Values and Strengths
Assessment*
Daniel J Pesut PhD RN PMHCNS-BC FAAN
Professor of Nursing & Faculty Fellow
Indiana University School of Nursing
Indianapolis, Indiana 46204
dpesut@iupui.edu
* The First In a Four Part Leadership Development Series Sponsored
by IUPUI Office of Faculty Appointment and Advancement
http://academicaffairs.iupui.edu/faculty-advancement/leadershipdevelopment/
Impromptu, Speed Networking
Power of loose connections,
small things can make a big difference
What is your
biggest challenge
right now?
What do you
hope to get from
and contribute to
the workshop?
Find a partner…3-5 minutes sharing…
Then find another partner… then find another.
Why start this way?
• Liberate energy
• Invites deeper engagement with
a provocative or profound
question
• Repeat and deepen stories
• Listening and connecting
• Power of loose connections
• Little things can make a big
difference
Organizing Models & Shifts
2. Hub & Spoke
Network
Many To One
3. Open Platform,
Core-Periphery
Network
Many To Many
1. Efficient Hierarchy,
Closed System
One To Many
Keith McCandless
Social Invention Group
http://socialinvention.net/default.aspx
The Transformation Will Not Be Televised
Liberating Structures
Some examples of an expanding, adaptable mash-up of open source methods
15. Smart Network Mapping
1. Appreciative Interviews
2. Agreement / Uncertainty Matrix 16. Generative Relationships
17. Purpose-To-Practice Design
3. Creative Destruction via TRIZ
18. Scenario Planning Critical
4. Wicked Questions
Uncertainties
5. Min Specs
19. Impromptu Speed Networking
6. Chunking via Rapid Prototyping
20. 1-2-4-Whole Group
7. Improv
21. Troika Consulting
8. 15% Solutions
22. Fishbowl Sessions – “What I
9. Open Space Technology
Need From You”
10. Ecocycle Sifting & Gathering
23. Celebrity Interview
11. Panarchy: Cross-Scale Change 24. 5 Whys & 10 Hows
12. Conversation Café Dialogue
25. Storyboarding Agendas
13. Discovery & Action Dialogue
26. Positive Deviance
14. Wise Crowds Group
Consultation
http://socialinvention.net/LiberatingStructuresHome.aspx
We search for the minimum structure to liberate the maximum innovation
Attributes of LS Methods
What Other Methods Come To Mind?
• Simple & fast to learn
• Requires very little
explanation or theory
• Draws out insight from
interaction
• Works with groups, units,
or the whole organization
• Focuses attention on
relationship patterns
• Minimally structured for
maximum liberation
• Generates surprises &
novelty without central
control (light coordination
only)
• Invites seriously-playful
participation
• Appeals to people in
diverse roles
• Generates very shortand long-term results
• Illuminates an edge or
paradoxical territory
• Identifies and builds on
assets that exist now
• Invites inclusion & more
diverse voices
• Works with internal and
external customers
Power in Combining Elements!
Immersion in a
large # of simple
self-organizing
methods
A mix of top,
middle & front
line participants
(+ customers)
Focus on complex
challenges that require
diverse participation to
make progress
Invitation to try many
simple methods to your
challenges immediately
One on one coaching
to launch immediate
use in local context
Rapid cycles jointly
shaping solutions &
insights in-the-moment
Leadership Development Series
• Discuss a strengths and values approach
to leadership development
• Discuss the differences between identity,
and reputation through understanding the
inside, bright side and dark side of
leadership.
• Examine the role of emotional intelligence
as it relates to leadership success.
• Discuss cycles of change and renewal
that foster insight, and action for
professional development.
Normal State
• Self-Focused – Ego
Driven, my interests
ahead of collective
interests or
relationships
• Externally Directed I
define myself by how I
think I am seen and
how well I obtain
external resources
• Internally Closed I stay in
my comfort zone denying
external signals for
change
• Comfort-Centered I
tend to engage in
problem solving
activities and live in a
reactive state
Quinn, Robert. (2004) Building the bridge as you walk on it
San Francisco: Jossey Bass.
Leadership State
• Other Focused – I am
transcending my ego
and putting the
common good first;
enriching connectivity
in networks
• Externally- Open I move
outside my comfort zone,
experiment and reach
higher levels of discovery,
competence and vision
• Purpose- Centered I
• Internally Directed I
clarify what result I want
examine my hypocrisy
to achieve; commit,
and close gaps between
engage and hold a
values and behavior
standard as I pursue
meaning.
