Aspire Leadership Presence and Impact Workshop Slides
•Télécharger en tant que PPTX, PDF•
0 j'aime•111 vues
with Dr Sam Collins, CEO and Founder Aspire www.aspireforequality.co.uk
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Aspire Leadership Presence and Impact Workshop Slides
Similaire à Aspire Leadership Presence and Impact Workshop Slides (20)
Plus de Dr Sam Collins
Plus de Dr Sam Collins (20)
Dernier
Dernier (20)
Aspire Leadership Presence and Impact Workshop Slides
- 3. I am… My goals for today are…
- 4. Shine Theory
- 6. • Presence and impact doesn’t automatically come with your education, talent or results. Entirely subjective. • The most pervasive obstacles are: 1) Imposter Syndrome 2) Unconscious Bias 3) Double-Bind Paradox
- 10. An aspiration or dream I have right now for: My life is…. My work is… My world is…
- 11. IMPACT: That tangible lasting effect on situation or person – it is are remembered for. How do you make people feel? What do they do as a result of listening to you? It is a future orientated dimension. PRESENCE: That intangible instant capacity to be appropriately noticed and to gain respect and gravitas. How well do you connect with people? Are you building rapport? It is all about the here and now/the present.
- 12. The Aspire 2022 Presence and Impact Model AUTHENTICITY Know your Self ‘Do what you say’ ACTIVITY Seize opportunities ‘Take action’ AGILITY Know when to Flex ‘Express it in a way that works’ AUTHORITY Know your Stuff, ‘Tell it like it is’ Leadershi p Purpose
- 14. “We Are All Leaders: Leadership is Not a Position, It's a Mindset” Fredrik Arnander
- 15. 6% Important understanding, helpful, aware of others’ feelings, intuitive, humanitarian values “Think Manager, Think Male” 63% Important aggressive dominant, self- reliant, self- confident, competitive, emotionally stable, forceful Women Manager Men “THINK LEADER, THINK MALE” REOTYPE (V.A. SCHEIN, 1973, 19
- 17. I am a (qualities) leader who (what I do) for (specific audience) so that (intended impact). Leadership Purpose Statement
- 19. The Aspire 2022 Presence and Impact Model AUTHENTICITY Know your Self ‘Do what you say’ ACTIVITY Seize opportunities ‘Take action’ AGILITY Know when to Flex ‘Express it in a way that works’ AUTHORITY Know your Stuff, ‘Tell it like it is’ Leadershi p Purpose
- 20. Authenticity
- 21. “Authenticity…is not about acting in ways that feel comfortable or familiar, but rather is about acting on one’s core values in order to advance the work required to accomplish shared goals.” Pursuit of whose happiness? Executive leaders’ transformational behaviours and personal values Fu et al, Administrative Science Quarterly
- 23. STRENTHS Activities/tasks that you are: Good at and enjoy and time flies and you find them ‘common sense’ or easy. TALENTS Gifts, natural abilities, special and unique areas of expertise could be artistic, interpersonal, intellectual, creative. PASSIONS Causes, people or areas of focus that you really care about. Might make you mad, sad, frustrated, excited, motivated or inspired.
- 26. • Main room – “Rebellious Lunch and Learn” • Networking lunch in restaurant
- 27. The Aspire 2022 Presence and Impact Model AUTHENTICITY Know your Self ‘Do what you say’ ACTIVITY Seize opportunities ‘Take action’ AGILITY Know when to Flex ‘Express it in a way that works’ AUTHORITY Know your Stuff ‘Tell it like it is’ Leadershi p Purpose
- 28. Authority
- 29. • Knowledge & expertise • Points of view • Thought leadership • Powerful questions
- 30. •What does ‘authority’ mean for you? •How do the women in the video demonstrate authority? •What could you do more or less of to have more authority?
- 31. •What does ‘authority’ mean for you? •How do the women in the video demonstrate authority? •What could you do more or less of to have more authority?
- 32. • Junior and senior school boys were given eight times more attention by teachers. Boys are rewarded for pushing themselves forward and calling out, girls for being neat and quiet. • Women can be just as guilty of this bias bias in favour of male authority, because because it is ingrained from what we see see modelled to us in our own families families and culture. • Men in more gender-equal societies report higher levels of happiness and satisfaction in work and home life, while gender- diverse companies are more profitable.
