Informal meetings and conversations are key means for bridging gaps of understanding between previously opposing sides. Relationships need to be healed and rebuilt before any formal plan can be conceived. As complexity of situation increases, it is increasingly important to focus o relationships, not outcomes. P. 16 Can get caught up and victimized by Sacrifice Syndrome when it is necessary to rebuild emotional and physical reserves. Too we get caught up in “fast track” and get caught up in dealing with sacrifices by oversimplifying tasks, doing minimum required to get job done. Therefore, we miss real goals The Result=Dissonance --more common than resonance, poor leadership evident more than good. Dissonance has become default mode. No one wants to fail or create dissonance but we need to learn to manage the inherent stress of leadership over time. Flying High [Case of creating Southwest Airlines pp. 19-22 as model of building resonant leadership. Colleen Barrett (voted one of 50 most powerful women) Recognized that effective and powerful, positive organizational cultures do not happen by accident. Takes time, effort, planning and strategy to create and sustain healthy working relationships and norms that foster effectiveness. P. 30 Research shows that the way people feel about the climate, can account for nearly 30% of business performance. P. 21. Resonant leaders out the best in us. People follow resonant leaders because the leader’s heart is clearly in the work. Is your leader resonant? Ask these questions: Is the leader inspirational? Does the leader create an overall positive emotional tone that is characterized by hope? Is the leader in with others? Does the leader know what is on others’ hearts and minds? Does the leader experience and demonstrate compassion? Is the leader mindful—authentic and in tune with self, others and the environment . Resonance is Contagious—and so is Dissonance Research has proven that emotions are contagious. We are literally “wired” to pick up subtle clues from one another—and therefore, we are dependent on one another for our emotions. P. 23 We gauge our response on the feelings we notice in those around us.
Informal meetings and conversations are key means for bridging gaps of understanding between previously opposing sides. Relationships need to be healed and rebuilt before any formal plan can be conceived. As complexity of situation increases, it is increasingly important to focus o relationships, not outcomes. P. 16 Can get caught up and victimized by Sacrifice Syndrome when it is necessary to rebuild emotional and physical reserves. Too we get caught up in “fast track” and get caught up in dealing with sacrifices by oversimplifying tasks, doing minimum required to get job done. Therefore, we miss real goals The Result=Dissonance --more common than resonance, poor leadership evident more than good. Dissonance has become default mode. No one wants to fail or create dissonance but we need to learn to manage the inherent stress of leadership over time. Flying High [Case of creating Southwest Airlines pp. 19-22 as model of building resonant leadership. Colleen Barrett (voted one of 50 most powerful women) Recognized that effective and powerful, positive organizational cultures do not happen by accident. Takes time, effort, planning and strategy to create and sustain healthy working relationships and norms that foster effectiveness. P. 30 Research shows that the way people feel about the climate, can account for nearly 30% of business performance. P. 21. Resonant leaders out the best in us. People follow resonant leaders because the leader’s heart is clearly in the work. Is your leader resonant? Ask these questions: Is the leader inspirational? Does the leader create an overall positive emotional tone that is characterized by hope? Is the leader in with others? Does the leader know what is on others’ hearts and minds? Does the leader experience and demonstrate compassion? Is the leader mindful—authentic and in tune with self, others and the environment . Resonance is Contagious—and so is Dissonance Research has proven that emotions are contagious. We are literally “wired” to pick up subtle clues from one another—and therefore, we are dependent on one another for our emotions. P. 23 We gauge our response on the feelings we notice in those around us.