Self Leaders: Jan Henriksson and Dick von Martens
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This document discusses integrating personal and organizational development. It provides statistics showing that most employees are not engaged at work. It presents a model for integrating inner systems like values and personality with outer systems like organizations and society. The goal is a long-term sustainable strategy. It also addresses how values emerge and priorities are formed. Exercises are presented to provide strengths feedback and balance strengths. Levels of personal development and theories of independence vs inclusion and autonomy vs relatedness are briefly covered. The vision is an authentic, sustainable world where people develop self-leadership.
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- 1. Integrating Personal andOrganizational Development Building a Values Driven Society - Stockholm - June 2014
- 2. Openness · Emotion· Reflection · Dialogue
- 3. Engagement in anaverage organization (Sweden) Source: Gallup (2013); State of the Global Workplace Report. Engaged · Work with passion, create ideas, feel part of and drive the organization forward. The only ones in the organization creating new customers. Not engaged · Are essentially checked out . They are sleepwalking though their workday, putting time but not energy or passion into their work. Actively disengaged · Aren´t just unhappy at work; they re busy acting out their unhappiness. Every day, these workers undermine their engaged coworkers. 16 % 73 % 11 %
- 4. Source: SelfLeaders (2009)Self-Leadership 877 Stockholm School of Economics; Meta model for integration of personal and organizational development.. Outer systems History Common culture Intrinsic motivation Group Organization Society Future Inner systems Values Personality /strengths Actions thoughts/ emotions 2 1 3 Integrating inner and outer systems for a long-term sustainable strategy
- 5. Källa: Inglehart &Welzel (2010); Changing Mass Priorities; The World Value Survey Cultural Map. The shift in values
- 6. High High Clarity of personal values Clarityof organizationalvalues Employeework engagement (scale 1-7) 4.87 4.90 6.12 6.26 Source: Posner & Schmidt (2008); Values Congruence and the Differences Between the Interplay of Personal and Organizational Value Systems; The Leadership Challenge. How engaged are you in your studies/work?
- 7. How does avalue emerge and develop? Reality the external reality Reality image the inner reality Personal values External events & experiences Interpretations & stories Priorities & actions ValuesOnline in cooperation with
- 9. StrengthsWeaknesses What do wetend to focus on?
- 10. Exercise: Personal strengthsfeedback 1. Write down 3 strengths you have observed in your each of your friends + 3 of your own strengths. 2. Share strengths with each other. 3. Switch places with each other.
- 11. Fast acting “Pushy” PatientPassive Exercise:Balancing your strengths
- 12. Levels in personaldevelopment
- 13. Independence and Inclusion:Robert Kegan Autonomy and Relatedness: Self Determination Theory
- 15. 15 OUR VISION ISAN AUTHENTIC AND LONG-TERM SUSTAINABLE WORLDWHERE WE INSPIRE, BRING TOGETHER AND SUPPORT PEOPLE IN DEVELOPING THEIR SELF-LEADERSHIP
- 16.
- 17. Dick von Martens [email protected] 0761– 079 388 Jan Artem Henriksson [email protected] 0709 – 514 419 www.selfleaders.com [email protected] · 08–559 233 40 Klarabergsviadukten 63 / Waterfront Building Box 190 · 101 23 Stockholm We inspire to Authenticity.