Leadership for Engineers

Sumrio

Part 1: Leadership in a complex world ................................................................................... 3

Case Macy Johnson ............................................................................................................ 3

A leader with a vision ..................................................................................................... 3

Four years later ............................................................................................................... 3

What is a good leader?........................................................................................................ 4

Leadership is contextual ................................................................................................. 5

What is the essence of the mayors problem? ................................................................ 7

Nice to know: two books on leadership ............................................................................. 8

From public sector to business community .................................................................... 8

Part 2: Leadership mindsets .................................................................................................... 9

Leadership: two mindsets ................................................................................................... 9

Decision-making........................................................................................................... 11

Implementation ............................................................................................................. 12

Reflection ......................................................................................................................... 14

Meaning ............................................................................................................................ 16

Visualisation ................................................................................................................. 17

Meditation Jay .............................................................................................................. 18

Exercise on visualization .............................................................................................. 19

The personal charter ......................................................................................................... 19

Part 3: Personal leadership ................................................................................................... 20

Introduction on leadership habits ..................................................................................... 20

Introduction on positive emotions .................................................................................... 21

 Positive emotions.......................................................................................................... 21

Reflecting on your achievements ................................................................................. 22

Learned optimism ......................................................................................................... 22

Introduction on stress management .................................................................................. 23

Stress management ....................................................................................................... 23

Freedom to choose your response ................................................................................ 24

Amygdala hijack ........................................................................................................... 25

Turning ambitions into rituals .......................................................................................... 26

Behavioral change ........................................................................................................ 27

Your 30 day challenge .................................................................................................. 28

EXERCISE 1 ............................................................................................................... 29

EXERCISE 2 ............................................................................................................... 29

SHARE YOUR 30 DAY CHALLENGE ............... Error! Bookmark not defined.

Part 4: Leadership models .................................................................................................... 29

Introduction to Leadership models ................................................................................... 29

Welcome to Leadership models ................................... Error! Bookmark not defined.

Overview leadership models .................................................................................... 29

The hero leader ...................................................................................................... 30

The chameleon leader .......................................................................................... 32

The visionary leader ............................................................................................. 33

The servant leader ................................................................................................ 35

Overview ................................................................................................................. 36

Leadership in a complex, multi-stakeholder world: sustainable

leadership ................................................................................................................. 38

Sustainable Leadership .......................................................................................... 38

 Relationship building ............................................................................................ 40

Mayor: relationship building .............................................................................. 41

Systems thinking .......................................................................................................... 42

Mayor: systems thinking..................................................................................... 43

Sustainability mindset.......................................................................................... 44

Mayor: sustainability mindset ........................................................................... 45

Reflection: Sustainable leadership.................................................................................... 46

Developing your sustainable leadership ....................................................................... 46

Reflect on your own career ................................................................................ 47

Part 5: Leadership context and you ...................................................................................... 49

Further readings......................................................................................................... 61

Part 1: Leadership in a complex world

Case Macy Johnson

A leader with a vision

Macy was a kind of leader that has vision, attitude and courage. She is trying to
transform her vision into reality. In this case, Macy wants to makes an offshore port.

Four years later

Sometimes, not everything will work out according to the plan. So, some points can
be analysed to make Macy achieve her objectives:
In my view, emphasizing that the port expansion has a positive economic impact on the
regional economy is not risky at all, because the offshore port can provide more jobs and
makes the area stronger. In that way, the people can be convinced that its a good ideia to
invest.
In my view, involve opponents in the decision-making and making compromises is
risky, because the objectives could be very different. In that case, she could lose control of
the plan and, if that happens, the interests won't be the betters for the city.
In my view, broaden the agenda to discuss more topics than just the port expansion is a
little risky, because it will have more points of view that can bring more questionings and it
can make the main subject, the offshore port, to be forgot.
I think that invite a high level delegation of foreign business leaders to the port and let
them announce that the expansion is very important to them is not risky at all, because it
will make the opponents understand that, without an expansion, the leaders might go to
another port, and if that happen they will lose a lot of money and influence.
I think that hire experts communication and let them design a strategic communication
campaign to 'sell' the project is not risk at all and can make her seem more trustworthy by
bring more veracity to what she says.
I think that provide the opponents with better information and research is not risky at all
but she already did that, so I think it will be not effective.
In my view, focus on the stakeholders that are willing to support you and build a
coalition of these willing stakeholders is not risky at all and can bring benefits that will help
to achive the port expansion.
I think that start with the expansion and create a point of no return is too risky, because,
if she does not have the support necessary to finish the expansion, to start it will just make
the city lose money in something that will not bring the benefits that were imagined.
In my view, make clear at the start of the process that opponents will be compensated is
not risky at all, because, if the opponents know what they are going to gain, they will be
more interest in the project.
I think that start bilateral negotiation with the main opponents, promise them something
in return for their support is risky but necessary, because this opponents can be value
alliances to make the others understand the importance of the port expansion.

What is a good leader?

 Macy Johnson wants to be a leader. But what actually is a good leader? Has good
leadership something to do with personal characteristics? With leadership styles? Are there
strategies that make good leadership?
The problem is, everything you say about leadership is true. And it is not true. Here
is a simple thought experiment to prove that:
1. take any book about leadership at random;
2. find out what it claims makes a good leader;
3. then argue the exact opposite;
4. that will be equally true.

An example: According to Steven Covey, writer of the bestseller The seven habits of
highly effective people (1989), a good leader thinks in terms of win-win situations. This
makes sense. There are indeed leaders whom we value because they are always able to
create such situations. But turn this around. A good leader has the courage to think in terms
of win-lose situations, the courage to face the embarrassment of confronting the losers. You
could equally argue that it is actually this that really makes good leadership rather than
the naive belief in win-win situations. To be fair, there is nothing really wrong with
Stephen Covey, but many leadership gurus are like quack doctors: what they say is true, but
also untrue.

Leadership is contextual

Why do we so often miss the mark when it comes to leadership? Leadership is

highly context-related. Whether something works or not very much depends on context.
What may work here, may be totally ineffective there. Churchill was a great leader at times
of war, but he himself admitted: "Those who win a war well can seldom make a good
peace." He won the war in May 1945 and lost the election in July of the same year.
Let's take a look at the context of leadership. This context can be simple or it can be
complex which means that leadership can also be simple or complex. It is simple if you
are at the top of the hierarchy and your world has a pyramid structure and you are the boss,
other players depend on you. However, leaders hardly ever operate in hierarchies, most
often, they operate in networks.
A network means that there are multiple players, often with opposing interests. So,
there is no pyramid, but rather a spaghetti-like structure of mutual dependencies. In a
networked, interdependent world, player A depends on player B, player B depends on
player C and player C on A and B. And so on.
What is the dominant management style of a leader in a hierarchy? Command and
control, give commands and check whether your people follow them. Does that work in a
network? In a networked world? Of course not.
In this course, we will therefore need to go in search of an alternative management
style.
Leadership is simple if problems are structured. A structured problem is a problem
that has one right solution. An example of that type of problem is 1+1. Whatever your
cultural background, or your political views, 1+1 is always 2.
However, many problems are unstructured. There simply is no one right solution,
there may be all kinds of reasons for this: there is no unambiguous data, no clear criteria to
weigh up conflicting aspects of a problem, the models we are using may be questionable.
So what is the dominant strategy if problems are structured? Management by expertise. A
leader is someone with the specific expertise to guide us in the right direction, someone
with a specific vision. But if problems are unstructured, this does not work.
Leadership is simple if the world is stable. In a stable world, there are no major
changes in the networks and the problems and solutions also do not change. But in most
cases, the world is dynamic: networks change one player may gain in terms of their
power position while another loses, new players may suddenly emerge and the definition of
problems and solutions change. We redefine problems or new innovative solutions emerge.
In a stable world, project management proves very useful. You plan your activities
and carefully implement them. Of course, that does not work in a dynamic world so
we need to search for an alternative leadership style.

So we are talking about leadership in

a world with three characteristics:
 There is a network of interdepend-dencies which means there is no
one who can ultimately say 'I am in charge'. Command and control is
ineffective.
Problems are wicked or unstructured which means expertise, including technical
expertise, never has sufficient authority to base decisions on it.
And the world is dynamic the more everything is interrelated, the greater the
likelihood of unexpected events that radically disrupt the decision-making process.
Dynamism means that project management tools a favorite among many engineers do
not work.
So you are deprived of your tried-and-tested tools. Command and control is
ineffective. Expertise is insufficient. Project management becomes an obstacle. What is
your way out?

What is the essence of the mayors problem?

