LSI Leadership Development Workshop !
The Mind Set Advantage!
The LSI represents a series of strategies chosen
(by the child) to manage one through life.
These behaviors and attitudes typically assemble
before the age of five and are elaborated upon in
an astonishing range of strategic variables with a
common motive of personal satisfaction or selfprotection.
Our Primary Influence
During ones upbringing, the primary influence in
most of our lives is the role of the parent / child
relationship often responsible for forming our
predominate forms of thinking.
The LSI leadership assessment measures the
basis of our thinking styles, represented in 12
forms of human motivation that create the
underpinnings and health of our attitudes, values
and belief systems.
Trust and Personal Experience
Constructive Thinking Styles
Passive / Aggressive Thinking Styles
Invisible to You, Transparent to Others
These areas affect our choices and may dominate a
persons’ life.
Most individuals live their passive or aggressive
behavior in an unconscious manner until interactions
with others brings it into the conscious mind.
(awareness)
This unconsciousness allow us to live our lives
feeling like we are healthy, ok and effective.
Emotional Triggers
Current stimulus in our adult world may remotely
trigger events from the past. If this stimulus feels
“emotionally” the same, it most often stimulates a
common responses.
1. Constructive
2. Passive/Defensive, or
3. Aggressive/Defensive
Humans Desire Growth
The Importance of the Examination of Self
Examination of Self at the Middle Passage
Re-visit and Revision our Sense of Selves.
How We Often See The World
Potential Growth?
The initial experiences in the world can negatively
affect our sense of self. We create ways to defend
ourselves from further hurt.
The potential for growth declines. Opening ones self
to pain, which is where growth reigns can be too
frightening. Most of us stay stuck between the
intrinsic nature of the child and the world where we
were socialized.
Lenses into the World
In growing up we are handed a multitude of lenses –
genetic inheritance, gender, specific cultures, and
the variables of our family environment.
All of which constitutes our sense of reality.
LSI as a Lense into Self
Looking back begs a question, have we been living
less from our true nature or simply thru the reality
gained by the lense (LSI) in which have become
us.
Genetics plays a small role, the largest being
families as they transmit their vision of the world /
life from generation to generation, the lense
passes from parent to child. And out of all that
refracted perspectives, choices and
consequences.
Courage to Live the Integrity of Ones Values
“The Mindset Advantage”
Our thoughts characterize who we are and shape our
lives.
How we think determines how we perceive reality and
relate to others, as well as how we solve problems
and make decisions.
Thus, how we live our lives is directly related to the
quality of our thoughts.
“The Mindset Advantage”
In order to understand our thinking patterns “styles”,
grow, leverage key strengths and change behaviour,
we must first examine the feelings and thoughts that
underlie and motivate human behaviour.
This is the Mind Set Advantage™ that we utilize to
support enhancing our clients individual and
organizational effectiveness.
What is Leadership?
What is "Leadership"?
People are not leaders!
(unless they somehow transform, shape, or
influence others.)
Scientific Management circa 1900
• F.W. Taylor
• Watched how people worked based on job analysis
and job satisfaction
• Time and motion studies
• Used to develop the Ford assembly line
• Treated people as one part of the production
component
• Productivity increased 40%
Hawthorne Studies circa 1928
Hawthorne Studies: What effect did
they have on productivity?
Hawthorne Studies: What effect did
they have on productivity?
Hawthorne Studies: Conclusion?
Although the hygiene factors were nice, what really
caused sustained productivity improvement was:
• the personal attention
• the feeling that their efforts were recognized
• their efforts counted
• their opinions were important
Douglas MacGregor
Blake and Mouton
Concern for People
• Relationship Focused
• Take care of the people
and they will get the job
done
Hierarchy of Human Needs
Needs for Self Actualization.
Human Fullness/Potential
Needs for Achievement
Basic Needs for
Personal Worth
Basic Drive for Fulfilling
Social Needs. Acceptance
Basic Drive for Physical and Psychological
Security
Basic Biological Needs for Air, Water, Food, Shelter
Frederick Herzberg
Security Needs
Satisfaction Needs
• People who take jobs
and enter relationships
for security
• Maintain the status quo
• Resist Change
• Need others
• People who look for
jobs and relationships
that are personally
satisfying
• Like to grow
• Enjoy challenges
• Like people and
themselves
“Know Thyself.”
These words, attributed to Socrates, were inscribed
on the Temple of Delphi over 2000 years ago.
The idea that we should learn all we can about
ourselves has stood the test of time; our quest
toward self-discovery continues today…
LSI Leadership Effectiveness Tool
Combines:
Productivity/
People Orientation
with Motivation
PURPOSE AND RATIONALE
  TO LEARN ABOUT YOURSELF AND WHAT
MAKES YOU ACT THE WAY YOU DO.
