Anubha Walia is an International Trainer and Facilitator and originator of PRISM Philosophy. She is first lady in India who is doing research on FOLLOWERSHIP www.prismphilosophy.com 919818446562 training@prismphilosophy.com

1. Leadership & Communication
By Anubha Walia
International Trainer & Facilitator
www.prism-global.org

2. Total Leadership Principles
Developed by Friedman in Ford
• B e r e a l . A c t w i t h
authenticity.
• B e w h o l e . A c t w i t h
integrity by recognising
how the different parts of
life affect one another.
• Be innovative. Experiment
with different ways of
getting things done.

3. Total Leadership Principles
Thomas J. Tierney - The Bridgespan Group
• *Be real: Envision your legacy. Tierney
keeps himself on track to achieving his
legacy by journaling every day and
conducting "annual reviews" of himself.
• *Be whole: Weave disparate strands.
Tierney weaves the different parts of his
life together into a coherent whole by
aligning his actions to his core value of
producing social good.
• *Be innovative: See new ways of doing
things. Tierney does not allow routines
to dictate his life, but instead questions
his old habits and experiments with
solutions. His belief that people make
their own paths in life has helped foster
his ability to take uninhibited, innovative
action.

4. Total Leadership Principles
Sheryl Sandberg Facebook COO
• *Be real: Convey values with stories.
Sandberg forges a connection with others
by sharing personal anecdotes, which
inspire others to act in accordance with
their own values as they pursue their
dreams. This in turn benefits Sandberg's
personal mission of closing the gender gap.
• *Be whole: Build supportive networks. By
creating the Women of Silicon Valley
group, Sandberg has built a reputation as
someone who connects people to others.
• *Be innovative: Resolve conflicts among
domains. Instead of sacrificing certain
parts of her life for others, Sandberg finds
creative win-win solutions that meet
multiple goals simultaneously.
• .

5. Total Leadership Principles
Eric Greitens Boxer
• *Be real: Hold yourself accountable. Greitens
holds himself accountable by identifying what
needs to be done and then following through
with action. When he saw veterans in need of
opportunities, he found a way to help them
with TMC.
• *Be whole: Apply all your resources. To meet
his goals, Greitens creatively applies skills from
certain domains of his life to other areas. For
example, he transferred the psychological
tools of boxing into military combat and his
humanitarian experience into helping veterans.
• *Be innovative: Focus on results. From
surviving Hell Week in the SEALs to launching
TMC, Greitens focused on his goals; he is
flexible, creative, and practical in the way he
achieves them.

6. Total Leadership Principles
Michelle Obama First Lady
• *Be real: Align actions with values.
Obama spends her time and energy on
issues that personally matter to her.
This gives her focus and perseverance.
• *Be whole: Manage boundaries
intelligently. By creatively and
flexibly merging and separating the
different domains of her life as
necessary, Obama is able to alternate
between her roles as First Lady and
mother to pursue her goals more
effectively.
• *Be innovative: Embrace change
courageously. Obama not only
embraces change, but sees it as an
opportunity for personal growth.

7. Total Leadership Principles
Julie Foudy Women soccer captain
• *Being real: Know what matters. Foudy
has always been able to clearly identify
the parts of her life that deserve her
attention, energy, and time.
• *Be whole: Help others. Foudy's
relationships are built to be mutually
enriching. By providing resources to
and contacts with other people, she is
able to give her own life more purpose
while fostering widespread support for
the causes she is passionate about.
• *Be innovative: Challenge the status
quo. Foudy's willingness to question
traditional assumptions and take risks
has enabled her to tackle challenges
like gender inequality in sports.

8. Total Leadership Principles
Bruce Springsteen Musician
• *Be real: Embody values consistently. By
steadfastly staying true to his belief that
music can lift the human spirit,
Springsteen has developed a community of
millions of loyal fans that think of him as a
friend.
• *Be whole: Clarify expectations.
Springsteen is able to make the music he
wants by clearly expressing his goals to his
collaborators while simultaneously
receiving their constructive feedback,
asking them clarifying questions, and
working to resolve disagreements.
• *Be innovative: Create cultures of
innovation. Springsteen inspires others to
take creative action by always working
toward better ways to express his ideas
and art.