In essence, what problem is the

mayor facing? Let's summarize the three
characteristics from before:
She is in a network which means
she needs to ensure she has sufficient support
from the stakeholders.
The problem is unstructured, there
are multiple uncertainties which means she
must ensure that a level of consensus emerges on what constitutes the right information and
what does not.
The world is dynamic which means the mayor must ensure that this becomes a
problem for all players. She needs to ensure that these players do not use any unexpected
problems that may occur to block the plan, but see these unexpected problems as shared
problems instead.
The mayor can only achieve this by means of a radical game-changer. The game
needs to be transformed from a single-issue game to a multi-issue game.
Nice to know: two books on leadership

The notion that vision and decisiveness are not always conducive to good
leadership, it is something we often encounter. For example, read this study by Harvard
Professor Joseph Nye on the leadership of American presidents: 'Presidential Leadership
and the Creation of the American Era' (2013). These are its key findings:
Nye draws a distinction between two types of presidents.
1) Presidents with a vision, who want to change the world decisively. He calls this
transformational leadership.
2) There are also presidents with a transactional style with no particularly pronounced
vision, they consider small steps to be more important than major leaps forward.
George H.W. Bush, president from 1989-1993, was this kind of transactional
president. This is typical of Bush Senior: he walks into a meeting and asks what it is about.
"We are thinking about your vision", comes the reply. He has no desire to do that. The
vision-thing, he says famously. During his Presidency, Bush saw off two major
international crises without accident: the end of the Cold War and the Iraqi invasion of
Kuwait.
Nye argues that other presidents without a vision can also be extremely effective.
They are flexible, because they are not bogged down by a vision and therefore act as they
find things. Having no clear and unambiguous vision means that they often govern
cautiously and analyse with precision. More than that, their cautious style enables them to
make major structural changes. If you implement major changes carefully and gradually,
they are often more likely to succeed than if you try the big-bang approach.

From public sector to business community

Several years ago, in 2011, 'Enduring Success. What We Can Learn from the
History of Outstanding Corporations' by Christian Stadler was published, a book about the
most powerful European corporations. Here are some of its conclusions:
- Successful companies do not have a charismatic leader leaders with outspoken visions
actually constitute a risk. Because if that vision does not work, their charisma can lead the
business into the abyss.
- Successful leaders do not like radical innovation or risky changes. They are 'smart and
conservative' - just like the American presidents. Smart leaders respect existing structures
within businesses. They never stop talking to their people about the change that is needed.
Changes to the organization proceed gradually.
The businesses grow very large but in gradual steps.

Part 2: Leadership mindsets

Leadership: two mindsets

Many of you are engineers and the multi-game issues strategy can often seem
counter-intuitive to engineers. Why? What is an engineer's intuitive response when
confronted with complexity? Think of an engineer who has to build a complicated chemical
plant. Often, the intuitive response is a desire to reduce that complexity. There is no
engineer capable of dealing with all of the complexity of a plant of that kind, so what do
you do? You break the chemical plant down into a series of subsidiary projects and then
ensure that each of these subsidiary projects is manageable. You reduce the complexity.
With multi-issue games, exactly the opposite happens you are confronted by a
complicated issue and you actually increase the complexity. You add other issues.
Many engineers also feel particularly at home with a project-based management and
leadership style, they have a project-based DNA, a project-based mindset. What is that
exactly? It is a strongly analytical management style that appeals to many engineers. Its key
elements are:
- there is a more or less logical sequence for example, you first need to know what your
goal is, then you can collect information, so you start collecting information and then make
a decision;
- for many of these stages, values such as precision, clarity and focus are important.
Someone with a project-based DNA prefers to have a precise problem analysis, a clear goal
and focus when collecting information.
Of course, you need a project-management mindset if you have to manage
complicated technical projects. But it is not enough in a networked, dynamic world with
wicked problems. That calls for a different mindset.
We call this the process-managerial mindset leadership is not, or not only, a
project, but a process of aligning actors, finding out what the best solution for the wicked
problem is and being adaptive, in view of the dynamic nature of our world.
For someone with a project-based mindset, everything starts with a problem. This
problem must be defined as precisely as possible. The more precise you are, the easier it
will be to select the right solution. But the leader with a process-based mindset knows that
the right problem definition often does not even exist. Problems are wicked, which means
that different actors may have very different views on what the right problem definition is.
If that is the case, you need to define the problems as broadly as possible. The more
precisely you define a problem, the more likely it is that there will be opposition and that
others will accuse you of being narrow-minded. The more broadly you define a problem,
the more likely it is that others will find it sufficiently attractive to work with you.
People with a project-managerial mindset like to have clear goals, because they
provide direction. But what is the risk of having well-defined goals in a networked world?
You lack resilience and are unable to adapt to changing circumstances. You cannot learn
in the course of the multi-issue process, unexpected opportunities may emerge that may
also be attractive.
If you have a pre-defined goal and are single-mindedly focused on achieving that
goal, you will not see the opportunity and will not seize it. It is strategically clumsy to be
very explicit about your goals. It can make you less adept at playing the game. The clearer
you are about your goals, the easier you make it for your opponents to block these goals.
The next phase is gathering information. In the project-based mindset, your goals
determine which information you gather. Engineers often adopt a need-to-know approach
to this you need the information that helps you to achieve your goals and the rest is
information overload. In the process-based mindset, the attitude to gathering information is
often very different. You need to take account of a large number of actors and any
information about these actors and their problems can be of interest especially if you wish
to design a multi-issue game. In fact, unnecessary information does not exist. The more you
know about the players, the better you can play the game.
Someone with project-managerial DNA searches for the right, objective
information. With a process-based mindset, you know that problems are unstructured and
that a lot of information is contested. The question is therefore not, or not only, what the
objective information is. It is not possible to remove the many uncertainties with
information alone after all, that is often contested. The question is how to get the parties
involved to such a stage that they see the uncertainties as a shared problem and therefore
join forces to manage these uncertainties as much as possible.
How do you achieve that? By making the process attractive for them: when the
process is attractive, has a perspective of gain, actors will be willing to work together in
managing uncertainties.
How do you make it attractive? By ensuring that there is something in it for them
by means of a multi-issue game.
Then the solution can be designed by refining the information.
In the project-based mindset, the solution arises from problems, goals and
information. First, there is a problem, and then we try to find a solution. In the process-
based mindset, that is often different. There is a solution, and we then try to find problems.
Someone has a solution that he or she wishes to achieve.
Take our mayor, for example, who wants to achieve a port expansion. So what do
you do next? You look whether you can link other problems to the solution. The port
expansion can, after all, also contribute to solving many other problems than the problem
faced by the mayor. Why would you do that? If the mayor succeeds in linking her solution,
the port expansion, to other actors' problems, she will probably gain the support of those
other actors.

Decision-making
 In the project-management mindset, you have analyzed problems, set goals,
collected information, designed a solution, and then the time comes for decision-making.
This is an important moment the go/not go moment.
In the process-management mindset, the difference between decision-making and
the other stages in the process is not so clear-cut. Because of the multi-issue game,
decision-making is actually a continuous process. The decision is not made, it emerges.
Then there is this: anyone with a project-management mindset also knows a large
number of tools and techniques that are effective in a project. The rule of thumb is: tools
that are effective in a project do not work in a process. Take a simple tool: a deadline. In a
project, a deadline is an incentive to achieve something on time. But what happens if the
mayor in our case study sets a deadline for all the other players? For example, if she says
that a decision must be made by September 1st: Nothing.
Why should the other actors take any notice of this kind of deadline? Even worse
the actors can ask themselves a simple question: who will have a problem on September
1st? The mayor will, but her opponents will not, because they know that the mayor will
have a problem, the deadline could even serve as an incentive for delay.

Implementation

Decision-making is followed by implementation. For this, you mainly need a

project-management mindset. The final question is: what makes you successful as a leader?
What are the evaluation criteria for good leadership in a networked world? The criteria for
success in a project-management mindset are often threefold:
- Have you achieved your goals?
- Have you done it on time and on budget?
Of course, these criteria are not appropriate for a process, in a networked world.
The first criterion: are you satisfied with what you have achieved? You may have
something different from what you were originally looking for and the question is
therefore not or not exclusively whether you have achieved your original goals.
The second criterion: is there a trust among the other parties and have good
relationships emerged with them? Remember that, in an interdependent, networked world,
 you will encounter these other parties again and you are dependent on the other parties. If
you have gained a lot but the other parties are highly disappointed that can be extremely
damaging in future processes.
The third criterion: have you learned something? If, through interaction with
multiple parties and by means of a multi-issue change process, you achieve what you
wanted at the outset, you have probably learned nothing. But other parties can block your
initiative but other parties and other issues can also improve your initiative. Then you will
have learned something.
You should appreciate that these mindsets are not a matter of right or wrong. You
will need them both, you can combine them and you should be contextually sensitive:
what works, might not work in another context.

