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Lao Tzu said, 2000 years ago, ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Read each set of choices.  Write down the correct answer from each choice set.  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Choices, The correct answers are; ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Small Group Break Outs . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Script for  Future Interactions (Behaviors and Norms Of future interactions) Reflective Observation (Behaviors Verbal and Non-Verbal, Hidden Messages, etc.) Conceptualize Interaction (what  was gained or lost)  Personal Interaction
Inspire a Shared Vision  (From Kouzes & Posner,  The Leadership Challenge Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.1
WHAT IS YOUR VISION? WHAT IS LEADERSHIP? HOW DO YOU ARTICULATE IT?
 
 
 
 
VISION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
Personal Responsibility     Other-Directed  Self-Directed     Authority  Belief   Autonomous    “I have to”     “I Choose to”      Comply  Rebel  Thinking   Agree  Disagree   Resent  Resist  Feeling   Accept   Consequences   I’m  Not   Responsible  Attitude   I  Am   Responsible     Like a  Get  Behavior     Victim  Revenge  Accountable Ayers, Keith E.  Engagement is Not Enough . Charleston, South Carolina: Advantage, 2006. 38-49.
Split Into Two Teams ,[object Object],[object Object]
 
Milarepa said of the mind [Visioning] ,[object Object],[object Object],[object Object],[object Object]

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Inspire Shared Vision

  • 1.
  • 2.  
  • 3.
  • 4.
  • 5.  
  • 6.
  • 7. Script for Future Interactions (Behaviors and Norms Of future interactions) Reflective Observation (Behaviors Verbal and Non-Verbal, Hidden Messages, etc.) Conceptualize Interaction (what was gained or lost) Personal Interaction
  • 8. Inspire a Shared Vision (From Kouzes & Posner, The Leadership Challenge Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.1
  • 9. WHAT IS YOUR VISION? WHAT IS LEADERSHIP? HOW DO YOU ARTICULATE IT?
  • 10.  
  • 11.  
  • 12.  
  • 13.  
  • 14.
  • 15.  
  • 16.  
  • 17. Personal Responsibility Other-Directed Self-Directed Authority Belief Autonomous “I have to” “I Choose to” Comply Rebel Thinking Agree Disagree Resent Resist Feeling Accept Consequences I’m Not Responsible Attitude I Am Responsible Like a Get Behavior Victim Revenge Accountable Ayers, Keith E. Engagement is Not Enough . Charleston, South Carolina: Advantage, 2006. 38-49.
  • 18.
  • 19.  
  • 20.