Leadership Excellence - March 2012 - page 5

ing human strengths to society.
This is
about the creation of positive institu-
tions that enable the magnification and
the refraction of highest human strengths
outward into society. Think of GE’s
eco-
magination
initiative as an example of
today’s
sustainability revolution
and of
the way we can spread reverberating
strengths, stories, and solutions world-
wide with the click of a button. The
strengths-based change starts with a
small shift
that makes a
seismic difference.
The third circle represents the largest
frontier for strengths-based organiza-
tions
. It is time now to see each circle
overlapping: the
elevation
of strengths,
the connection and
combination
of
strengths, and now the magnified
refraction
outward of strengths.
The third circle is about harnessing
the higher strengths of institutions as
agents of change in society.
Using the
language of
human strengths
(for exam-
ple, we might focus on the 26 strengths
in the VIA-IS classification, strengths
such as
wisdom, courage
, and
humanity),
we are now seeing industry-leading
stars becoming vehicles for magnifying
courage
or bringing more
humanity
into
their communities. Whether we call it
sustainability
(a focus on
clean energy
advances
,
zero waste
, or
green product
design
) or
business as an agent of world
benefit
(eradicating poverty through
profit), or
businesses as a force for peace
in
conflict zones), stories and cases about
companies that prosper by combining
sound management, social vision, and
eco-innovation are becoming common.
Sustainable value creation
(bringing
what is meaningful outside, such as
customers and communities, into the
room) is
the big business opportunity
. Sus-
tainable value is not only a
next step
in
open-source strengths approaches—it is
an
unprecedented innovation engine
.
When we unite the
strengths of mar-
kets
with global issues, the return for
society and the business can be
excep-
tional
. Strengths soar when there’s a
purpose bigger than the organization.
Ask:
Where are we as a company?
The
strengths revolution
has scarcely begun,
but the tools, the three circles frame-
work, and our economy of strengths
show that
it’s an exciting start
.
It’s time to
think strengths
,
think macro
,
and
think how to harness the concentration
effect of configurations
—for
management
is all about the elevation, combination,
and refraction of strengths.
LE
David Cooperrider is Fairmount Minerals Professor in Social
Entrepreneurship, Weatherhead School of Management, Case
Western Reserve University and the pioneering thought leader
of Appreciative Inquiry. David
ACTION: Lead with and from strengths.
School of Management at Case Western
Reserve University. During some ses-
sions, and in discussions with his coach
in the program, Dimitrios realized that
he had let his life get away from him
. His
personal vision was clear, but the im-
plementation had gone awry. He had
stopped paying attention to his health,
and been so focused on his company
and clients that he didn’t seem to have
time or energy left for his wife or son.
After fruitless complaints and argu-
ments, they had given up on him and
devoted their energy to other things.
Mindfulness means intentionally
paying attention.
But
paying attention
seems to have a limit.
You can’t attend to
everything.
Dimitrios learned ways to
alternate his attention. For example, he
learned to
scan
and make eye contact
with people when speaking in order to
connect with them and anchor himself
in the moment. He realized he also
needed to
scan
his life and relationships
regularly. He talked with his wife about
having fun and exploring together; they
agreed to spend
one weekend a month
somewhere they had not been, relaxing
or exploring. They decided that when
Dimitrios flew to certain cities for work,
he would add a day or two
to his trip during which she
would join him. He
engaged with his son in
ways that worked with his
schedule and his interests.
He became more mindful of
his key people at work.
Why do we slide into
mindlessness?
When we
focus on
solving a problem
or
analyzing something
, net-
works in the brain that enable us to
tune into people and their feelings are
suppressed.
This discovery supports insights into
two forms of attention
:
focused attention
and
scanning attention
. We need to
focus
to solve problems and complete tasks.
This uses the prefrontal cortex and the
anterior cingulate cortex. We also need
to
scan
our environment to be aware of
what is going on around us. This uses
networks associated with being social
and tuning into others’ feelings.
Practicing
mindfulness
enables us to
pause and tune in—and the results are
profound. People notice the difference
and feel valued. Working with a coach
helps break automatic routines and
mindfully create
a sustainable, produc-
tive, healthier, more enjoyable life.
LE
Richard E. Boyatzis is Professor of Organizational Behavior and
Bauback Yeganeh is Faculty member at Weatherhead Executive
Education, Case Western University. Visit
ACTION: Lead with mindfulness.
S
TANDING IN FRONT OF A FIREPLACE WITH
glasses of wine, an old friend and
former boss asked Dimitrios, “Are you
having fun?” Dimitrios paused. Should
he just say “Great!” or try to answer the
question? He was caught off guard.
His friend asked, “Are you Okay?”
Dimitrios said
yes
, but was haunted
by the question. It did not make sense
to him. He was the CEO of a consulting
company of about 200 staff, mostly
with PhDs, and the firm was growing
rapidly, building an international mar-
ket. But something was off.
Dimitrios did not notice that he and
his wife hadn’t laughed in
months. Conversations with
his son seemed to drift into
a functional discussion of
schools in his future. He
was gaining weight and
drinking more.
Yet
Dimitrios’
clients were happy. His con-
sultants were innovative in
their services and products.
The company’s growth and
reputation were excellent.
So it came as a shock when seven staff
spun off their own company and took
clients with them. Dimitrios felt
betrayed
,
as did others. But it happened because
he was
mindful
of some things in his
work and life and
mindless
about others.
• Mindfulness is being awake and
aware
—being tuned into yourself, to
others, and to the environment.
Mind-
lessness
is being tuned out or oblivious
to important aspects of what is going
on around you, and maybe even to
what is happening inside of you.
• Mindlessness
had been growing in
Dimitrios’ life. He paid attention to
clients and to the financials and market-
ing. But the question about whether he
was having fun was a wake-up call. He
talked to his wife, and at her sugges-
tion, called two long-time friends. Both
suggested that he take some time to
reflect, and consider personal coaching.
He decided to attend the
Leadership
Deep Dive
program at the Weatherhead
Mindfulness
Do you tune in or out?
LEADERSHIP
MINDFULNESS
4
M a r c h 2 0 1 2
w w w . L e a d e r E x c e l . c o m
by Richard E. Boyatzis and Bauback Yeganeh
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