Mindset 1: Leadership as a project Mindset 2: Leadership as a process

Defining the Define problems as precise as possible - a
problem leader needs the right problem definition.
Setting A leader needs to set clear goals. Clear
goals goals provide direction to other actors.
Be focused - gather the information you
Gathering
need in order to achieve your goals.
information
A leader needs objective information.
From problem to solution.
Designing a
A leader will first define the problem, and
solution
then look for a solution.
A leader will identify a problem, set goals,
Decision
gather information, design a solution
making
and will then enter into the phase of
Define problems as broad as possible -- a leader
needs a problem definition that is also interesting
for other actors.
A leader needs to be resilient, to seize unforeseen
opportunities - clear, predefined goals might
hamper this.
Be open - gather information about the context
you are in, appreciate that there might be
unforeseen opportunities.
A leader knows that that are many uncertainties
and that much information is contested. So invest
in good relationships with other actors to
collectively deal with these uncertainties.
From solution to problem.
A leader who designed a new solution, might
also solve other problems than the pre-defined
ones.
A leader appreciates that decision making is an
interactive process of collaboration with other
actors. In such a process, decision making is not
 decision making about the the go/no go of
the designed solution.
Leaders make decisions.
Leaders asks themselves the
Criteria for
straightforward question have I been
success
effective and have I been efficient?
an isolated phase.
Decisions emerge in cooperation with other
actors.
Leaders use other criteria: am I satisfied with the
results, have good relationships been developed,
have I created trust, have I learned in this
complex world, I am living in?

Reflection

We often imagine that leadership is about vision and decisiveness. However, our
complex world does not offer much room for vision and decisiveness, or for the project-
management mindset that often typifies such people. This raises a difficult question. If
there is so little space for vision, decisiveness and the project-management mindset, do
these actually have any significance at all for leaders? The answer is: yes, vision,
decisiveness and project management matter, but not in the way we often think.
What, despite all this complexity, is the significance of vision, decisiveness and
project management?

Strengths

Introduction on Strengths

Previously you have been infused with the complexities of leadership in a

networked world. Also you have seen leadership is highly contextual. A good
understanding of who you are can help you to understand in what context you are most
likely to flourish. It also helps you to live your life, rather than being lived.
Many senior leaders take the time to reflect on the complexity of the world they
faced with and also on who they are. What their strengths are and what their weaknesses
are. What leadership means for them personally.
 In this part we will try the impossible: we aspire to help you learn more about
yourself and you will do this by writing your personal charter a self-determined reference
guide that might help you throughout your life.
Around the globe, many people including business and society leaders go on
coaching classes or leadership development courses to develop their personal vision or
spend months, sometimes years of reflection to discover what they want in life.
Personal leadership is a 40 billion euro industry globally ranging from one-on-one
personal coaching with a professional coach to multi-day programs like leadership trails in
nature. It will be very hard for us to offer you a similar experience without face-to-face
contact or a personal development coach. We aspire to be the first online course to help you
discover more about yourself and your mission in life. But even if we cant offer the same
as in-person leadership journeys we are certain that the topics of this chapter can help
you start the discovery.
We will take the time to look inwards, and to find out what kind of leader you want
to be. What drives you? What are you good at? We will ask you to write down everything
that you learn about yourself, in order to develop your personal charter. To help you
during this journey you can use the workbook called Reflections and Personal Charter.
After that, we will switch the focus from understanding yourself to leadership habits and
rituals.
We will apply a set of proven tools of effectiveness to further develop your
leadership style, focusing on increasing positive emotions and decreasing negative
emotions. We will look at the future and explore the principles of how to create lasting
change in your personal behavior. And there will be time to revisit your Personal Charter.

In my years as a strategy management consultant I have worked with many teams

from different companies with different cultural backgrounds. At the start of working
together as a team we used to do team learnings a session where we would align our
ideas on what a successful outcome of the engagement would be and also how to approach
it, but we would also take a moment to share with the team what every individual wanted to
learn. And interestingly, whenever I asked the questions what are you good at and what do
you want to develop, the majority of the people had a hard time articulating their strengths
and how to apply them in their work streams clearly, whereas almost everyone could
clearly articulate the things they were less good at or wanted to develop.
Interestingly, research shows the importance of strengths above anything else. Let
me give you a couple of examples. Researchers looked for the strongest predictor for high
performance teams. The answer? The number of team members that indicated they are
using their strengths every day; Another research study quotes the observation of bowling
teams in 1982, they focused on two teams:
- Team 1 was shown a video highlighting only mistakes in previous games;
- Team 2 was shown a video highlighting only successes.
In fact, both teams got better. But the team that saw the video with the successes
improved twice as much as the other team!
Furthermore, this research shows that people grow the most in areas in which
people already show high performance to begin with. When we are children, we find this
very logical: Anna is good at math, so she finds it easy to learn the new mathematics
material; Timmy is good at English, and he also learns the new English material more
easily than new material in other courses. But somehow we seem to forget this when we
grow up.
However awareness, utilization and development of your strengths is critical for
adults too. This is not to say that you should forget about your weaknesses, of course not. It
is good to be aware of your own weaknesses and even try to improve them. Especially, if
they are holding you back from using your strengths. But it is strengths where real
performance and growth comes from.

Meaning

Having a sense of meaning is crucial for leadership. Think about legendary leaders
such as Mahatma Ghandi, Nelson Mandela, and Martin Luther King. Would they have been
equally effective without an inner sense of purpose? An inner sense of meaning that guided
them and the people that followed them?
 The biography of Tesla CEO Elon Musk illustrates a more modern form of
meaning. The author describes how Musk's ultimate personal "meaning" of bringing
humans to Mars has driven many of his choices.
Having a sense of purpose can be a tremendous source of energy for people.
Tapping into their sense of purpose can allow them to achieve extraordinary feats. Effective
leaders need to be connected to their own purpose in life to harness this energy. They also
need to connect others around them to their sense of meaning in order to unleash their
energy. Deciding what is meaningful is a life's journey.
In this section, we will help you start your personal journey for meaning. We will
do this by helping you determine what drives you, and we will visualize the future and see
what will make the difference between success and failure for you personally. This is, of
course, not an easy task. Some of you might need help to get in the right mind-set. If so,
you can read about visualization and meditation.

Visualisation

Before we start exploring your meaning in life, we need to get in the proper state of
mind. We will, therefore, start by introducing you to meditation and invite you to
participate in a short meditation session that will help you reach a mindset to think about
your lives purpose.
Many executives do some sort of meditation. It is a way to deal with the daily
hectic lives and the ambiguous, wicked and unstructured challenges they face. So what
might seem strange is actually common practice by many leaders.
Meditation has many benefits that have been scientifically demonstrated, including:
Reducing stress. Let me give you an example of one of the many studies that demonstrated
this: A group of people with high blood pressure was split into two groups.
- Group 1: They meditated regularly for 15 minutes;
- Group 2: They got health education.
The group that meditated regularly decreased their blood pressure significantly
more than the other group.
 Meditation has also other health benefits: Heightening awareness, improving
memory, increasing learning skills and increasing control of the mind and body. For
example, a study demonstrated that children that were exposed to meditation actually
increased their grades. Furthermore, research at Harvard Business School and INSEAD has
concluded that meditation is one of the two most effective new business tools for the 21st
century.
So, we can use a technique called visualization. To illustrate the visualization
technique, let me tell you an anecdote that will explain the concept.
Benjamin Zander is a well-known conductor and teacher of classical music. He
noticed that his students were very occupied with comparing themselves with other students
and overly critical about their own performances. He noticed that this behavior actually
diminished their performance and drowned out the music as he put it.
He, therefore, did the following: At the beginning of the year, he told each student:
your grade for the year is an A. There is one condition: You have to write me a letter at the
date of the end of the course, several months later, which starts with Dear Mr. Zander, I
got an A because.
This way they would have to describe who they would have become without their
destructive habits of comparing and over criticizing. What happened was amazing! The
students got the feeling of what they could become and that this was something that was in
their control. They stopped focusing on their mistakes and constantly comparing
themselves to others. The result was that Zander saw his students learn more than they had
ever done before.
So, if you think about the person you would want to be at a certain point, you are
much more likely to realize this!

Meditation Jay

Ive been the CEO of this company for about 8 years and I started meditating about
4 years ago. The reason I do it is because I get a lot of pressure. Like every CEO. For
example, in the evening its rare that I can remember my agenda for the morning.
 A lot of CEOs have that. So a lot of CEOs that I know, do meditate. The other
reason to do it is for my own stress because I need to get rid of some of the tension, and
lastly the people around me need to be able to rely on me. Im responsible for a lot of
people and if I get stressed then it has an effect on them.
I dont have a particular technique or something: I just sit quietly in a comfortable
position and I dont do anything. I dont work out plans, I dont think about things, I just
breathe.
Well sometimes your mind is very busy. In my line of business that happens right?
But then you meditate with a busy mind. Most important thing is you dont move
physically or mentally. Just let it all be.

