Robert Fulghum, Author

9. Transformational Leadership for Professional Women

10. A snapshot of changing
The world is
the business at
the beginning
Concept 2
of 2008...
Oceania 2009
Transform or Die Can’t do it like we used 13

11. Ref: Prigogene 1977
dissipative structures
Prigogene: Nobel Prize 1977
O P ”
E “ P
A T IV
S S I P
D I

12. Ref: Prigogene 1977
doing oRdinaRy well
to be extRaordinaRy

13. managing change
“Few really
welcome a
change
except for
wet babies.”

14. challenges in changing times
What is my
greatest
challenge
today?

15. What do I want from this
working session? Your outcomes

16. Your name & role Your achievement Your outcomes
Introducing ... 16

17. Understanding High What is the
Performance Teams X-factor?

18. Defining your success Get clear. Get help.

19. the leadership definition
Effective leadership
EXCITES people to
EXCEPTIONAL
PERFORMANCE
19

20. followers
Anyone you need to excite to deliver exceptional performance

21. If you want to build a ship, don’t summon
people to buy wood, prepare tools,
distribute jobs and organise the work …
… teach people the yearning for the wide,
boundless ocean
Antoine de Saint-Exupery, Author of The Little Prince

23. the suggestion
The Golden Circle
WHY?
HOW?
WHAT? ...WHAT IF?

24. the disney pattern

25. Dreamer
Realist
Critic
the disney pattern

26. Dreamer
the disney pattern

27. Realist
the disney pattern

28. Critic
the disney pattern

29. Mental Rehearsal
Disaster
NOW FUTURE

30. Mental Rehearsal
Success
NOW FUTURE

31. What if ... your future is compelling?
Present Situation Desired State

32. Gap analysis
Pathway to Desired State What stops you?

33. What Blocks & Stops? What resources needed?

34. The Human Condition We get in our own way!

35. The Human Condition: Paul Mitchell from Human Enterprise
The Human Condition Leading Self

36. self-leadership insight
“Wherever your heart is,
there lies your treasure”
Paulo Coelho, Lyricist & Novelist

37. Putting Values Into Action Reviewing your pre-work

38. 28 Values Values and Satisfaction
ALUESINTOACTIO
First Look
Others This exercise will help you look at your values from two viewpoints:
Work
Choices value satisfaction you want to maintain and value satisfaction you
Satisfaction want to increase.
Fold
Top 5
Co-
PERSONAL VALUES A + B =C Pre-work Others workers Work Choices
ACHIEVEMENT (attaining goals, sense of accomplishment)
ADVANCEMENT (progress, promotion)
ADVENTURE (new and challenging experiences, risk)
AFFECTION (love, caring, fondness)
COMPETITIVENESS (striving to win, being the best)
COOPERATION (collaboration, teamwork)
CREATIVITY (being imaginative, inventive, original)
ECONOMIC SECURITY (steady, adequate income)
FAME (renown, distinction)
FAMILY HAPPINESS (close relationships with family members)
FREEDOM (independence, autonomy, liberty)
FRIENDSHIP (close relationships with others, rapport)
HEALTH (physical and mental well-being)
HELPFULNESS (assisting others, improving society)
INNER HARMONY (being at peace with yourself and others, tranquility)
INTEGRITY (honesty, sincerity, standing up for beliefs)
INVOLVEMENT (participating with and including others, belonging)
LOYALTY (commitment, dedication, dependability)
ORDER (organized, structured, systematic)
PERSONAL DEVELOPMENT (learning, strengthening, realizing potential)
PLEASURE (fun, enjoyment, good times)
POWER (influence, importance, authority)
RECOGNITION (respect from others, acknowledgment, prestige)
RESPONSIBILITY (accountability, reliability)
SELF-RESPECT (belief in your own abilities, self-esteem)
SPIRITUALITY (faith, strong spiritual and/or religious beliefs)
WEALTH (abundance, getting rich)
WISDOM (discovering knowledge, insight, enlightenment)
Column A Column B
“How would I feel if my present satisfaction “How would I feel if my present satisfaction RATING
of this value was greatly reduced?” of this value was greatly increased?” SCALE
1 = It wouldn’t bother me 1 = It wouldn’t matter
2 = 2 =
3 = Moderately concerned 3 = Happy
4 = 4 =
Putting Values Into Action
Participant’s Workbook
13
5 = Devastated! 5 = Terrific!