- 33. Courage of your Conviction: To behave in accordance with one's beliefs, especially in the face of resistance or criticism. • Trust yourself • Listen to others • Don’t cave just to make others feel better or to avoid conflict • Consider don’t worry • Have compassion • Make decisions and move on
- 34. Top Tips 1 Challenge yourself to speak up and take on the harder tasks. 2 Draw out women who are talking less than men around. 3 Find male allies to call out other men when they're being sexist. 4 Ask questions and make contributions even if you're not entirely sure of your ground. 5 Do not make not make judgments of other women. Be aware of your own templates of dated stereotypes.
- 35. The advice given to women about not apologising, self promoting and up talking maybe going against them as they are seen as more threatening and less likeable. To be as competent and influential as women, research suggests what women have to add ‘warmth’. It is expected in women but not in men (positive, smiling and nodding). Likeability leads to influence for women more than it does for men) a man can influence others even when we don't particularly like him).
- 37. The Aspire 2022 Presence and Impact Model AUTHENTICITY Know your Self ‘Do what you say’ ACTIVITY Seize and maximise opportunities ‘Take action and deliver results’ AGILITY Know when to Flex ‘Express it in a way that works’ AUTHORITY Know your Stuff, Have Impact ‘Tell it like it is’ Leadershi p Purpose
- 38. Agility
- 41. 1. What words or phrases would you use to describe me at my best? 2. In which situations do I have the most confidence and positive impact? 3. What are my strengths, passions and talents that stand out? 4. What kind of leader am I? What is possible for me as a leader? 5. What else do I need to know?
- 42. A study published by the Journal of Language and Social Psychology, found over the course of a three-minute conversation, women interrupted men an average of once, while men interrupted women 2.6 times.
- 43. Conversation Killers! Whether they are aware of it or not, chronic interrupters are asserting their power, their knowledge, and their ideas at your expense. Address it before you start talking (you can say when would be a good time to ask questions or break-in.) If they still do, remind them that there will be a point for them to ask questions or make comments in a few minutes. Discuss when you both are calm and objective. Explain how it affects you instead of making accusations. You can ignore the interruption and keep talking; Or you can ask "May I finish?" and continue on. Take a good, hard look at how you communicate. Do you share long, stories? Could you be succinct and to-the-point? Be open to feedback from the interrupter about your communication style as well. People are less likely to interrupt when you are speaking with authority.
- 45. The Aspire 2022 Presence and Impact Model AUTHENTICITY Know your Self ‘Do what you say’ ACTIVITY Seize opportunities ‘Take action’ AGILITY Know when to Flex ‘Express it in a way that works’ AUTHORITY Know your Stuff ‘Tell it like it is’ Leadershi p Purpose
- 46. Activity
- 47. 1) I’d like ideas/tips on how to… (goal/issue/challenge related to your leadership presence and and impact 2) “How about…”
- 48. Leadership Presence and Impact Coaching
- 50. Action Plan 1. What are you going to do? 2. When will you do it? 3. What might get in way how will you overcome? 4. What support will you
- 51. WISH HOPE LIK E TRY WANT COMMIT
Notes de l'éditeur
- This is a group of CEOs at the Munich Security Conference 2022, talking about the Ukraine situation, cybersecurity and other critical issues. See much diversity here? I see a group of similar aged, white men. I’m sure they are all brilliant, and I’m certainly not anti-men, but how can discussion and decisions possibly be representative of the needs of broader society when only one demographic is in charge?
- Creative equals campaign The study, of 1,000 parents of primary school age children and 1,000 UK based children aged 5-11, showed that bias is embedded at a young age. It revealed that 45% of the children polled believe that nurses are always women, while 22% said a doctor was likely to be a man. In addition, 60% of kids think that being a plumber or electrician is a man’s job – and almost half (46%) of the boys and girls surveyed said that men always make better engineers.
- Leadership presence doesn’t automatically come with your education, your talent for innovation, or your business results. Leadership presence is entirely subjective. It depends on how others perceive you. Women face unique challenges when it comes to being perceived as leaders. The most pervasive obstacles are Unconscious Bias, the Double-Bind Paradox, and the Imposter Syndrome.
- Pursuit of whose happiness? Executive leaders’ transformational behaviors and personal values, Fu et al, Administrative Science Quarterly Women can easily mistake feeling comfortable for being authentic. Authenticity is not about acting in ways that feel comfortable or familiar, but rather is about acting on one’s core values in order to advance the work required to accomplish shared goals
- ability to move quickly and easily. ability to think and understand quickly. other peoples agenda and where your goals fit in, bigger picture and important for company, like a jigsaw and all own piece