  BY KNOWING AND UNDERSTANDING THE WAY
YOU THINK, YOU CAN CHANGE YOUR
BEHAVIOUR TO INCREASE YOUR
EFFECTIVENESS IN ALL AREAS OF LIFE.
WHAT IS THE LSI
  SELF-DEVELOPMENT TOOL
–  INCREASES SELF-AWARENESS
  POSITIVE CHANGE MOTIVATOR
–  ENCOURAGES PEOPLE IN THEIR EFFORTS
TO IMPROVE THEMSELVES
LSI IMPACTS
  THINKING STYLES INFLUENCE OUR GOALS,
RELATIONSHIPS, AND HOW WE HANDLE
STRESS.
  JOB PERFORMANCE AND LEADERSHIP
EFFECTIVENESS ARE DEPENDENT ON THE
WAY WE THINK ABOUT OTHERS AND
OURSELVES.
THE LSI LOOKS AT
  IDENTIFIES THE WAY YOU ARE
APPROACHING AND HANDLING WHAT IS
GOING ON IN YOUR LIFE TODAY
  IN SPECIFIC;
–  THINKING PATTERNS
–  SELF CONCEPT
–  BEHAVIOUR
‘S + T = R’ PROCESS
Stimulus +
Thought =
•  Event
Conscious
•  Circumstance Unconscious
•  Situation
Response
Appropriate
Inappropriate
How we think about/interpret situations
influences our reactions/response.
Comparison (Percentiles) Explanation
HIGH / MODERATE / LOW
An Effective Leader LSI
An Effective Leader LSI
YOU ARE A HEALTHY PERSON AND A SOURCE OF LEADERSHIP
Your leadership profile suggests a combination of strengths, namely goal
accomplishment, a strong sense of personal direction and the capability to derive
enjoyment and satisfaction from what you do. These strengths are most
frequently recognized by experienced managers, consultants and psychologists
as key factors in personal and organization effectiveness.
You have proficient interpersonal skills and the ability to accomplish tasks
efficiently. It’s likely that you derive personal satisfaction from your maximum
commitment to both the job at hand and the individuals involved.
An Effective Leader LSI
In general, others would describe you as:
- Enthusiastic;
- Possessing unlimited energy in your quest to accomplish your own goals;
-  An achiever — you strive to maintain a standard of excellence that is higher than
that expected by immediate superiors;
-  Willing to give and receive honest feedback;
- Routinely seeking advice and counsel to enhance and broaden your perspective;
-  Able to clearly delineate the limits of your own skills;
-  Deriving strong satisfaction from accomplishing self-set goals;
-  Believing in cause-and-effect relationships, as opposed to fate, luck or chance;
-  Having a deep concern for and commitment to others;
-  Able to inspire and motivate others; and
-  Having a strong, well-developed sense of what’s possible with regard to people
and tasks.
Three Core Thinking Styles
Passive/Defensive Styles
PASSIVE-DEFENSIVE
  TENDENCY TO LET THE GROUP DOMINATE
SELF
  MEDIOCRE SOLUTIONS
  NO CONSTRUCTIVE DEBATE NO CREATIVITY
  FEELING OF CONSTRAINT
PASSIVE-DEFENSIVE
  LOW SATISFACTION
  SELF PROTECTING
  PLACES EMPHASIS ON SELF TO SATISFY
SECURITY NEEDS IN INTERPERSONAL
RELATIONSHIPS
Aggressive/Defensive Styles
AGGRESSIVE-DEFENSIVE
  INDIVIDUALS ARE ABOVE THE GROUP
  USE THE GROUP TO ACHIEVE THEIR OWN
OBJECTIVES TO WIN
  MEDIOCRE SOLUTIONS
  LIMITED BUY-IN TO THE GROUP AND TO
SOLUTIONS
AGGRESSIVE-DEFENSIVE
  VERY TENSE PROCESS
  EMPHASIS ON SELF TO MAINTAIN STATUS
AND POSITION
  SATISFY SECURITY NEEDS THROUGH TASK
ACCOMPLISHMENT
Constructive Styles
CONSTRUCTIVE
  CONSENSUS DECISION MAKING
  HIGHER QUALITY DECISIONS
  HIGHER LEVEL OF PARTICIPANTS’
SATISFACTION
  GROUP PROCESS = HIGHER LEVEL OF
EFFECTIVENESS
CONSTRUCTIVE
  ENCOURAGE AND PROMOTE PERSONAL
DEVELOPMENT
  SATISFACTION FROM:
- HARMONIOUS PEOPLE AND RELATIONSHIPS
- TASK EFFECTIVENESS
HOW DO WE REACT
HOW DO WE REACT
HOW DO WE REACT
HOW DO WE REACT
HOW DO WE REACT
  1st Stage - SHOCK - “This is an error! Or This
is awesome!”