39. Choices
ALUESINTOACTIO
28 Values
Choices
First Look
Others
Work
Choices
Choices
Top 5
Are you . . .
More like a clothesline___or a kite string___? More like a teacher___or a student___?
More likely to walk on thin ice___or to More like the country___or the city___?
tiptoe through the tulips___?
More like a tree___or a bush___?
More like a hotel___or a motel___?
More like a dog___or a cat___?
More red___or green___?
More like a heel___or a sole___?
More like a singer___or a dancer___?
More like summer___or winter___?
More of a loner___or a grouper___? More like the present___or the future___?
More like a rose___or a daisy___? More likely to go along___or go against___?
More like a shark___or a sardine___? More like coffee___or tea___?
More like a shoe___or a sock___? More like a mountain___or a valley___?
More like a saver___or a spender___? More fast___or slow___?
More like a window___or a door___? More like an apple___or an orange___?
More yes___or no___? More like steel___or gold___?
More of a talker___or a listener___? More like an elevator___or an escalator___?
Achievement___ Family Happiness___ Order___
Advancement___ Freedom___ Personal Development___
Adventure___ Friendship___ Pleasure___
Affection___ Health___ Power___
Competitiveness___ Helpfulness___ Recognition___
Cooperation___ Inner Harmony___ Responsibility___
Creativity___ Integrity___ Self-respect___
Economic Security___ Involvement___ Spirituality___
Fame___ Loyalty___ Wealth___
Wisdom___
___________________________ , ___________________________, ___________________________
12 Putting Values Into Action
Participant’s Workbook

40. 1
ALUESINTOACTIO
My Most Important
Values on ________ date
Example
Value: Family Happiness
Personal Definition Definition: Close relationships with family
My definition of this value is . . . members; weekends spent together; flex time
I feel satisfaction of this value when . . . for appointments, emergencies.
Things to Enhance Things to Enhance
What actions are necessary to increase my satisfaction of this value?
What are my must-do’s (important and urgent)? Plan family outings;
What are my want-to-do’s (important, but not urgent)? visit my extended
family; come home
Who plays a role in increasing my satisfaction of this value? earlier during the
week.
N
Who is affected by actions I would take?
ACTIO
If I had an entire day just for myself, how would I spend it?
Of all the actions considered, which one would have the greatest
impact on my satisfaction?
Things to Maintain Things to Maintain
What must I keep doing to at least maintain my current level of
satisfaction with this value? Not bringing work
home on the weekend;
What is bringing me a lot of satisfaction with minimal effort? spending holidays
together; going to
Who plays a key role in maintaining my current level of satisfaction? child’s school events.
16 Putting Values Into Action
Participant’s Workbook

41. Job Characteristics
Greatly Greatly
X Prefer
Prefer Balance Prefer
Prefer X X = Ideal Job
O Highly Moderately
Balance
Moderately Highly
O O = Current Job
Describes Describes Describes Describes
ALUESINTOACTIO
1. High structure; goals and Low structure; expected to establish
procedures established by others own goals
2. Work projects are short cycle; Work projects continue for long periods
frequent new activities of time
3. An absorbing job; think about work Work at work and don’t have to think
on own time; take work home about it at home
4. Do whatever is needed to get Following established procedures
the job done is important
5. Work closely with others in the
Work mostly alone; independently
company; teamwork
6. Job requires coming up with ideas Job requires implementing ideas without
and getting support for them support from others
7. Quantitative skills required
Minimal quantitative work
(budgeting, forecasting, analysis, etc.)
8. Low risk, low likelihood of failure High risk, high challenge
9. Frequent communication with person Infrequent communication with person
to whom I report to whom I report
10. Considerable contact with Little contact with external customers
external customers
11. Job requires greater specialization Job requires broadening skills rather than
of current skills more specialization
12. Work requires a fast pace, tight Work allows a slower pace, less urgent
deadlines, high pressure for results deadlines, lower pressure for results
13. Manage people; team manager Do not manage people or lead teams
Considerable creativity and innovation
14. Little creativity or innovation required
required
15. High visibility of results to higher Low visibility of results to higher
management management
16. Work requires high level of attention
Work requires little attention to detail
to detail
17. Working hours are flexible Working hours are well defined
and variable and constant
18. Financial rewards are steady Financial rewards are variable and
and predictable linked to results
19. Casual atmosphere and dress Formal atmosphere and dress
20. Lots of travel; overnights Little travel; rarely out of local area
21. Feedback on performance is Feedback on performance is infrequent
frequent and specific and general
22. High level of responsibility for
Limited responsibility for making decisions
making decisions
23. Decision making is participative Decision making is mostly “top down”
24. Frequent written communication
Infrequent written communication
required
25. Manager’s approach is directive; Manager’s approach encourages
close supervision self-management and coaching by peers
26.
Putting Values Into Action
Participant’s Workbook
27