9. Being Real: Acting with Authenticity
• The first Total Leadership principle requires leaders to act with authenticity by clarifying
what is important to them and then aligning all of their actions with those values. The
following skills can enable leaders to act with authenticity:
• *Know what matters. Exercises to help leaders identify important issues include imaging a
future self and the roles it comprises, and generating ideas for creating more overlap
between the four domains of their lives.
• *Embody values consistently. Leaders can spark conversations with colleagues and family
members about how they are perceived, and thus identify and correct any deviations in their
behaviors where they stray from their values. Engaging in routine actions consistent with
their values will also help leaders to create new, positive habits.
• *Align actions with values. By reflecting on the meaning of mundane tasks, leaders can
appreciate how those tasks are evidence of them living their values. Leaders should also
have friends ask them questions that reframe their thoughts to focus on the benefits of their
actions.
• *Convey values with stories. Leaders should describe three to four episodes in their lives
that taught them about their values, their personas, and how they have overcome adversity.
To improve their storytelling skills, they can review their recent social media posts to
determine if there are any themes that stand out.
• *Envision one's legacy. Leaders must write out their desired future lives and legacies in
detail in order to plan better and see the significance of everyday actions. When facing
decisions with two options, they must select the one that will bring them closer to the lives
they envision.
• *Hold oneself accountable. Leaders can hold themselves accountable to achieving an
important goal by finding a "buddy" with a similar goal to whom they can regularly check in
with. Also, every so often they should take 30 minutes to clear their minds and reflect on
their actions.

10. Being Whole: Acting with Integrity
• The second Total Leadership principle requires leaders to act with integrity or wholeness by
respecting the number of different, important roles they play yet striving to achieve a feeling of
wholeness. The following skills can enable leaders to replace the chaos of their lives with coherence:
• *Clarify expectations. Leaders can role-play meaningful conversations with the important people in
their lives to practice listening, while expressing their own needs. Also, a leader should identify a
relationship that needs strengthening and build a better connection by choosing to be attentive,
communicating a desire to help, or creating positive images of the future.
• *Help others. To contribute to others, leaders must identify personal goals that either directly or
indirectly benefit others, determine how their efforts might help those others, and commit to
providing that help. To establish cycles of compassion and mutual support, leaders can perform one
act of kindness each day.
• *Build supportive networks. To strengthen valuable social bonds, leaders must select three to five
important people in each domain of their lives, then identify actions that could provide these people
with some kind of help, thereby strengthening social bonds.
• *Apply all your resources. Leaders should pinpoint a skill or talent they developed in one domain of
their lives and then determine ways it could be used to improve other domains. Because leaders gain
more resources when they help others, they should identify three people in their lives who are
untapped resources, then draft a plan for enlisting their help on something both meaningful and
mutually beneficial.
• *Manage boundaries intelligently. To learn how to set up boundaries, leaders must select a regular
activity and do it for one day while multitasking, and for another day with no distractions, and
compare the effectiveness of each approach. To merge different parts of their lives, leaders must
identify positive opportunities to blend domains, like inviting colleagues to their neighborhood block
parties.
• *Weave disparate strands. By sharing hidden talents or aspects of their personalities with others,
leaders can gain trust and strengthen their social bonds. They should also think about the different
roles they play in their lives, and then consider how the behaviors of one role could benefit other
roles. Similarly, they must look for ways the accomplishment of one goal could benefit all domains.

11. Being Innovative: Acting with Creativity
• Innovative leaders continually experiment with new ways to get things done and to accomplish four-way wins. The
following skills can enhance leaders' abilities to be innovative:
• *Focus on results. To think more innovatively, leaders can identify one goal, succinctly describe the desired outcome,
and identify three alternative courses of action that would achieve the same result. Additionally, leaders must write
down the metrics that they will use to measure their progress in achieving that one goal, which can be consistently
reviewed and adjusted.
• *Resolve conflicts among domains. Leaders should develop ideas that could benefit multiple domains, like starting a
book club with work colleagues or taking yoga classes with family. When leaders engage in healthy behaviors that
benefit their minds, bodies, and spirits, they enhance their efficiency in all domains simultaneously.
• *Challenge the status quo. Leaders should write down ideas for new ways of getting things done, choose one idea, and
then consider the assumptions they will have to challenge in order to implement that idea. Leaders can learn to think
critically and test their assumptions by identifying an issue and asking a group affected by the issue to generate ideas
for potential solutions. They must choose the best solution and draft a simple plan of action.
• *See new ways of doing things. Leaders can enlist the help of their most creative friends to bring about change by
describing a problem and then asking for potential solutions--which should then be drafted into a plan of action. Leaders
may also wish to create a mind map, in which they draw a word or image that represents a goal and then brainstorm
branches of related ideas. Once they have all the important elements of the goal laid out, they can then consider how
each can be used.
• *Embrace change courageously. Leaders should think of an upcoming change that they are worried about, envision both
the worst- and best-case scenarios, and draft a simple plan for the next action step for the most likely outcome, which
is typically somewhere between those scenarios. In order to embark on a new path, leaders should discern realistic
concerns from unrealistic ones, and then engage in activities that will help them tackle the fear and anxiety that
prevents them from moving forward.
• *Create cultures of innovation. Leaders can gain a beneficial outside perspective by getting a relevant group together to
discuss a goal in positive terms and share related success stories, then write a simple, inspiring purpose statement. It is
also important for leaders to teach their skills to others. When leaders take opportunities to practice sharing their
knowledge and skills with others, they cultivate positive learning environments.

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