  2nd Stage - DENIAL - “It can’t happen to me!”
  3rd Stage - ANGER, DEPRESSION,
EUPHORIA
  4th Stage - ACCEPTANCE - “O.K. so now
what?”
  5th Stage – ACTION
HOW DO WE REACT
  1st Stage - SHOCK - “This is an error! Or This
is awesome!”
  2nd Stage - DENIAL - “It can’t happen to me!”
  3rd Stage - ANGER, DEPRESSION,
EUPHORIA
  4th Stage - ACCEPTANCE - “O.K. so now
what?”
  5th Stage – ACTION
  6th Stage – ENDURANCE & SUPPORT
PASSIVE DEFENSIVE
STYLES
APPROVAL (3:00)
APPROVAL (3:00)
  CENTERED ON THE PERSON, TOO MUCH
  ACCEPTANCE AND BELONGING NEEDED
  PLEASANT AND COMFORTING
INTERPERSONAL RELATIONSHIPS
  TASK IS NEGLECTED
  CLIMATE WITHOUT CONFLICT
  LOW SELF-ESTEEM OR CONFIDENCE
APPROVAL (3:00)
  AN OVER-CONCERN WITH BEING
“POPULAR” AND WELL LIKED
  A TENDENCY TO BE TOO AGREEABLE
“WISHY-WASHY”
  DIFFICULTIES WITH CONFLICT,
NEGOTIATION AND CONFRONTATION
  PREOCCUPATION WITH OPINIONS OF
OTHERS
CONVENTIONAL (4:00)
CONVENTIONAL (4:00)
  PREDICTABLE, QUICK TO CONFORM
  PRESSURE TO FIT WITHIN GROUP AND TO
CONFORM
  HOMOGENEOUS IDEAS
  FOLLOWS RULES TO MAINTAIN SECURITY
  UNQUESTIONED OBEDIENCE TO
AUTHORITY FIGURES AND RULES
CONVENTIONAL (4:00)
  A PREFERENCE FOR STAYING
UNSEEN AND UNNOTICED
  A TENDENCY TO COVER UP
MISTAKES
  REDUCED INITIATIVE
  A PREOCCUPATION WITH
APPEARING AVERAGE, “NORMAL”
  REDUCED ORIGINALITY
DEPENDANT (5:00)
DEPENDANT (5:00)
  DIFFICULT TO GET GOING
  UNCERTAIN ABOUT HOW TO PROCEED TO
SOLVE PROBLEMS IN AN ACCEPTABLE
FASHION
  OBJECTIVES ARE DETERMINED BY OTHERS
  WAITING TO OBEY ORDERS
  FEELINGS OF ANXIETY
DEPENDANT (5:00)
A PASSIVE ATTITUDE
FEELINGS OF HELPLESSNESS
A TENDENCY TO BE EASILY INFLUENCED
A LACK OF SELF RESPECT, WHICH RESULTS
IN FEELING UNABLE TO ACCOMPLISH THINGS
  DIFFICULTY MAKING DECISIONS




AVOIDANCE (6:00)
AVOIDANCE (6:00)




NOT A REAL GROUP
NO MOTIVATION TO WORK TOGETHER
GROUP CANNOT SATISFY INDIVIDUAL NEEDS
MINIMUM AND QUIET COMMUNICATION
AVOIDANCE (6:00)
  A STRONG TENDENCY TO DENY
RESPONSIBILITY FOR ONE’S OWN
BEHAVIOUR
  FEELINGS OF GUILT OVER REAL OR
IMAGINED MISTAKES
  FEAR OF FAILURE
  LACK OF SELF-DISCLOSURE THAT
EVENTUALLY LEADS TO EMOTIONAL
ISOLATION
AGGRESSIVE DEFENSIVE
STYLES
OPPOSITIONAL (7:00)
OPPOSITIONAL (7:00)




VERY CRITICAL OF IDEAS AND SUGGESTIONS
FOCUS ON FAULTS
OPPOSE THEIR ARGUMENTS ON ALL POINTS
CHALLENGE AND QUESTION EVERYTHING
THAT IS PROPOSED
OPPOSITIONAL (7:00)
  THE ABILITY TO ASK TOUGH, PROBING
QUESTIONS
  SEEM ALOOF AND DETACHED FROM PEOPLE
  A SARCASTIC SENSE OF HUMOR
  NEGATIVE CYNICAL ATTITUDE
POWER (8:00)
POWER (8:00)




EMPHASIZE THEIR STATUS AND INFLUENCE
AGGRESSIVE, DESIRE TO BE ON TOP
POWER STRUGGLES
MINIMAL RISKS AND IGNORE OTHERS’
POINTS OF VIEW
POWER (8:00)
  A HIGH NEED FOR POWER, STATUS,
INFLUENCE, AND CONTROL
  A TENDENCY TO DICTATE, RATHER THAN
GUIDE THE ACTIONS OF OTHERS.
