1.
Leading With Authenticity, Vulnerability, Inclusivity,
Trust, and Reflection
Lisa D’Adamo-Weinstein, visiting associate professor

2.
There are innumerable theories and strategies
related to the topic of leadership that people can
become overwhelmed by trying to find the right
“fit.”. Drawing on the works of Brene Brown, Angie
Morgan, Courtney Lynch, John Maxwell, Simon
Sinek, Angela Duckworth, Susan Cain, Kim Scott,
and others, this workshop will focus on a
presentation of leadership and the ideas of
authenticity, vulnerability, inclusivity, trust, and
reflection. Participants will be asked to reflect
upon their own leadership in formal and informal
contexts as well and create a leadership and life
mission statement for themselves.

3.
Authenticity Vulnerability
Inclusivity Trust
Reflection
Brené Brown
Charles Feltman
Angie Morgan & Courtney Lynch
Salwa Rahim-Dillard

4.
Vulnerability

5.
Here are some things to keep in mind as you practice
"daring greatly" in your own life:
•Recognize that facing vulnerability takes enormous
courage. Take small steps (like asking someone what they
are thinking) and be proud of your bravery when you do.
•Let go of the constant worry about what other people
think of you. Most people are focused on their own internal
struggles, not you.
•Feeling overwhelmed? Focus your attention gently on
your breath and the sensations in your body for a few
moments before returning your attention back to the task
at hand.
•Don't worry about being perfect-in fact, don't even
consider it. No one is perfect, and the more you hold
yourself to an impossible ideal, the more easily you will
give up.

6.
Trust
Trust is an essential aspect of
strong, authentic and
productive working
relationships. But trust doesn’t
just happen. It takes attention
to the words and behaviors that
affect trust.
“What Is Trust?” … trust is defined as choosing to risk
making something you value vulnerable to another
person’s actions. When you trust someone, what you
make vulnerable can range from concrete things such
as money, a job, a promotion, or a particular goal, to
less tangible things like a belief you hold, a cherished
way of doing things, your “good name,” or even your
sense of happiness and well being.

7.
Authenticity
“Leaders inspire accountability through
their ability to accept responsibility
before they place blame.”
― Courtney Lynch
“True leadership is not
defined by notoriety, power,
prestige, status, or job
title.”
― Angie Morgan

8.
Key practices to becoming a powerful leader.
• Set an inspiring example
• Think fast on your feet
• Stop making excuses
• Take care of your team (so they'll take care of
you)
• Respond without overreacting
• Stay cool while dealing with crises
• Have the courage to achieve your goals

9.
Inclusivity

10.
Reflection

11.
11 Leadership Competencies

12.
Additional resources mentioned at the session

13.
https://www.mindtools.com/pages/main/SelfTestsIndex.htm
https://www.linkedin.com/pulse/lead-yourself-first-inspiring-leadership-through-de-sousa-mba/
https://ideas.ted.com/why-we-owe-it-to-ourselves-to-spend-quiet-time-alone-every-day/
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?referrer=playlist-tips_for_inclusive_leadership
Self-tests
Lead Yourself First Resources
T.E.D. Resources
https://www.ted.com/talks/drew_dudley_everyday_leadership
RESOURCES
https://www.game-learn.com/what-is-leadership-ways-to-define
Leadership Definitions
Top 11 Leadership Competencies That Will Make You Indestructible in 2016 (Infographic)

14.
What’s
Your
Leadership
Style?
https://www.mindtools.com/pages/article/leadership-style-quiz.htm

15.
Authoritarian, Autocratic Leadership
This approach is helpful when your team needs to
follow a process "to the letter," to manage a
significant risk. We also recommend being hands-on
with employees who miss deadlines, in departments
where conflict is an issue, or in teams that rely on
quick decisions being made.
But you need to be aware that relying on control and
punishment to maintain standards will drive people
away, eventually. Similarly, if you always demand that
your team works at top speed, you can end up
exhausting everyone.
Instead, you can show respect for team members by
providing the rationale for your decisions. And they
will more likely comply with your expectations if you
take the trouble to explain Why the Rules Are There.
You can improve your ability to "lead from the front"
by Planning for a Crisis, Thinking on Your Feet,
and making good decisions under pressure. But be
sure to balance these skills with an awareness of
their potential negative impact on creativity, ideas
gathering, motivation, and trust within the team.
Being too autocratic can also mean that you'll find it
hard to stand back from the detail and take a wider,
more strategic view.
Democratic, Participative Leadership
With this approach, you set goals, guide team discussions,
and make the final decision. But you also acknowledge that
your people can have valuable insight into a problem or
process, so you actively consult them. As a result, you'll
likely gain creative input and fresh ideas that you wouldn't
have come up with if you were working alone.
You might wonder how to manage differing opinions in the
team, once you've invited participation in this way. Your
goal is to build a culture in which people can have healthy
debates with one another. So:
•Set an example by being open and flexible yourself.
•Make managing mutual acceptance a priority, to ensure
everyone's participation.
•Learn some Conflict Resolution skills.
•Read our article on Managing Emotion in Your Team.
Be aware that processes could become dangerously slow if
you involve your team members in every decision. You'll
need to judge carefully when to adopt a more autocratic
approach, even if it's only briefly.
The Delegating, "Laissez Faire" Leader
"Laissez faire" is a French phrase adopted into English that
means, "Let (people) do (as they choose)." It describes a
policy of leaving situations to run their own course,
without interfering.
By adopting this style of leadership, you empower your
team to make decisions and to organize its own processes,
with little or no guidance. The danger of this approach is
that situations can collapse into chaos if your people have
low motivation or poor skills. It can work, however, if they
are experienced, knowledgeable, confident, creative, and
driven, or if deadlines are flexible and processes are
simple.
Be in no doubt, though – you will still be held accountable
for the outcome. So you might want to organize team
decision making processes to support your people during
your near-absence. Just be sure to delegate the right task
to the right person, as a mismatch could mean that the
whole team fails.
Avoid becoming too remote, even with a high-performing,
highly autonomous team. Change can occur at any time in
business, so your organization's requirements for your
team might shift after your initial brief. Be sure to stay in
touch, and to communicate clearly and promptly if this
happens. Remember, you can offer your support without
becoming a micromanager!