Exercise on visualization

The next exercise will be a combination of meditation and visualization. The

video you will listen to has two parts:
The first part aims to bring you into a relaxed, meditative state of mind (the reason
is that thinking about your future life is hard to do purely cognitively). In this meditative
state, we hope your intuition and spontaneous thoughts and feelings are triggered.
In the second part, you will asked to imagine that you are attending your own 70th
birthday celebration. The audio voice will guide you through this imagination and ask
several questions.
For the results to be most optimal, make sure that you find a quiet spot where you
can sit on a chair without disruption for 10 minutes and where you can listen to the video.
Place your feet on the ground and hold your arms loosely in your lap. Start the video.

https://www.youtube.com/watch?v=4LJtP_ZRqEI

The personal charter

 In the past sections, you have explored your Strength and Passions. Furthermore,
you did a meditation and visualization exercise. By doing so, you have basically started to
create your own personal charter.
A personal charter is a one-pager that describes your mission in life. You can use
this charter to guide your career or other life decisions. In this next exercise, you are asked
to make a first draft. After the next session, when we discuss leadership habits and rituals,
you will further expand on your personal charter with short term ambitions. The personal
charter is not static. We encourage you to revisit it at least yearly and update it when
necessary; based on the expertise you gain over time.
So, try to fill in 5-10 sentences on your mission in life and the legacy you would
want to leave behind. Each time you discover something about yourself, you can add it and
refine your charter continuously.

Conclusion Leadership mindsets

By now, you made an important step in your leadership journey. You have explored
your sense of meaning and what you want to achieve in your life. Furthermore, you have
thought about the strengths you possess and how you can use them to chief your mission in
life. Furthermore, you have made a first draft of your personal charter. These are important
steps.

Part 3: Personal leadership

Introduction on leadership habits

It might feel a bit uncomfortable to reflect on you or push yourself in this way, but
personal reflecting is essential for developing yourself as a leader. However, knowing
yourself is not enough. Effective leaders have also incorporated certain habits that make
them effective. So, we will touch two sets of habits:
The first set of habits relate to positive emotions. Effective leaders are able to
energize themselves in the most difficult situations and they are able to keep a constructive
mindset. But effective leaders also have the ability to deal with tough situations and the
corresponding negative emotions.
The second part will be related with stress management. Apart from becoming more
effective as a leader, these tools will also help you to experience your life and leadership
journey more positively. Despite all the challenges associated with leadership, leaders
should be able to enjoy what they are doing.

Introduction on positive emotions

Positive emotions

With positive emotions, we mean thinking about things or being engaged in

activities that make you happy and give you energy. One should not question why one
would want to be happy. Most people aim to be happy in their lives. But just in case you
do: research shows that positive emotions have certain side benefits, such as increased
perseverance, and more effective problem solving in area such as the military, academia
and politics. It also tends to make people more popular and increase their health.
Positive emotions are important because they are linked to increased perseverance
and problem-solving abilities. There are several tools to evoke different positive emotions,
such as gratitude, empathy or the freedom to choose your own response.
A very simple, but effective, way to trigger positive emotions is to revisit what you
are grateful for. An effective way to do this is by
writing a gratitude letter.
What makes you happy? Having fun?
Hanging out with friends? Delicious food? Making
money? Well consider this. Psychologists have
scientifically proven that one of the greatest
contributing factors to overall happiness in your life
is how much gratitude you show. Yup. Think about that.
 Go ahead and marinate on that for a second. It will make you feel better according
to this study. So, we gathered a selection of volunteers to act as our subjects. First we gave
them a test.
They didn't know what we were looking for. But they gave us a pretty good idea of
their current level of happiness. We asked them to close their eyes and think of somebody
who was really influential in their life. Somebody who did something really amazing or
important for them. We had them write down as much as they could about why this person
was so important. Now a lot of them thought at this point the experiment was over until we
really put them on the spot and tried to get them to call that person and read what they
wrote about them.
For those who took the time to actually write something down but couldn't make the
phone call for whatever reason we saw happiness increase between 2 and 4 percent. Good,
but not exactly mind-blowing.
Now for those who actually picked up the phone and personally expressed their
gratitude, we saw increases between 4 and 19 percent. So either way! Expressing your
gratitude will making you a happier person.
But you want to know something really interesting? The person who experienced
the biggest jump in happiness was the least happy person who walked in the door. What
does that mean? That means if you're having a particularly tough time, trying this out will
more likely have a greater impact on you.

Reflecting on your achievements

Another way to express gratitude is to spend a couple of minutes each day to reflect
on the achievements you are proud of. If the word proud is too strong, think about
smaller things, such as smiling to a stranger, finishing something you had been
procrastinating about, eating an apple instead of chocolate (or the reverse!).

Learned optimism
 Imagine the following scenario: You have worked 6 months on a top priority project
for the CEO. Today you are presenting your recommendations to him, along with his top
team:
Thank you for your report and your presentation. Peter will talk to you about
everything you brought up. We will consider it. I see you soon.
How did that go?

What would be your thoughts in such a moment? One way to think about this is as
follows: The CEO left because he was irritated by my presentation, I am not smart enough
to give this presentation. In fact, I think I do not have what it takes for my position in
general. Now my career at this company is in jeopardy.
This is a pessimistic view of what happened. If this would happen in real life, a lot
of people would feel like this. However, there are other ways to view the event:
Hey listen! I had to go. I had to talk to John, cause John really need talking to. He
was very much against to your ideas. I think they are great. I thought your report was
sublime. I thought your presentation was very skillful, excellently done. But john had to be
talk to. John is onboard now. So you can go ahead, you can make a plan and start
implementing your ideas. John and I will give you all the backup you need.
By simply reflecting on our ability to frame and reframe reality in any moment, we
are able to shift from default response to reflective action. In short, it helps us become less
reactive and more proactive. The key here is not to become an unrealistic optimist, but to
increase your awareness of how you are viewing a certain situation. This can then help you
examine the evidence for your thoughts and maybe shift to a more realistic point of view.

Introduction on stress management

Stress management
 We have visited two tools to evoke positive emotions. First, we have written
gratitude letters and thought about our achievements to evoke gratitude. Second, we trained
reframing or learned optimism. Now, we will explore another topic that might help you
to become an effective leader: stress management. This is an optional section for those of
you who are interested in how to deal with stress.
We have seen earlier that today's world is very complex. We are expected to
produce more and more, while the external distractions are becoming larger and larger.
This can cause significant amounts of stress. Stress has a negative influence on leadership,
professional performance, and overall happiness. Therefore it is a priority that we learn to
manage and prevent stress.
Stress also has a negative impact on your body. Research has shown that 75 to 90%
of all doctors office visits are for stress-related ailments and complaints. Chronically high
stress can lead to serious problems such as burnouts or depression. Now we will talk about
two tools that can help you reduce stress.
The first tool helps you choose your reaction to external events rather than
accepting the default response. Then we will learn how to prevent you from having so
called amygdala hijacks. These are moments where you act in such a manner that you
immediately regret it afterwards. Lets start with the first part; the freedom to choose your
response.

Freedom to choose your response

Let us talk about Viktor Frankl. Viktor Frankl was a psychologist who lived around
World War 2. He was trained in the methods of Freud, that assumes that whatever happens
in our childhood largely determines the person you will be as an adult, and there is little
you can do about it. So, there is an impulse, and a determined response. For example, if
someone hit you, you hit him back.
Because he was Jewish during World War 2, Viktor was sent to the concentration
camps, where, needless to say, he saw and experienced terrible things. It was in this
environment that the deterministic view he had been taught was not correct. His
environment did not determine who he was and what he did. He discovered that in the
absence of freedom, the only freedom he had was to decide his response to whatever
happened around him.
So, he learned that there was a freedom to choose between stimulus and response.

If someone hits us, we have the freedom to choose our response. We can use our
self-awareness, imagination, conscience and free will to determine our response.
Leadership can be associated with responsibility. Lets deconstruct that word:
response-ability. Our ability to determine our responses. In short, for our development as a
leader it is critical that we understand and exercise this freedom.