Quinn, Robert (2004) Building the bridge as you walk on it
San Francisco: Jossey Bass.
Why Leaders Fail
• Imposters
– Lack self- awareness and self-esteem
• Rationalizers
– Deviate from their values
• Glory Seekers
– Motivated by seeking world’s acclaim
• Loners
– Fail to build personal support structures
• Shooting Stars
– Lack grounding of an integrated life
George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY
Emotional Intelligence
• “The ability to sense,
understand and
effectively apply the
power and acumen of
emotions as a source of
human energy,
information, connection
and influence”
Cooper, Robert & Sawaf, Ayman (1997). Executive EQ: Emotional
Intelligence in Leadership and Organizations,Grosset Putnam, NY
Coaching for Renewal
Assessment Perspectives
Vulnerable but Hopeful
(high in resonance low in
recognition)
Wise ( But not Delusional)
(high in renewal and high in
reality)
Foolish and Despairing
(low in resilience and low in
recognition)
Cynical and Angry
(high in reality and low in
relationship)
Low
High
Insight and Analysis
Reeves, Douglas & Allison, Elle (2010). Renewal Coaching Workbook,
Jossey Bass, San Francisco, CA.
Renewal and Patterns of Change
Uptime
Dreams & Plans
Accomplishments
New Goals & Purpose
Training & Relearning
Downtime
The Predictable
Cycle of
Renewal
Values and Strengths Assessment
Outcomes
• Discuss a strengths, values, and
development approach to understanding
leadership and followership.
• Discuss the Appreciation, Influence
Control (AIC) dynamic as it relates to
leading and following: self and others.
• Identify ways to build on personal
strengths and values through leadership
efforts and liberating structures.
Values Centered Leadership
Base Operating System*
MASTERY: What must we do well in order to accomplish
objectives? What must we LEARN to achieve the necessary
MASTERY?
CHEMISTRY: To achieve goals, who will be on the team?
How will we build Relationships and inspire each other?
With whom should we EMPATHIZE?
DELIVERY: Whom are we serving? How will we know that we
have met their Needs? To whom and how will we LISTEN?
*Secretan, Lance (2010). The Spark, the Flame, and the Torch,
the Secretan Center, Inc. Caledon, Ontario, Canada
Find Your Edge: Know Your
Standout Strengths*
1. Your genius is precise
2. You can’t respect what you don’t remember.
3. You must reach beyond your roles
Advisor
Creator
Influencer
Provider
Teacher
Connector
Equalizer
Pioneer
Stimulator
*Buckingham, Marcus (2011). Standout, Thomas Nelson Publishers,
Nashville, TN.
Strengths and Values In
Action
The 34 strengths of strengthsfinder
www.gallup.com
www.strengthsfinder.com
Values In Action (VIA) Inventory of
Strengths Assessment
http://www.viasurvey.org/
VIA Survey and Strengths Finders
Strengths finders
VIA Survey
Orientation
Talent Themes
Universal Path to
Virtues
Domains
Work
Home, Work, Social
Key Questions
What’s best about
what you do at work?
What is best about
who you are?
Strengths Identified
Talents +Skills
Core Character
Basis for Validity
Polling and Surveys
Historical Analysis
studies with criteria,
validity, reliability
Strengths Focus
Top 5 only
Signature Strengths
and all 24 matter
Scrutiny of Evidence
Not peer reviewed
Peer Reviewed
Putting your
Strengths to Work
http://www.youtube.com/watch?v=Jo5Sh2DoVY8&feature=related
Sharing and Appreciative Interviewing
Strategic Thinking
•
•
•
•
Analytical
Context
Futuristic
Ideation
•
•
•
•
Input
Intellection
Learner
Strategic
Rath, Tom & Conchie, Barry (2008). Strengths based leadership,
Gallup Press, New York, New York
Relationship Building
•
•
•
•
•
Adaptability
Developer
Connectedness
Empathy
Harmony
•
•
•
•
Includer
Individualization
Positivity
Relator
Rath, Tom & Conchie, Barry (2008). Strengths based leadership,
Gallup Press, New York, New York
Influencing
•
•
•
•
•
•
Activator
• Significance
Command
• Winning Others Over
Communication
(WOO)
Competition
Maximizer
Self-Assurance
Rath, Tom & Conchie, Barry (2008). Strengths based leadership,
Gallup Press, New York, New York
Executing
•
•
•
•
•
•
Achiever
Arranger
Belief
Consistency
Deliberative
Discipline
Rath, Tom & Conchie, Barry (2008). Strengths based leadership,
Gallup Press, New York, New York
Appreciative Interviews
Appreciation, Influence, Control
Find a partner you do not know well.