42. ALUESINTOACTIO
Action Plan
N By taking this action, how will my work and life be better?
N If this action would really increase my satisfaction, why haven’t
I done it before?
N What’s been getting in my way?
N What steps must I take to eliminate these barriers?
N What’s the risk of not taking this action?
Action to Get to “Better”:
Resources Needed (people, knowledge, skills, equipment, etc.):
Key Initial Steps:
Who What When
Coach:
18 Putting Values Into Action
Participant’s Workbook

43. Action Plan
Pathway to Desired State What is your first step?

44. managing expectations
Expectation
Gap =
Magnitude
of
emotional
intensity
Present Event
time

45. managing expectations
Needs Key Frustrations Vulnerabilities
...Making specific requests of one another

46. LOSE YOUR MIND
COME TO YOUR SENSES
INSANITY:
doing the same thing and
expecting a different Result

47. Find the Gems

48. SUMMARY
What you learnt today that you can apply immediately

49. self-leadership insight

50. memory: review - retain - recall
How to ‘warp’
memory
to your advantage
• Review
• Summarize
• Action
• Tell someone
• Teach someone
• S.E.E. 50

51. Review What You Learnt Team Presentation

52. optimising your performance
key skills to
Intentional Leadership
in work and life
BDS Hons, ACMC, CSP
07 October 2011

53. PHILOSOPHER’S WALK
Take an elbow buddy to review and reflect

54. PHILOSOPHER’S WALK 54

55. open frame

56. competence

57. connection

58. “...how you do anything is
how you do everything...
Your ‘character’ or ‘nature’ just
refers to how you handle all the day-
to-day things in life...”
Derek Siver, Music entrepreneur
Founder CD Baby, Winner World Technology Award 2003,
self-leadership insight

59. personality filters
59

60. Carl Jung
"I dream that long after I'm gone, my work will go on helping people."
Isabel Myers, 1979
MBTI instrument 60

61. The direction in which we focus our
attention and energy
Extraversion or Introversion 61

62. The direction in which we focus our
attention and energy
Extraversion or Introversion 62

63. Extraversion Introversion
Action Reflection
Outward Inward
People Privacy
Interaction Concentration
Many Few
Expressive Quiet
Do-Think-Do Think-Do-Think
some key words 63

64. Very Fairly Slight Slight Fairly Very
Clear Clear Clear Clear
Given the choice, which do you prefer:
Extraversion or Introversion?
self-assessment 64

65. Create 3 questions that will
give you better insight into the
opposite to your preference
on this dichotomy.
(5 minutes)
Elect a spokesperson to ask
the questions.
E-I splitting exercise 65

66. Communication breakdown
Conflict between the two types
implications & applications 66

67. The way we take in information and the
kind of information we like and trust
Sensing or iNtuition 67

68. The way we take in information and the
kind of information we like and trust
Sensing or iNtuition 68

69. Sensing Intuition
Facts Ideas
Realistic Imaginative
Specific General
Present Future
Keep Change
Practical Theoretical
What is What could be
some key words 69

70. Very Fairly Slight Slight Fairly Very
Clear Clear Clear Clear
Given the choice, which do you prefer:
Sensing or Intuition?
self-assessment 70

71. Look at the following picture
for 11/2 minutes, in silence.
Then be prepared to share
with the group what you
think you have been looking
at
S-N splitting exercise 71

72. 72

73. We must remember
that we all trust our
own perceptions,
while knowing that
there are many other
ways of seeing the
same object/
situation.
implications & applications 73

74. The way we make decisions
Thinking or Feeling 74

75. The way we make decisions
Thinking or Feeling 75

76. Thinking Feeling
Head Heart
Distant Personal
Things People
Objective Subjective
Critique Praise
Analyse Understand
Firm but fair Merciful
some key words 76

77. Very Fairly Slight Slight Fairly Very
Clear Clear Clear Clear
Given the choice, which do you prefer:
Thinking or Feeling?
self-assessment 77

78. Imagine that you have been invited
to a party with your partner or a
close friend.
Your partner/friend arrives, ready
for the party. You look at what the
person is wearing and say to
yourself, ‘Oh no! Is he/she really
going to wear that?’
What do you do and say in this
situation? Discuss in your groups.
T-F splitting exercise 78

79. Thinking types look for faults
and helpfully point them out.
Feeling types look for good
things and point them out.
Which is the best approach?
implications & applications 79

80. Our attitude toward the external world
and how we orient ourselves to it
Judging or Perceiving 80

81. Our attitude toward the external world
and how we orient ourselves to it
Judging or Perceiving 81

82. Judging Perceiving
Organised Flexible
Decision Information
Control Experience
Now Later
Closure Options
Deliberate Spontaneous
Plan Wait
some key words 82