Amygdala hijack

We talked earlier about our freedom to choose between

stimulus and response. However, it sometimes doesnt feel like we
have this freedom. There are these moments when someone acts in a
certain way and you automatically get into protection mode. These
situations are sometimes called hot buttons or, more scientifically, we
say that an amygdala hijack occurs.
An amygdala hijack can occur when a threat is perceived. This
can be minor or major, physical or emotional, depending on the person
and situation. Take the following example: You are tasked with an
initiative that will take you a lot of work; the value of this work is
unclear, so you ask why this initiative is pursued. You colleague reacts
angrily to your inquiry. In this instance, you might feel threatened. It
sounds like another time I had to put all my energy into a pointless
piece of work.
Because of this perceived threat, your amygdala might kick in and take over your
behavior, eliminating your usual freedom to choose your response wisely. Your amygdala
might go on the offensive, overstating the case or raising your voice, creating tension
between you and your colleagues.
Only 6-10 seconds later, you come back to your senses. Your neocortex takes over.
However, you might regret what you have said and have seriously damaged the relationship
with your colleague. This phenomenon is called the amygdala hijack. The amygdala hijack
is triggered by a perceived threat. This can be a real life threat, or a coworker reacting
angrily to your question.
The only way to come out of the amygdala hijack is by
activating the neocortex. Lets now dive in how you can prevent this
scenario and create an alternative, desired scenario. The key is realizing
that you are feeling threatened early on and keeping your neocortex in
control. You can do this by pausing and asking yourself rational
questions. Then you can decide on an appropriate action, leading to a
more desired outcome.
Lets now do an exercise to discover and anticipate your own
hot buttons and amygdala hijacks. Think about a situation in the past 6
months where you did something you immediately regretted.
Deconstruct the situation: was there a perceived threat? When
did you start to feel this emotion? Why did you feel threatened? What
did you do? What were the consequences? Now think about what you
would have liked to have done. At what moment should you have
paused? What should have been the question to ask yourself? What
should have been your response to the situation and what would have been the probable
outcome?
Now think about the future. What kind of situations are prone to similar amygdala
hijacks? What should you do to prevent them?

Turning ambitions into rituals

We want you to start thinking about your ambitions to be reached in 5 years and in
1 year. List all your ambitions that come to mind. Some of these ambitions might be easily
obtained. Some of them can be much harder or require a real change in your behavior. E.g.
after a period of not doing sports, it might be hard to motivate yourself again to get up 30
minutes earlier every day and go for a run. In this section we will focus on behavioral
change. Why it is so difficult and what tool could you use to help changing your behavior.
You will choose one such behavioral change challenge.

Behavioral change

By now you have identified some of the changes that you want to apply to your own
lives. Where do you start? If you want to start to change your own behavior, it is very
important to first to understand the concept of willpower. Research has established that
willpower behaves as a muscle: if you use your willpower you exhaust your muscle of
willpower.
Or to frame it differently you can see willpower as a sort of reservoir of self-control;
every time you do something that requires willpower or self-control you deplete the
reservoir. If its a reservoir with a limited amount of willpower or self-control, you will
want to apply it in the best possible way, to get the best outcome out of it.
How do you do it? The best way to change your behavior, given this concept of
willpower, is by creating new habits or new rituals. A habit or ritual is an action that you do
automatically, therefore it does not require any willpower or self-control, you just do it
without thinking.
Luckily, there is a lot of research available on how people can change their habits or
rituals. Tony Schwarz has made a very useful checklist for this. For illustrate it: if you have
some back problems and know that you have to work less, the first check to do is about
creating an ambition that is on the one hand very realistic but on the other hand it is also
motivating enough to get you exited. So, you could decided up on was to finish every day
at six (realistic and motivating).
The second check is about how you define it. It should be very precise and very
specific. In this case, finishing every day at 6 is neither really precise nor specific. It is
more an outcome than actually doing something. Therefore you can frame it as: Start
every day with those tasks that needed to be getting done that day, instead of doing
something else.
That is also where to third check is about: You need to understand what you are
going to resist, when you are implementing this habit; because you already have some type
of behavior. You need to be conscious: What am I not going to do and what am I going to
do instead.
Number four is more about understanding what other commitments that you will
made, that you now need to compete against. For this case, you can be also committed to
professional excellence or doing a good job. Sometimes you can think that of you work a
little bit longer this will be better. That were the sort of internal conflicts you have to
resolve before you implement a new habit.
Number five is about understanding that you can only implement one significant
new habit at a time and that this takes time. This typically takes about 30 days. It is very
important that you realize that this is a struggle. It is not going to be easy and there are
going to be instances where you not complying with your new habit. You need to except
that and cut yourself from slack and just start over again, until you can do it without
thinking.
So at the first day of the 30 days it takes a lot of willpower and self-control to
conscious choose something else and after the 30 days it becomes less difficult. It becomes
more as a ritual. Its more in your system and hence after 30 days is going to be fully
ingrained and than you can move on to the next thing you want to change.

Your 30 day challenge

It is time to turn the ambitions you listed earlier into rituals. Think through one
ritual that you want to start that contributes the most to your ambitions. Remember just to
focus on one new habit at a time. We will do two short exercises and then you are ready to
start your challenge.
Exercise 1: Actions will only happen if the end product is clear, we know how we can get
started with a first action, and we have a date and time when we will execute the first
action.

Exercise 2: Use the people around you! Telling the people around you about your
aspirations and commitments actually increases social pressure. You can use this social
pressure to motivate yourself.

Congratulations! You are now committed and organized to get started on your 30
day challenge: making a new ritual reality.

Part 4: Leadership models

Introduction to Leadership models

As a leader, it is not possible to make all stakeholders happy, and the outside world
(e.g. shareholders, journalists) does not tolerate mistakes. Leaders need to make their own
choices and decisions for their organization in a context of wicked and unstructured
challenges.
This first part described this context. The second part was about sharpening your
knife as a leader, it was about you. For example: how to find your purpose and how to
manage stress. You developed your own personal charter which can serve as a compass on
your leadership journey.
In third part, we will bring the context and you together. You cannot always choose
your context, but you can choose how you want to relate yourself to your context. Thats
your personal leadership style. In this fourth part, we will review a number of leadership
models and will suggest one leadership model that you can start working with. We will
suggest concrete actions to develop this leadership style.

Overview leadership models

 In this part, were going to explore four popular leadership theories. During the
explanation and examples of each model, you must consider the following questions:

The hero leader

The first model is trait-based leadership - a theory that relates to the Hero leader.
The core belief of trait-based leadership is that one can become a great leader by emulating
the personal characteristics and behaviors of great leaders.
One can think of big heroic leaders such as Winston Churchill, the former British
prime minister during WWII, or you can think of Nelson Mandela, the first president of
South Africa after the abolition of apartheid. A more recent example is Steve Jobs, the
former CEO of Apple.
In the following sentences we will illustrate the Hero leader using Steve Jobs:
I was lucky I found what I loved to do early in life. Woz and I started Apple in
my parents garage when I was 20. We worked hard, and in 10 years Apple had grown
from just the two of us in a garage into a $2 billion company with over 4000 employees.
We had just released our finest creation the Macintosh a year earlier, and I had just
turned 30.
And then I got fired. How can you get fired from a company you started? Well, as
Apple grew we hired someone who I thought was very talented to run the company with
me, and for the first year or so things went well. But then our visions of the future began to
diverge and eventually we had a falling out. When we did, our Board of Directors sided
with him.
 So at 30 I was out. And very publicly out.
What had been the focus of my entire adult life was gone, and it was devastating. I
really didnt know what to do for a few months.
I felt that I had let the previous generation of entrepreneurs down that I had dropped
the baton as it was being passed to me.
I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly.
I was a very public failure, and I even thought about running away from
the valley.
But something slowly began to dawn on me I still loved what I did.The turn of events
at Apple had not changed that one bit.
I had been rejected, but I was still in love.
And so I decided to start over.I didnt see it then,
but it turned out that getting fired from Apple was the best thing that could have ever
happened to me.
The heaviness of being successful was replaced by the lightness of being a beginner again,
less sure about everything.
It freed me to enter one of the most creative periods of my life.
During the next five years, I started a company named NeXT,
another company named Pixar, and fell in love with an amazing woman who
would become my wife.
Pixar went on to create the worlds first computer animated feature film,
Toy Story, and is now the most successful animation studio
in the world.
In a remarkable turn of events, Apple bought NeXT,
I returned to Apple, and the technology we developed at NeXT is
at the heart of Apples current renaissance.
And Laurene and I have a wonderful family together.Im pretty sure none of this would
have happened if I hadnt been fired from Apple.
It was awful tasting medicine, but I guess the patient needed it.
Sometimes life is going to hit you in the head with a brick.
Dont lose faith.
 Im convinced that the only thing that kept me going was that I loved what I did.
Youve got to find what you love.
And that is as true for work as it is for your lovers.
Your work is going to fill a large part of your life,
and the only way to be truly satisfied is to do what you believe is great work.
And the only way to do great work is to love what you do.
If you havent found it yet, keep looking.
And dont settle.
As with all matters of the heart, youll know when you find it.
And, like any great relationship,
it just gets better and better as the years roll on.
So keep looking.
Dont settle.
Let us briefly reflect on trait-based leadership.
Steve Jobs is clearly a very impressive leader who had a significant impact on this world.
The trait-based leadership theory says that we can become a great leader by acting like
Steve Jobs.
The issue with this theory is that we are not Steve Jobs.
Being Steve Jobs probably worked for Jobs, but will it work for us?
And can we do it without losing ourselves?
Will our people trust us if we as leaders display behaviors that are not ours?