  AN AGGRESSIVE AND POSSIBLY VENGEFUL
ATTITUDE
  NARROW RIGID THINKING
COMPETITIVE (9:00)
COMPETITIVE (9:00)





COMPETE WITH EACH OTHER
SHOW THAT THEY ARE SUPERIOR
NEED TO WIN TO MAKE A GOOD IMPRESSION
NO COLLABORATION
GLADIATORS IN AN ARENA
COMPETITIVE (9:00)
  THE ASSOCIATION OF SELF WORTH WITH
WINNING AND LOSING
  A NEED FOR RECOGNITION AND PRAISE
FROM OTHERS
  TENDS TO BE AGGRESSIVE
  A “WIN-LOSE” ORIENTATION THAT DISTORTS
PERSPECTIVE AND GOALS
  AN EXTREME FEAR OF FAILURE
PERFECTIONISTIC (10:00)
PERFECTIONISTIC (10:00)
  ASSUMPTION THAT PERFECTION =
EXCELLENCE
  AVOIDS MISTAKES
  SINK IN DETAILS
  FEELINGS OF FRUSTRATION AND STRESS
  INVEST TOO MUCH TIME
PERFECTIONISTIC (10:00)
  A TENDENCY TO ATTACH SELF WORTH TO
TASK ACCOMPLISHMENT
  REPETITIVE, SOMETIMES RITUALISTIC
BEHAVIOUR
  PLACE EXCESSIVE DEMANDS ON SELF AND
OTHERS
  A PREOCCUPATION WITH DETAIL THAT
DISTORTS PERSPECTIVE AND JUDGMENT
  INABILITY TO DEAL WITH EMOTION
CONSTRUCTIVE STYLES
ACHIEVEMENT (11:00)
ACHIEVEMENT (11:00)
  GROUP IS AN EXTENSION OF INDIVIDUAL
MEMBERS
  ARE MOTIVATED TO USE AVAILABLE
RESOURCES
  SYSTEMATIC AND RATIONAL
  OPEN DISCUSSIONS OF CONSTRAINTS
AND RISKS
  HIGH LEVEL SOLUTIONS
  BELIEVES IN THE BENEFITS OF ASKING
FOR AND GIVING HONEST FEEDBACK
ACHIEVEMENT (11:00)
  A FOCUS ON ACHIEVING A STANDARD OF
EXCELLENCE
  LACK OF BELIEF IN FATE
  BELIEF THAT INDIVIDUAL EFFORT COUNTS
  COMMITTED TO MAKING THINGS BETTER
  A PREFERENCE FOR SETTING AND
ACCOMPLISHING REALISTIC, ATTAINABLE
GOALS
SELF-ACTUALIZING (12:00)
SELF-ACTUALIZING (12:00)
  CONCERN FOR SELF DEVELOPMENT
  STRONG INSTINCTS AND INTUITION
  RELATIVE FREEDOM FROM FEELINGS OF
GUILT OR WORRY
  AN ENERGETIC, EXCITING APPROACH TO
LIFE
  A STRONG DESIRE TO KNOW ABOUT AND
EXPERIENCE THINGS DIRECTLY
  SHOW SIGNS OF HIGH MATURITY
HUMANISTIC ENCOURAGING (1:00)
HUMANISTIC ENCOURAGING (1:00)
  INTERACTIONS ARE PEOPLE ORIENTED
  SATISFACTION FROM HELPING THE
LEARNING PROCESS
  EXPRESS INDIVIDUAL OPINIONS AND TAKE
THE TIME TO DISCUSS OTHERS’ IDEAS
HUMANISTIC ENCOURAGING (1:00)
  A FOCUSED CONCERN OF THE GROWTH AND
DEVELOPMENT OF PEOPLE
  APPRECIATION OF THE STRENGTHS IN
OTHERS, AND BELIEF IN THEIR POTENTIAL
IMPROVEMENT
  OPTIMISM IN REGARDS TO WHAT PEOPLE
CAN ACCOMPLISH
HUMANISTIC ENCOURAGING (1:00)
  A NURTURING APPROACH TO
RELATIONSHIPS
  THE WILLINGNESS TO ASSIST OTHERS WITH
SELF-IMPROVEMENT
  THE ABILITY TO INSPIRE AND MOTIVATE
OTHERS WHAT PEOPLE CAN ACCOMPLISH
AFFILIATION (2:00)
AFFILIATION (2:00)
  NEED TO RELATE TO PEOPLE
  DRAW SATISFACTION FROM RELATIONSHIPS
  AMICABLE AND PLEASANT INTERPERSONAL
RELATIONSHIPS
  TEAM SPIRIT AND COOPERATION
AFFILIATION (2:00)
  A NEED TO BUILD RELATIONSHIPS THAT ARE
MEANINGFUL AND RECIPROCAL
  STRONG WELL-DEVELOPED INTERPERSONAL
SKILLS
  A TENDENCY TO MOTIVATE OTHERS USING
GENUINE PRAISE AND FRIENDLINESS
Outcomes Associated with LSI-STYLUS
Constructive
Passive/ Aggressive/
Defensive Defensive
Salary
0
--
+
Organizational Level
+
--
+
Managerial Effectiveness
++
0
0
Interest in Self-Improvement
++
+
--
Quality of Interpersonal Relations
+
++
--
Psychological/Physiological Health
++
-
--
Problem-Solving Effectiveness
+
-
-
Sample Profiles
  Key-Level
Managers
  Managers by
Effectiveness
  Managers by Level
  Health Problems





Schools
