6. Learning from Sisyphus
• Sisyphus angered
gods through a
variety of antics.
“Accounts vary.”
• His sentence was the
worst thing the
storytellers could
imagine for a smart,
engaged person.
9. Gallup’s six key factors
• Clear expectations for my performance
• Materials and equipment
• Ability to do good work in assigned roles
• A supervisor who cares about me
• Co-workers committed to quality work
• Opportunities to learn and grow
Source: Gallup G12 Summary
10. Ethical Leaders in Action
Leadership Development Model
Leading
Self
Leading Leading
Others in Context
11. Pursue Greatness – with Humility
• Humility is realism.
• Envision a better you.
• Be firm and kind.
• We help one another.
12. Ethical Leaders in Action
Virtues of Ethical Leadership
Clarity Creativity
Service
Competence Courage
17. JFK’s Profiles in Courage
• 1955 Pulitzer Prize winning
history/biography
• Described multiple 19th
Century Senators who did what
was right for their nation at
great personal risk and loss.
• Tells stories of moral and
political courage in the U.S.
Senate.
18. Three Fears That Call for Courage
• Fear of disdain or social
isolation.
• Fear of material loss – job,
future opportunities
• Fear of failing in one’s
responsibilities or
commitments to others –
whether right or wrong.
19. Drivers of Courage
• Clarity of Vision
• Belief in the organization
• Self-confidence and self-regard
• The moment
Kennedy’s subjects were achingly human!
21. “Working without a net”
Describe a past leadership challenge
• A time when you were led…badly.
• A mistake that you made as a leader.
• An instance when things fell apart.
What occurred?
Why was it a problem or issue?
22. Relational Leadership Model
HIGH
TO WITH
punitive relational
authoritarian authoritative
Pressure
stigmatising respectful
NOT FOR
neglectful permissive
indifferent protective
passive easy/undemanding
LOW HIGH
Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000
23. How do you lead?
TO WITH Relational
Leaders
Pressure
offer high
pressure,
high
FOR support
NOT
24. Leaders Listen!
• Perceive – with whole being
– Most people blunt their own perceptions.
– Cops sharpen perceptions to survive and succeed
• Suspend analysis and action
– Cops learn to draw conclusions and to act swiftly
– Act, but deliberately.
• Ask, ask, ask ask
– Action bias leads to “internal storytelling.”
– Inform your narrative with input from others.
We need to learn how to deliver
pressure and support to each person
25. Giving Feedback
• Past: What happened
– Observable events and facts
Fair – First person and objective
Process is
working
WITH
• Present: Why it matters
others – Consequences of actions.
– Implications
• Future: Required Changes, Directions
– Changes in actions or behaviors
– Reinforcement to repeat positive actions
What does “Relational Leadership” teach us
about giving feedback?
26. The Critical Art of Apology
• I am sorry
– I understand your concerns and my mistake(s)
– I sincerely regret both my actions and their impact
• It won’t happen again
– I commit to change
– I am accountable for that commitment
• Thank you for bringing this to me
– I appreciate the trust you demonstrated
– I appreciate the opportunity to apologize and change
A mistake – or crisis - becomes an opportunity
to strengthen a relationship
27. The Three Elements of Fair Process
• Engagement
– Stakeholders invited to participate
Fair – Participants have an opportunity to be heard
Process is
working • Explanation
WITH
– Process and rationale are clearly explained, along with
others decisions and outcomes.
– Explanation is respectful – it is also often educational.
• Expectation Clarity
– When decisions are made, implications for all
stakeholders are clearly articulated.
– Everyone knows what to expect, and what is expected
of them.
28. Fair Process does not mean:
• Democracy
• Consensus
• Happiness or Contentment
• Accommodation of individual wishes
or whims
• Command relinquishing legitimate
decision authority or accountability
A good indication of a fair process is when people who do not
“get their way” understand why and how a decision was made,
and acknowledge that the process was fair.
29. The Oldest Leadership Program
• Comfort and Safety
If we
aren’t
telling
stories,
• Current, tactical
others information.
surely
are!
• Ancient stories that
reinforce shared values.
• New stories that also
reinforce those values.
30. Pick your own virtues!
Break into groups, one for each
virtue or value.
Group members each describe
instances of those virtues at
work. They share stories.
Groups illustrate one story on a
flip chart, and select a
storyteller.
Time to share!
31. Tomorrow you can:
• Frame and share your personal vision for your
virtue of service. Begin improving that vision with
input from others!
• Convene a group to talk about purpose and
leadership.
• Begin getting to know one person with whom you
work better. Make a connection.
• Observe an opportunity to do something better,
and make it so. Direct or engage others as
necessary.
• Improve life for your team in some small but
significant way.
• Reward yourself for taking an important step.
32. Thank you for your attention!
Chad Weinstein
Ethical Leaders in Action, LLC
cweinstein@ethinact.com
651-646-1512
“We enable ethical leaders to achieve
extraordinary results”