16.
SUNY Empire Connects Webinar
Effective Communication Strategies
Presented by
Dr. Lisa D’Adamo-Weinstein, Associate Professor, Department of Arts & Media
lisa.dadamo-Weinstein@esc.edu

17.
Effective Communication
Strategies Workshop
Communicating effectively is not always easy. Communicating well during highly
emotional, high stakes situations is extremely difficult. Drawing from Kerry
Patterson's book Crucial Conversations: Tools for Talking When Stakes Are High, this
session will focus on strategies and tools for managing effect communication skills
and crucial conversations within all aspects of our lives - family/friends, community,
and workplace.

18.
What are Crucial Conversations?
Crucial Conversations by Kerry Patterson, Joseph Grenney, Ron McMillian, and Al Switzler
“A discussion between two or
more people where the stakes
are high, opinions vary, and
emotions run strong”(p.3).
Screenshot source: https://www.youtube.com/watch?v=EFaXx3pgaxM

19.
Your Task
Crucial Conversations: Past & Future
Think about a recent conversation that could have gone better and
one that might be coming up that you want to go well.
This could be professional or personal situations with your boss,
coworker, direct report, friend, or family member.

20.
A challenging conversation is as difficult for the person
you're speaking with as it is for you.
Go in assuming that you have something to learn.
Don't presume that you know what someone else
thinks or how they feel in a given situation.
Remember

21.
Crucial Conversations Model
Screenshot source: https://www.youtube.com/watch?v=EFaXx3pgaxM

22.
https://www.youtube.com/watch?v=EFaXx3pgaxM

23.
Crucial Conversations Model
https://brocku.ca/vp-academic/wp-content/uploads/sites/65/Crucial-Conversations-Resources.pdf

24.
https://brocku.ca/vp-academic/wp-content/uploads/sites/65/Crucial-Conversations-Resources.pdf
Your BEFORE Checklist
 Motive Identification – Ask yourself…
 What do I want for…
 myself?
 others?
 the relationship?
 How would I behave if I really wanted to these
results?
 Determine exactly what you are addressing. The
nature and severity of the issue will determine, in
part, how the conversation should be framed and
how it unfolds.
 Know your purpose for the conversation.
 Choose the right time and place.

25.
https://brocku.ca/vp-academic/wp-content/uploads/sites/65/Crucial-Conversations-Resources.pdf
Your DURING Checklist
 Create Safety
• Establish a shared pool of meaning – a shared purpose for
the conversation
• Strive for mutual understanding with heightened
awareness. Engage your compassion gene at the highest
possible level.
• Maintain a positive environment.
• If the conversation takes a negative or overly emotional turn, acknowledge that fact
and try to direct that energy toward the shared purpose.
 Maintain Safety
 Manage your own emotions
 Identifying times of SILENCE or “VIOLENCE” – your own and
your partner(s) in the conversation
 Reestablish mutual purpose and respect – reframe if
needed
 Listen carefully, ask questions, and observe your own
thoughts as they pass through your mind over the course of
the conversation. Stay fully present.
 Dig a little deeper by saying, "Tell me a little more
about that" or by simply keeping silent for a few
seconds to allow the other person to elaborate.
 Separate evidence from interpretation
Silence – purposefully withholding info, masking, avoiding, and
withdrawing
“Violence” – verbal strategies that try to convince, control, or compel
others to your point of view – these can include labeling and attacking

26.
A.T.E. Strategy
https://brocku.ca/vp-academic/wp-content/uploads/sites/65/Crucial-Conversations-Resources.pdf
• Share your facts
• Tell your story
• Your emotions, your feelings, I-statements
• Ask for other’s paths
• Their facts, stories & feelings & LISTEN
• Talk tentatively
• sharing an opinion/perspective/add meaning
• Encourage testing
• let people know you are ok with what they say even if it is controversial

27.
What Not to Do
• Avoid situations or dodging encounters.
• Holding back what's really on your mind or say yes when you mean no just to keep the peace.
• Use sarcasm or jokes.
• Cut people off or change the subject when a conversation doesn't go in the direction you'd like.
• Become competitive and attempt to "win" or be seen as "right" at all cost, making it hard for the other person to
express their views.
• Become defensive and redirect the conversation toward what's "wrong" with someone instead of
dealing with an issue.
• Use sweeping generalizations (e.g., “Everybody agrees…” or "You always ..." or "You never...")
• Hurl personal insults in an attempt to shut another person down.
• Be unwilling to look critically at your own position or behavior and how it's impacting the situation.
• Go silent (or become quietly angry) and justify doing so by concluding that the other person has no clue, will never be
open to your point of view, or isn't smart enough or interested enough to participate in resolving the issue.

28.
Crucial Conversations Model
https://brocku.ca/vp-academic/wp-content/uploads/sites/65/Crucial-Conversations-Resources.pdf

29.
Resources on Crucial Conversations
Assess your Style Under Stress - free of charge on line at www.crucialconversations.com
https://www.lynda.com/Business-tutorials/High-Stakes-Communication/5022324-2.html
https://thepowermoves.com/crucial-conversations-summary/