83. Very Fairly Slight Slight Fairly Very
Clear Clear Clear Clear
Given the choice, which do you prefer:
Judging or Perceiving?
self-assessment 83

84. Assuming that you are all friends,
plan a social picnic for your group.
J-P splitting exercise 84

85. Judging types form a poor opinion
of Perceiving types.
Perceiving types have to look like
Judging types if they are to
succeed in organisational settings.
Judging types pay a price for their
need to organise everything –
continuous low-grade stress.
implications & applications 85

86. When combined, your preferences
indicate your personality type.
personality type 86

87. 16 personality types 87

88. Be an authentic chameleon

89. “Know thyself for the truth
shall set thee free”

90. Authenticity
Being pResent
Common sense
ESSENCE of Leadership

91. Authenticity
nspiRing Being pResent
Common sense
ESSENCE of Leadership

92. nspiRing Authenticity
Leadership
ESSENCE
Common sense Being pResent

93. Authenticity
truth
lose your mind
be yourself

94. know youR self

95. Assets Vulnerabilities
Strengths Allowable weaknesses
Life & business experiences Perceived obstacles or history
Values Limiting beliefs
your balance sheet

96. know youR self
authenticity
1.Differentiate yourself
through your assets.
2.Show allowable
vulnerabilities.

97. Engage your strengths and
Express your Best partner to your weaknesses

98. nspiRing Authenticity
Leadership
ESSENCE
Common sense Being pResent

99. pre-sense
show yourself
see & hear others
Being pResent

100. read the book

101. building trust early
RAPPORT

102. WHAT IS RAPPORT?
building similarities
at an
unconscious
level

103. IGNITING YOUR SENSORY CHANNELS
be sense-able

104. Add Ted.com Evelyn Glennie

105. building trust early
RAPPORT
pace, pace, pace ....... and lead

106. PACING USING OUR 5 SENSES....
visual gustatory
auditory
Olfactory
kinesthetic

107. come in early as a partner
LEARNING TO LEAD ...not late as a judge

108. BEING CURIOUS ....
?
Asking
Quality
Questions

109. WHAT QUESTIONS UNCOVER....
Deletions
Distortions
Generalisations

110. stoRy selling Inspire with full technicolour,
soundtrack, emotions......

111. nspiRing Authenticity
Leadership
ESSENCE
Common sense Being pResent

112. sense-able
apply yourself
think of others
Common sense

113. INNOVATION @ WORK
???

114. Family: most basic unit of a tRibe

116. Tell a Story to those
who want to listen
Make change Connect a Tribe
Lead a Movement
tribal leadership

117. Seth Godin on Leadership
tribal leadership

118. common sense leadership steps
1. BEING INSIGHTFUL
2. BEING STRATEGIC
3. BEING TACTICAL

119. Being insightful

120. being insightful & strategic

121. being strategic
Present Situation Desired State

122. being strategic

123. being tactical
Pathway to Desired State What is your first step?

124. leaRning paRtneRships in tRibes

125. “The world we have created is
a product of our thinking;
it cannot be changed without
changing our thinking…”
Albert Einstein

126. No-one anywhere really
knows what the hell is
going on…
So we are all simply just
making it up
as we go along…

127. nspiRing Authenticity
Leadership
ESSENCE
Common sense Being pResent

128. nspiRing
vision
lose yourself
empower others

129. be response-able

131. the C.A.S.E. for leadership
http://www.thehumanenterprise.com.au/leadership-services/leadership-development/Why_Should_Anyone_Be_Led_By_YOU_Workshop
http://www.youtube.com/user/BlessingWhite?blend=4&ob=5#p/u/0/8sYX0Zoeiwk

132. the suggestion
The Golden Circle
Simon Sinek YouTube

133. WHY?
What if?

134. Dreamer
Realist
Critic
the disney pattern

135. inspiring to step up...
pace, pace, pace ....... and lead

136. the big “Why?”
136

137. unfReeze youR passion

138. ....go for the sweet stuff....

139. PassIon

140. LeaRn fRom
unexpected
quaRteR

141. live more
lead more
leave a legacy

142. Team presentations Your key insights & learning
142

143. Action Plan
Pathway to Desired State What is your first step?

144. evaluate youR outcomes find youR gems

145. START CONTINUE STOP
peRsonal leaRning jouRnal key insights

146. my next steps What do I commit to?

147. we value feedback
comments and insights Any questions?

149. If you sell for a living, you
manage a sales team, or are
Here’s what’s inside:
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150. StaRt
Kidding
YouRself
leaRning leadeRship fRom paRenting
by DR Yvonne Sum

151. INSPIRED CHILDREN
How leading minds of today
raise their children
http://www.dryvonnesum.com/Product/
The-7Rs-of-Parenting.html