The chameleon leader

1. Now lets have a look at a second, completely different model:

2. situational leadership.

3. This is the theory about the Chameleon leader.

4. The Chameleon leader adapts his or her style based on the situation.

5. This may sound a bit negative, but in a highly dynamic and networked world,

6. being adaptive can be very helpful.

7. In the following clip, we will illustrate the Chameleon leader.

8. Again, please carefully observe the behaviour of

9. the leader in this clip.

10. My function as a leader is to understand the dynamics of this world.

11. Yes, there are situations in which I will have

12. to stand firm.

13. I will have to put my foot down.

14. I will have to decide and I will have to announce sometimes unpopular measures.

15. There are situations in which back paddling and compromising are not an option.

16. Ill stand up for that and Ill defend that if needed.

17. And, yes,

18. there are situations when dialogue with people is key.

19. Because they know so much better than I do what the relevant new concepts are.

20. They have the expertise that I do not have.

21. I will listen, I will learn and then I will lead.

22. Lets briefly reflect on situational leadership.

23. Jack is clearly adapting his style as soon as the situation and the people around him

24. are changing.

25. He is making a real effort to read the situation and to do what he feels is right.

26. But there are some issues with Jacks style.

27. It is not clear if he is reading the situation well and if he is effective in his leadership.

28. We are left with the feeling that Jack does not really know who he is or what he is standing for.

29.

The visionary leader

1. Lets have a look at a third model: transformational leadership.

2. This theory is linked to the Visionary leader.

3. The role of the transformational leader is to be a role model,

4. to create a shared vision, and to build a teams trust and capacity

5. to work together.
6. Transformational leaders create an environment in which individuals transcend their individual

7. goals to achieve the higher mission of the organization.

8. Transformational leaders have to be able to transform the context with their vision,

9. rather than simply react to it.

10. How to do this, is very interesting.

11. We critically reflected on the concept of visions Hans even argued that visions are

12. tricky, as sticking to a vision can make us blind

13. to changing circumstances.

14. In the following clip, you see a speech of Elon Musk,

15. CEO of Tesla, a great example of a transformational leader.

16. Again, please carefully observe the behavior of Elon Musk.

17. Welcome everyone to basically, the announcement of Tesla Energy,

18. all right.

19. So what Im going to talk about tonight is about a fundamental transformation of how

20. the world works, about how energy is delivered across the Earth.

21. This is how it is today, its pretty bad.

22. It sucks, exactly.

23. I just want to be clear because sometimes some people are like,

24. confused about it, this is real,

25. okay.

26. This is actually how most power in the world is generated,

27. with fossil fuels and if you look at the curve, thats a famous curve,

28. the Keeling curve which shows the growth in CO2 concentration in the atmosphere and every

29. year it ratchets up, it gets higher and higher and if we do nothing

30. thats how, thats what,

31. where its headed, to levels that we dont even see in the

32. fossil record.

33. So this is Well, I think we we collectively should do something

34. about this.

35. And not try to win the Darwin award.

36. For us and a lot of other creatures too.

37. Let us briefly reflect on transformational leadership.

38. Whats the main difference between Steve Jobs as a Hero leader and Elon Musk as a Transformational
leader?

39. Obviously, there are important parallels between both leaders.

40. They are visionary and they have changed the world with their new technological products.

41. One important difference is the higher mission of Tesla,

42. which is really about transitioning to a society based on sustainable sources of energy.

43. This is nothing less than transforming the way society works.

44. Transformational leadership is clearly appealing, so what are the issues with this style that

45. we need to be aware of when developing our own leadership style?

46. First of all, not all leaders have visionary personalities,

47. and these may be hard to develop.

48. Secondly, all attention goes to the visionary leader

49. instead of the issues that s/he is trying to address.

50. Thirdly, the reputation of the organization is largely

51. determined by the visionary leader.

52. This is a risk.

53. And fourthly, there is an organizational dependence on a

54. visionary leader, there is the potential for a lack of empowerment

55. for leaders at lower levels of the organization.

The servant leader

1. Lets have a look at the fourth model: servant leadership.

2. This is a very popular concept now.

3. But ask yourself the question: does this style work in a world of political

4. game playing?
 5. The following clip is an example of servant leadership.

6. Lets have a quick look.

7. My role is to listen to all of you so I understand your priorities and your worries.

8. I want to be of service to you so we can jointly create a climate of mutual respect where we

9. can all flourish.

10. Your growth is my true measure of success.

11. Leadership is a gift and is given by those who "follow".

12. Your talents and interest should be your guiding principles of where your heading.

13. I strongly believe in the power of teams and in the power of your dreams.

14. I need you to help me see things from your perspective.

15. Servant leadership is about serving the needs of your people.

16. However, one issue these leaders face is that their

17. people might not know what they want and, if they do,

18. they might want different things.

19. In addition, there is more focus on the quality of the

20. relationships and less on delivering results.

21. We want both quality relationships and results.

Overview

Trait-based Situational Transformational

Name Servant leadership
leadership leadership leadership
Chameleon Transformational
Summary Hero leader Servant leader
leader leader
Impact is made by Leadership is The role of the Role of leadership is one
Characteristics
the individual situation- leader is to be a role of service, not just to
of the
leader alone. specific and model, to create a customers but to
leadership
The personal adapts as the shared vision, and employees as well.
style
characteristics and world and to build a teams Primary focus is on people
 behavior of the people change. trust and capacity to and not the organization.
leader make the Leaders adopt work together. People are treated fairly
difference rather different styles Leaders create an and humanely and
than the context in based on the environment in supported in their personal
which the leader maturity of the which individuals growth.
operates. people they are transcend their Leaders can be trusted to
One can become a leading. individual goals to serve the needs of the
great leader by Can be achieve the higher many rather than the few.
emulating the developed by mission of the Teamwork, community,
personal enabling organization. values, service, and caring
characteristics and individuals to Leaders create behavior are important
behavior of great understand the desirable outcomes principles.
leaders. context and to in organizations and The ideal is self-giving
adapt their have to be able to without self-glory.
behavior transform the Leaders enhance dialogue
accordingly. context rather than and understand social
simply react to it. dynamics.
Difficult to Not all leaders have
determine the visionary
correct behavior personalities, and
The mindless
in a given these may be hard
application of
context. to develop.
heroic traits may
Losing oneself All attention goes to
lead to inauthentic Focus is on the quality of
in the context the visionary leader
Issues behavior, which relationships instead of
and lacking instead of the issues
undermines trust. delivering results.
authenticity. that s/he is trying to
Top-down.
Merely address
Assumption that
externally High risk as the
one size fits all.
oriented, reputation of the
without a strong organization is
internal sense of determined largely
 purpose. by the visionary
leader.
Dependence of the
organization on the
visionary leader,
potentially a lack of
empowerment of
leaders at lower
levels within the
organization.

Leadership in a complex, multi-stakeholder world: sustainable leadership

Sustainable Leadership

During the last session, we reviewed four important leadership theories.

We concluded that none of these theories capture the current level of
complexity in this world accurately. And thats okay and to be expected.
Not a single model of leadership will last forever.

Now we want to present you with a model that works in the current
context and hopefully some years to come. We need a new type of
leadership. We call this sustainable leadership.

1. Our world is an increasingly uncertain place.

2. We face complex, global challenges such as:

3. the pressures on natural and food resources; our ecological footprint and climate change;

4. regional instability and security concerns; access to healthcare and education,

5. and social disruption and technological change.

6. It has become clear that political institutions alone are not capable to address these complex

7. trans-national issues, as they are fragile,

8. captive to special interests or too local.

9. In this interconnected world, political institutions need to work together

10. with businesses.

11.
Businesses are increasingly expected to meet the triple bottom line of social,

12. environmental and financial performance and to respond to the concerns of stakeholders:

13. people who gain from, or are damaged by,

14. organizational actions.

15. This organizational consideration for people, planet,

16. and profit is called corporate social responsibility.

17. Organizations are in desperate need of leaders who can carry this responsibility for people,

18. planet, and profit and can foster long-term relationships

19. with multiple stakeholders.

20. Leaders who make long-term sustainability of our world a top priority and who are able

21. to address all challenges.

22. Stated differently, organizations need sustainable leaders.

23. Fortunately, modern world knows many leaders who are not

24. solely inspired by a constant push for the creation of shareholder value.

25. Who sincerely want to contribute to a larger purpose,

26. while still making a handsome living.

27. Who are very capable of balancing short-term and long-term priorities and have the competencies

28. to be or become - sustainable leaders of the future.

29. And engineers might be a large part of this population We are now ready to introduce

30. the concept of sustainable leadership.

31. Sustainable leadership can be described by three groups of competencies.

32. Competencies consists of knowledge, skills,

33. and attitudes.

