Developing-Leaders-issue - 23- Spring - 2016

Executive Development 36 | Developing Leaders Issue 23: 2016 reflected in the body language. On the second go, by simply going in my head through a checklist (body up and big, hands position, head up and deep breaths to prepare the voice) I was better able to match the image of confidence that I was already feeling. I have already started using similar techniques in both business and social interactions, and the results are such that even my wife praised me on my improved confidence.” Executive MBA Student. “I learned about asserting authority, control, and command without being offensive, overbearing, or, God forbid, mean.When I first led our horse from one end of the paddock to the other, he stopped a few steps along the way. I stopped too. I then leaned in closer to him and asked him what was wrong and assured him ‘it was okay.’ I don’t know if that was necessary or effective but it felt natural. In teams, I need to do the same. If someone stops or expresses discomfort, I need to stop too and acknowledge that something might be going on beneath the surface. He also started to push me to one side and I stayed firm in the direction we were heading. So, though we got a little off course, we accomplished what we needed to do without too much deviation. Again, this applies directly to working in teams. Sometimes one or more team members might go down the proverbial rabbit hole resulting in lost time. It’s important to know when to steer back on course and how to do it without offending.” Executive MBA Student. Exercise # 3 -- ‘Team Challenge’ The goal of this exercise was for participants to become more aware of how they work within a team, answering the questions ‘How do you enter a team, and which role do you adopt?’ as well as ‘How do you contribute to the team’s effectiveness?’ In groups, participants were asked to maneuver a freely moving horse without a lead line, without touching the horse, and without talking to each other around an obstacle course. Participants had 15 minutes to complete the exercise; they were allowed to use the first three minutes for planning and asked to remain silent after that. This exercise provides a tremendous opportunity to help reflect on how they work in teams: do they take the lead or do they fall behind? How do they course correct when things do not go according to plan? How do they create energy and excitement to attract the horse and encourage it around the obstacle course? “One of the drills, a team exercise was the highlight of the day. The drill involved having to convince the horse to go through and over some obstacles in a large field. Once we were in the battlefield, the whole strategy went out of the park! The horse was not ready, we waited till it was, and effectively collaborated as a team and communicated our way to success. Several lessons learned from this exercise. I was glad that we maintained positivity throughout and showed flexibility when things did not go our way. In our daily lives effective change management is important. To achieve success, we need to be flexible, understanding, motivated, confident, collaborative and most importantly humble. It is the only way we can effectively lead!” Executive MBA Student. “Say ‘Please.’” Rajiv Ball’s mission is to enable global leaders to fully unlock their potential. He is a Partner at THNK, the School of Creative Leadership in Amsterdam, and a Lecturer at the Haas School of Business at the University of California, where he teaches courses on leadership. Additionally, Rajiv works with a number of other clients around the world on top team facilitation and the design and delivery of leadership programs. Prior to joining THNK, Rajiv was a Partner at McKinsey & Company, where he was responsible for the leadership development of McKinsey’s 1,500 Partners globally. Rajiv has a PhD from the London School of Economics . Nanna Notthoff is a Research Scientist at the Humboldt University Berlin, Germany. Her research focuses on motivation for health promoting behaviours. In a second line of work, she designs curricula for leadership and interpersonal competency coaching with horses. Contact : notthoff@alumni.stanford.edu, https://www.psychologie.hu-berlin.de/de/ mitarbeiter/1687875. Whitney Hischier is a lecturer in entrepreneurship and management at the Haas School of Business, UC Berkeley. She teaches a number of experiential-based courses for executives, MBAs and undergrads that include working with startups, international organizations, consulting and design thinking. Whitney previously served as the Assistant Dean for Executive Education at UC Berkeley for nearly a decade. A lifelong horseback rider, she studied equine guided education with Ariana Strozzi and competes in dressage. Whitney holds a BA from Stanford and an MBA from UC Berkeley.

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