Module 1 Briefing Sheet
BEING A LEADER:
AUTHENTIC LEADERSHIP AND PERSONAL BRAND;
EMOTIONAL INTELLIGENCE AND EXECUTIVE PRESENCE
- HBR “What Makes a Leader?” (Daniel Goleman)
- HBR “The Authenticity Paradox” (Herminia Ibarra)
- HBR “To Sound Like A Leader, Think About What You Say, and How and When You Say It” (Rebecca Shambaugh)
- Post-Assessment Reflection
- Read the Articles and complete the Personal Reflection Questions below.
- Print out and complete the three-page Post-Assessment Reflection (see last bullet under MATERIALS above).
- Bring to the session your completed Personal Reflections (including your Post-Assessment Reflection) and your Leadership Circle Profile (LCP) Guide and Graph. The last two items are pull-outs from your LCP binder. You do not need to bring your entire LCP binder to the session.
What Makes a Leader?
- Who are your leadership role models? What have you learned from them?
- Which Emotional Intelligence (EI) components (Hallmarks) are your strengths?
- Identify situation (s) where you are most challenged in demonstrating EI?
- What is your capacity to improve?
- What feedback have you received on these Hallmarks in the last 12 months?
The Authenticity Paradox (Herminia Ibarra)
- What does “being authentic” mean in your life?
- How would you describe your most is authentic self?
- Have you ever paid a price for your authenticity as a leader? Was it worth it?
- What tools do you use to become self-aware?
- What kind of support team do you have in your professional life? How can your support team make you a more authentic leader?
- With whom do you identify most: “high self-monitors” or “low self-monitors?” And why? (cf. Ibarra)
- Do you create an environment where others on your team/ colleagues feel comfortable being their authentic self? Please provide an example of how you demonstrate this, or, how you could improve in this area.
- How does your leadership experience reflect Ibarra’s conclusion: “The only way we grow as leaders is by stretching the limits of who we are—doing new things that make us uncomfortable but that teach us through direct experience who we want to become.”
To Sound Like a Leader. . . (Becky Shambaugh)
- Have you ever had a moment like Nancy’s? What was it and how did you handle it?
- Who are the key stakeholders in your success as a leader (outside of your legal department)? How well do they know you? How well do you know them, their business, and their goals? How clear are you about what they expect from you?
- What activities do you do to ensure you have a more strategic view/business context in your interactions with executives?