Hospitals
Occupation
Teams
Organizations
Key-Level Teachers
Principals who failed in
their Jobs
Effective Teachers in Relationship
to Students and Meeting Outcomes
Successful Principals
Leadership Profiles
(As Rated by Others)
Top 10% Most Effective
Bottom 10% Least Effective
Health Problems
Depression
Heart
Disease
N=138
Ulcers
N=224
High Blood
Pressure
Schools
Teachers
Student Leaders
General Students
The Process of Self-Improvement
Commitment to a
plan of action
Deciding to improve yourself
Knowledge of how your thinking and
behaviour affects you and others
Acceptance of yourself as you are now
Awareness of your strengths and weaknesses
Change Guidelines
  Acknowledge and accept all aspects of yourself
  Recognize that your sense of self-worth is not
connected to your LSI scores
  Specifically define what you want to change and why
  Increase your confidence by concentrating on what
you do well
  Practice using more effective behaviour in your mind
  Discipline yourself to monitor your thoughts and test
your assumptions
  Lasting change takes time
Your Self-Improvement Plan
®
LSI Stylus Report
®
LSI Self-Development Guide
®
LSI Prescription for Change
®
Action Planning – LSI Stylus
Action Planning
®
LSI Self-Development Guide
  Identify your Primary and Backup Styles
  Choose a style to work on
  Identify influences that may be associated with this
style
  Consider the consequences of this style
  Consider how your life would be different if you
changed this style
  Identify alternative thoughts and behaviours
  How would you like things to be different
  Identify barriers to making this change
  Identify ways to overcome these barriers
  What will you gain by making this change
  Identify Action Steps, support person and start time
Action Planning
®
LSI Prescription for Change









Complete the insight and change commitment lists
Complete the “to be more effective …” inventory
Separate NCR paper
Transfer your LSI scores by style
Identify your lowest Constructive score and your
highest two counter-productive scores
Working across the three rows, select those items
with a “2” or “3”
Identify the negative consequences of these three
thinking styles and how would your life/job be better if
you changed these thinking styles
Identify any barriers to change and how you will
overcome them
Identify Action Plan, support person and timing
EFFECTIVE CHANGE
C=A*B*D>X
Where:
C = the probability of change being successful
A = dissatisfaction with the status quo or current
state
B = a clear statement of the desired outcome
after the change (future state)
D = concrete first steps towards the goal
X = cost of change
EFFECTIVE CHANGE
EFFECTIVE CHANGE
Change agents play a particularly important role in
helping people to experience and resolve internal
tension, weigh the benefits and downsides of
change, and build self-confidence in the ability to
make the shift towards clear goals/vision.
How you think and talk about change is a critical
indicator of success. The change agent must help
individuals resolve conflict and/or tensions between
their current state and the desired goals and
values.
For More Information:
Peak Experiences
1959 Upper Water Street,
Suite 1700 (Purdy’s Tower One)
Halifax, Nova Scotia
B3J 3N2
902.482.4506