34. We will now take a deep dive into the three competencies of sustainable leadership:

35. These are: Relationship-building,

36. Systems thinking, Sustainability mindset

37.

Relationship building
1. Traditionally, leadership models are vertical.

2. The leader has a hierarchical relationship with her/his followers.

3. The leader leads from the top and the follower looks up to the leader from the bottom and follows.

4. This does not work anymore in this extremely dynamic and networked world:

5. There is no way that leaders can know and understand everything whats going on inside
6. and outside their organization.

7. Also Followers do not want to be told anymore what to do.

8. And other stakeholders want to be engaged

9. in the decision making of the leader.

10. Consequently, leaders need to rely on their people and the

11. broader stakeholders around their business and engage with them at an equal footing.

12. Therefore, sustainable leaders need to adopt a more

13. horizontal approach.

14.

15.
16. They need to understand people across cultures, embrace diversity and build productive,

17. long-term relationships with key stakeholders through dialogue,

18. leading to concrete and positive results.

Mayor: relationship building

1. Relationships are key.

2. Id say about 30% op my work is content, and 70% is interaction,

3. building and maintaining relationships.

4. So its important to be aware of different cultures and customs.

5. You have to be able to understand people, different organisations,

6. and react to them appropriately.

7. People want you to respect diversity, and to treat them in a fair way.

8. I think about half of my time is spent on networking.

9. Its key if you want your job to go smoothly.

10. I am always building new relationships, staying in the loop so I can recognise

11. new business opportunities as they arise and act fast.

12. Listening is probably the most important skill for anyone in a leadership position.

13. Ive spent so many hours managing conflicts, mediating between different stakeholders,

14. getting them in line with our strategic direction.

15. For this to be possible, people have to trust you,

16. see you as dependable.

17. I am a great believer in empowering others, in giving stakeholders freedom,

18. autonomy, allowing them to solve problems themselves,

19. and in new ways.

20. In recent big projects I made it a priority to measure improvement,

21. not just for the bottom-line results, but on multiple dimensions,

22. also analysing relationships between stakeholders, and the impact that certain decisions have

23. on the stakeholders involved.

24. So yes, relationships are key

Systems thinking

1. Sustainable leaders are adept at systems thinking and will always be aware that there is a bigger

2. context beyond the immediate focus of the organization.

3. They have the intellectual flexibility to see the big picture,

4. as well as analyzing the details of a strategy, and to shift perspectives quickly and frequently

5. where necessary.

6. They can formulate a vision that inspires all stakeholders and decide between competing

7. interests.

8. In the first part of this MOOC Hans spoke about the need for leaders in this networked
9. worked who can play the game.

10.

Mayor: systems thinking

1. As a leader I can have added value, if I can convince people that the focus should

2. be on the bigger picture.

3. There is always a bigger picture.

4. If you are aware of that, of wider,

5. more complex systems, beyond your organisation,

6. then you can create a big advantage for the future of that organisation.

7. So, you have to keep the big picture in mind at

8. all times but at the same time you can never lose sight of the details - and there are

9. always many details.

10. You have to be able, as it were,

11. to zoom in, to get to the root cause of some issue quickly,

12. and then zoom out again fast to see the big picture again.

13. And you need to consider both local and global perspectives,

14. also to gain support for those decisions.

15. That can be quite tricky sometimes, finding the right balance.

16. And of course you have to understand your business or project through and through.
17. You have to know extremely well what is the essence of it,

18. what is the core.

19. That will help with developing products, services,

20. solutions that serve your customers needs and that can be easily explained to all major

21. stakeholders.

Sustainability mindset

1. After the competencies of Relationship Building and Systems Thinking,

2. we close with the third and most important competency which is the Mindset for Sustainability.

3. Sustainable leaders have a strong interior

sense of purpose that grows into a sense of

4. purpose and mission for their organization.

5. Thats why we have spent so much time together developing your personal charter.

6. You identified your mission (why do you exist?) and your legacy (what do you want to build

7. and leave behind?).

8. Mission and legacy are elements of your purpose.

9. Sustainable leaders are oriented towards the long term.

10. They feel an inherent motivation to meet the triple bottom line of financial,

11. social and environmental performance or people, planet and profit.

12. We summarize all these aspects under the header of sustainability mindset.

13. The core of the sustainability mindset is to move from the me (i.e.

14. promoting ones own interests) to the we (do whats good for all major stakeholders).

15.

Mayor: sustainability mindset

1. rt of transcript. Skip to the end.

2. What Sustainable leadership means to me?

3. Well, a few things.

4. First, what I would call enlightened self-interest:

5. Valuing the interests of stakeholders, rather than using others for individual gain.

6. Seeing stakeholders in the broadest sense, for example including future generations.

7. And having a long-term orientation: Focusing on long-term goals and not being

8. deterred, or side-tracked,

9. by pressure from parties with different goals.

10. At the same time you have to be aware that there is no long-term success without short-term

11. delivery.

12. Whats called presencing is another aspect of sustainable leadership.

13. It is a combination of the words presence and sensing - sensing your potential and purpose

14. and at the same time being present in the moment.

15. This kind of awareness really helps to focus, and to achieve the highest possible.

16. And you need courage.

17. Courage to counter resistance, courage to make difficult decisions in uncertain

18. conditions - its not always easy.

19. And integrity.

20. For leadership to be sustainable a leader has to show honesty and moral values,

21. in both their professional and personal lives, so that stakeholders trust them,

22. and see them as role models.

23. And last I would say, open-mindedness - being open towards new ideas

24. and the beliefs of other stakeholders - and transparency - giving the bad news as well

25. as the good, giving both positive and critical feedback,

26. to bring out the best in people.

27.
Reflection: Sustainable leadership

Developing your sustainable leadership

We have now looked at the three competencies of Sustainable
Leadership: the Sustainability Mindset, Systems Thinking, and
Relationship Building. The question now is: how do you develop these
qualities?

In order to answer this question; four elements in the background of

sustainable CEOs turned out to be important for their sustainable
leadership:

Educational level: the higher the leaders educational level, the greater
the likelihood that s/he can cognitively process and contribute to the
complex practices required to achieve sustainability.

Functional background: candidates with breadth of functional career

experience, particularly in areas that focus exclusively on dealing with
different stakeholder groups, are better at sustainable leadership.
 International assignment experience: living and working in a foreign country
clearly gives executives exposure to new cultures, systems, languages,
institutional environments and often a greater breadth of
responsibilities. International assignment experience of CEOs is
positively correlated with sustainability outcomes of their business.
Experience in both developed and developing markets makes a CEO
even more desirable.

Tenure (i.e: time in position): CEOs with short tenure may be motivated to
prove themselves and build a reputation through meeting short-term
goals. CEOs with longer tenure tend to have the mental capacity and
confidence to think beyond the short term.

Reflect on your own career

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Let us now use these insights and take a moment to reflect on our own
careers. As we are engineers, the educational level is well-covered, so
let us look at the other areas. I would like to ask you to reflect on the
following experiences in your own career (our questions assume that
you do have some work experience already):

Cross-functional experience:

Have you worked across more than one functional area? (e.g. engineering, manufacturing,
sales, marketing, finance)

If yes, across which functional areas have you worked thus far? How did
your perspective on your work change as you moved from one area to
the next?

If no, what is your perception of your colleagues in other functional

areas? Which are differences in the culture between your functional area
and other functional areas within your company?

How would you go about further building your cross-functional

experience? From whom would you need help in order to realize this
ambition?

International assignment experience:

Have you lived and worked in multiple countries?

 If not, would you have an opportunity to do this? How would you go
about this?

How can you further round your international experience?

Tenure:

How long do you tend to stay in each job?

Have you taken an assignment through its full cycle from developing a
vision and creating an action plan to driving it through to completion?

Which have been the moments of truth in your professional and

personal life during which you have proved yourself in the face of
adversity?
Now please reflect on the competencies you personally possess as
a leader. In the table below you can refresh your memory and see
to what group all competencies belong.

Relationship building: Systems thinking: Sustainable

Cross-cultural understanding Seeing the bigger picture Enlightened self

Appreciating and embracing diversity Appreciating the details Long-term orien

Networking Balanced decision-making Presencing

Facilitating meaningful dialogue Simplicity Courage

 Empowerment Integrity

Measuring improvements Open-mindedne

Transparency

Do most of your competencies belong to relationship building,

systems thinking or sustainable mindset? Please check that group
below.

Part 5: Leadership context and you

A simple framework to help you make your career choices

1. We all have moments during our careers where we become restless and think:

2. I am ready for something new, but I have got no idea what this next job

3. looks like!

4. This can be quite daunting or can even cause outright fear.

5. Sometimes, we trigger this event ourselves,

6. while at other times, other people make the decision for us - for

7. example in the case of a job loss after a restructuring.

8. But, making career choices is a continuous process

9. during our whole career, rather than just a one-time event.