Share your top five character strengths. Share what you
appreciate most about the strength. How do you use
thte strengths to influence your self and others. How
do you control or manage the strengths so that you do
not overuse or underuse them.
Sharing and Appreciative Interviewing
What Followers Want
Trust
Compassion
Stability
Hope
Rath, Tom & Conchie, Barry (2008). Strengths based leadership,
Gallup Press, New York, New York
Go Strengths!
24-Character
Strengths
http://www.youtube.com/watch?v=N-Lo-hofLGc
Values and Virtues
• Wisdom
– Creativity, Curiosity, Judgment Open Mindedness,
Love of Learning, Perspective
• Courage
– Bravery, Perseverance, Honesty, Zest
• Humanity
– Capacity to love and be loved, Kindness, Social
Intelligence
• Justice
– Teamwork, Fairness, Leadership
• Temperance
– Forgiveness and Mercy, Modesty and Humility,
Prudence, Self-Regulation
• Transcendence
– Appreciation of Beauty and Excellence, Gratitude,
Hope, Humor, Religiousness & Spirituality
Balance
Mind
O Judgment
O Prudence
Focus on Others
O Modesty
O Fairness
O Bravery O Creativity
O Leadership
O Teamwork
O Forgiveness
O Social Intelligence
O Appreciate Beauty
& Excellence
O Kindness
O Humor
O Spirituality
O Love
O Gratitude
Heart
Adapted from the VIA Institute on Character
O Curiosity
O Hope
O Zest
Focus on Self
O Self-Regulation
O Perseverance
O Perspective
O Love of Learning
O Honesty
Sharing and Appreciative Interviewing
Appreciative Interviews
Appreciation, Influence, Control
Find a partner you do not know well.
Share your top five character strengths. Share what you
appreciate most about the strength. How do you use
thte strengths to influence your self and others. How
do you control or manage the strengths so that you do
not overuse or underuse them.
THE AIC Fractal
Linking
Purpose Power Process
Control
Influence
Appreciation
William Smith
wesmith@odii.com
Daniel Pesut
dpesut@iupui.edu
Fundamental AIC Questions
What is the purpose?
Appreciation (Open)
What are the ideals ~ What is the reality?
Influence (Dialogue and Banter)
Who or what will support ~will oppose?
Control (Closure)
What will you do about it~ will it make it better?
http://www.powermap.odii.com/ pass word 4920
until November 30
The Influence Process
4 Dimension Emphasis
FEEDFORWARD
In-formation
A
In-formation
a
PURPOSE
Ideals
Values
I Goals i
Trans-formation
Form-ation
Form-ation
c
C
FEEDBACK
What is your
biggest challenge
right now?
What do you
hope to get from
and contribute to
the workshop?
Find a partner…3-5 minutes sharing…
Then find another partner… then find another.
15% Solutions
Noticing and Using the Influence,
Discretion and Power Individuals
Have Right Now
What can YOU do right now to address
your biggest professional challenge?
Henri Lipmanowicz &
Keith McCandless
Climbing Up & Down
The Ladder of Inference
Actions
I take based on beliefs
3. Now What?
Beliefs
Conclusions
I adopt about the world
I draw
Assumptions
Reflexive
Loop
I make based on meanings
Meanings
I add (cultural & personal)
2. So What?
1. What?
Data
I select from observations
Observable data and experiences
Adapted from
Chris Argyris, Harvard
Purposes: What, So What, Now What
• Build shared understanding of how people
develop different perspectives & ideas
• Avoid arguments based on lack of clarity
• Get all the data and observations out on
the table first thing
• Honor the history and the novelty of what
is unfolding
• Build trust and reduce fear
• Learn and improve
at each
step
Henri Lipmanowicz
&
Keith McCandless
START, STOP, CONTINUE
START – What am I going to start doing as a result
of my learning?
STOP – What am I going to stop doing as a result
of my learning?
CONTINUE – What am I going to continue doing
as a result of my learning?
Values and Strengths
Assessment*
Daniel J Pesut PhD RN PMHCNS-BC FAAN
Professor of Nursing & Faculty Fellow
Indiana University School of Nursing
Indianapolis, Indiana 46204
dpesut@iupui.edu
* The First In a Four Part Leadership Development Series
http://academicaffairs.iupui.edu/faculty-advancement/leadershipdevelopment/