10. As we are learning and developing ourselves, we will want to move on to new challenges.

11. In addition, our work-context is continuously changing

12. around us and we may decide at some stage that our current work environment is not right

13. for us anymore.

14. Career changes therefore can be gradual moves to a next step or a complete departure from

15. what we were doing before.

16. As our life expectancies go up and the work context is more dynamic than ever,

17. we can all expect to make more career choices during our lives than our parents have ever done.

18. I do not believe in precise career planning.

19. As writer and cartoonist Allen Saunders has dubbed:

20. Life is what happens to you while you are busy making other plans In his commencement

21. address at Stanford in 2005, Steve Jobs likewise said:

22. You can't connect the dots looking forward; you can only connect them looking backward.

23. So you have to trust that the dots will somehow connect in your future.

24. You have to trust in something your gut, destiny,

25. life, karma,

26. whatever.

27. This approach has never let me down, and it has made all the difference in my life.

28. So does this mean that it does not make sense to have a plan at all?

29. I believe that it is still helpful to have a plan,

30. as it gives a sense of direction in your work life,

31. even if you know that it will probably never play out the way you hoped it would.

32. You may actually be positively surprised!

33. We have developed a simple framework that will help you think about your next career steps.

34. Let us now share the framework.

35. There are four pieces to it The first box is your Edge.

36. This is everything that makes you special when you compare yourself to your peers.

37. It is up to you who you want to compare yourself to.

38. Your Edge are those strengths that make you special and differentiate you from others.

39. They make you you.

40. The second box is about Flow.

41. Being in flow means forgetting the world around you because you are fully absorbed by the
42. task at hand.

43. Flow is a joyful situation of energized focus.

44. When you are in flow, your work feels effortless.

45. The questions for this second box are: In which situations over the last few

46. months have you been in flow?

47. Whats the common theme in these situations?

48. In the second part of the course, you reflected on your passions.

49. You may want to have a look at your workbook again,

50. as your passions may guide you to your moments of flow,

51. they may even coincide.

52. The third box is about Context.

53. The key question here is: whats the context you need around you in

54. order to be successful?

55. The assumption here is that a context that supports our development will ultimately make

56. us more successful.

57. Let us reflect on this for a moment.

58. A context that supports our development is not necessarily a pleasant context.

59. Edgar Schein former professor from MIT- argues that all learning is based on coercion

60. (i.e.

61. you have to be forced to do it) and even pain because you either have no choice,

62. as is the case for children, or it is painful to replace something that

63. is already there with new learning. I still believe that the optimum is a pleasant work

64. environment with significant, but healthy challenges.

65. Examples of specific questions to consider in the Context box are:

66. In what type of organizational culture do I want to work?

67. What are my colleagues like?

68. How much money do I want to make?

69. How important is career growth to me?

70. What are the opportunities for advancement?

71. What does the work environment look like?

72. Whats the ideal location of my work?

73. Where do I want to live?

74. How international should the environment be?

75. Are there opportunities to travel?

76. Whats the work-life balance like?

77. How important is autonomy to me?

78. With which types of stakeholders do I want to work?

79. And last but not least: What do my loved ones (e.g.

80. my partner, children,

81. broader family, friends) need from me in order to be happy?

82. The fourth and final box of the framework is Legacy.

83. You have defined your Legacy when putting together your Personal Charter in the second

84. part of this course.

85. Legacy is what you want to do for others .You now have all the pieces of the framework.

86. So perhaps you can create a first draft?.

87. I would encourage you to not overthink this.

88. Just make a first version.

89. You can always change things later, as you learn more about yourself.

Example Ian
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Example framework

You can see an example of the framework of Ian below:

 Defining your search strategy

1. What the framework really does is provide you with a picture of all the relevant criteria

2. for your next job.

3. Think about it:

4. What is your Edge: the things you are really good at.

5. Flow: what you enjoy doing.

6. Context: the environment you want to work in.

7. Legacy: what you want to build during your career.

8. The next step is to start brainstorming about your options.

9. The question is: which jobs meet at least some,

10. or most, or even all of these criteria?

11. This is what we call a search strategy.

12. Based on some 100 career counseling discussions using this framework,

13. my insight is that Context is often the most helpful entry point for the generation of

14. career options, as it is the dimension that forces you to

15. be very specific.

16.

Example Search strategy

Let us look at the example of Ian again. Based on the insights from his framework, he
brainstormed the following options for the first column of his search strategy:

Moving into a merchandising job in an omni-channel retailer

Doing the same in a pure-play e-commerce business

Staying in his current job

The next step is brainstorming names of companies where these jobs can be done:

Ian wants to work in the US, so he is considering retailers such as Walmart, Costco, and
Staples.

In terms of e-commerce, he is intrigued by Amazon and eBay.

The third step is making this search strategy actionable by thinking through creative ways
to get into these companies. For example, would you know someone within these
companies directly? Or would you know someone who knows someone within these
firms?

The final step is scheduling meetings with these people.

 Organizing support

1. CEOs of large corporations have Boards and external advisors

2. (e.g. strategy consultants, executive search firms, accountants)

3. who provide them with advice.

4. Actually, being able to ask for help and being open

5. to advice is a critical competency for leaders in this unstructured and ambiguous world.

6. It is just impossible for one person to know it all.

7.
8. Our advice to you is to appoint your own Board of Directors.

9. These may actually be multiple Boards depending on the issue you need advice on:

10. You can have mentors on life questions

11. (e.g.family members, friends)

12. You can have sponsors at your work, who would advise you about work issues.

13. Fitness trainers or sports coaches that help you stay fit.

14. In a Board of Directors, all members have a fixed term.

15. Thats the period of time during which they serve on the board.

16. Members roll off and join the board depending on these terms.

17. The good news about your own Boards that you can define the terms of each of the members.

18. It is important to select your advisors carefully and to track if they still add value to your development.

19.
Wrap up

1. Hi my name is Jasper Meijering, - and my name Yaron Hendirks - and Im Thijs de Vos.

2. As teaching assistants we are part of the supporting course team of this MOOC.

3. We are standing here in a lecture room of Delft University of Technology.

4. If have to fit all of you into this lecture hall,

5. we would need 167 lecture halls like this!.

6. With more than 25.000 enrolled in this mooc, there are more students enrolled in this course
7. then there are currently studying at the TU Delft.

8. We would like to congratulate you with almost reaching the end of the course!

9. But before its time for the Final exam, we want to give you a brief wrap up of the

10. last weeks .

11. In week one, Hans en Gerdien explained that leadership

12. is highly context-related.

13. You also learned that three characteristics of the world in which leaders operate are

14. that there is a network of interdependencies, Problems are wicked or unstructured,

15. And the world is dynamic.

16. In this week, we also asked you to post cartoons of leadership

17. on the discussion forum.

18. We thought most of them showed what it requires to be a good leader.

19. And some students even made the effort to draw a cartoon themselves.

20. In week 2, two mindsets of a leader were discussed:

21. a project-based mindset and a process-based mindset.

22. On the discussion forum most of you told us which style fits you best.

23. The average answer consisted of a mix of styles, due to the fact that leadership is very much

24. context related as you learnt in week 1.

25. In week 2 and 3 some personal characteristics of leaders from were covered by Stefaan and

26. Surya.

27. Besides, you were taught how to evaluate your own strengths

28. and behavior.

29. For us, it was really nice to hear the positive reactions

30. on meditations.

31. Week 3 elaborated on your personal charter.

32. The personal charter can really help you during your life and career decisions.

33. Furthermore, we taught you how your emotions work and how

34. they can influence your daily life and discussed the effect of positive and negative emotions,
35. learned optimism, stress and the amygdala hijack.

36. The last chapter of this MOOC was devoted to connecting your learnings from the previous

37. 2 parts: the theory on highly complex,

38. networked environments- to your personal characteristics: your strengths and your weaknesses.

39. We further explained the leadership styles that were briefly introduced to you in week

40. 2 of the MOOC, with the clips on Jack,

41. John, Jeff and Jay.

42. In light of the triple bottom line we introduced another leadership style that is hopefully

43. able to capture the current level of complexity in this world in a better way:

44. sustainable leadership.

45. The assignment of this last chapter was to come up with your own leadership style,

46. that you observed in your region, culture or work environment.

47. We have seen very promising submissions!

48. We like to highlight the leadership style provided by Kevin from Peru.

49. He shared the transactional leadership style with us.

50. A transactional leader runs transactions with his staff.

51. In addition to the leadership styles, TU Delft alumnus Pieter Ligthart and Dana

52. Kruegerr finally infused you with some essential advises to enhance your career opportunities

53. and improve the quality of your working live.

54. We would like to thank you for your participation in this MOOC.

55. We loved the participation with you guys from all over the world.

56. We want to wish you good luck with the final exam and your further career.

57. So bye from the TU Delft!

58. Bye!

59.
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