Ben Bowman-June 2014

Becoming a Catalyst Leader

True Colors Activity-Part 1

an inventory

an activity

a team-builder

WHAT IS TRUE COLORS?

(True Colors is a Trademark of True Colors International.)

Complete the 11 questions on page 3 of your handout

Give 4 points to the phrase “most like you” 3 to the next most like you 2 to the next and 1 point to the phrase least like you.

Getting Started

Add up your responses on page 5 of your handout Identify a primary & secondary color---your 2 highest

numbers These two colors are your preferred styles

Getting Started

Question Number

A(response)

B C D

123

4 2 1 3

All colors are a part of you---not all are preferred styles.

Valuable for improving your effectiveness in working with others

Everyone is unique and everyone has potential for growth and change

POINTS TO REMEMBER

Blue Relationship oriented

Gold Structure oriented

Green Cognitive oriented

Red Intuition oriented

THE FOUR TRUE COLORS

Please pick up your color bands as you leave. If you had a tie score on some of the colors, please pick up one band for each color.

Becoming a Catalyst Leader

Part 2: Leadership Growth Through Understanding Yourself and Others

What is a Catalyst Leader?

Someone who sparks action in others.

What Defines a Catalyst Leader?

Their approach to people and leadership.

What they provide for the people they lead.

What they ask of and encourage in the people they lead.

How they conduct themselves. Their impact on people and results. A willingness to walk (or roll) with and learn

from everyone.

What Defines a Catalyst Leader?

An Example of Catalyst Leadership:

Eric Schmidt, Larry Page & Sergey Brin :

Ben Bowman

Bill Campbell

Understand themselves Understand their reactions Know how to maximize what they do well Have a positive attitude Know how to adapt their behavior

Successful Leaders:

How does prior knowledge and life experience affect our interactions?

Consider the Johari Window

Joseph Luft & Harry Ingham, 1955

1 Open/Free area

2 Blind Area

3Hidden Area

4Unknown Area

Known by the person ('the self') and known by the group ('others').

Johari region 1

Open/Free Area Blind Area

Hidden Area Unknown Area

What is known about a person by others in the group, but is unknown by the person him/herself.

Johari region 2

Region 1Open/Free Area

Region 2Blind Area

Region 3Hidden Area

Region 4Unknown Area

What is known to us but kept hidden from, and therefore unknown, to others.

Johari region 3

Region 1Open/Free Area

Region 2Blind Area

Region 3Hidden Area

Region 4Unknown Area

Unknown to the person him/herself and unknown to others in the group.

Johari region 4

Region 1Open/Free Area

Region 2Blind Area

Region 3Hidden Area

Region 4Unknown Area

 

-The open free region is small because others know little about the new person.

-Similarly the blind area is small because others know little about the new person.

-The hidden or avoided issues and feelings are a relatively large area.

-The unknown area is the largest, which might be because the person is young, or lacking in self-knowledge or belief.

Johari window model - example for someone we just met

Johari window- Someone we know

The open free area is large

Unknown area is smaller

BLUE GOLD GREEN Red

Esteemed by:

Helping People

Being of Service

Insights Recognition

Appreciated For:

Unique Contributio

ns

Accuracy and

Thoroughness

Their Ideas Creativity

Validated By:

Personal Acceptanc

e

Appreciation of

Service

Affirming Their

Wisdom

Visible Results

At work they are:

A Facilitator

Procedural Pragmatic Flexible

Their specialty

is:

Relationships

Results Strategy Energy

Overall mood

Committed Concerned Cool, Calm, Collected

Enthusiastic

Key character

trait:

Authenticity

Responsibility

Ingenuity Skillfulness

WHAT IS YOUR COLOR?

Expects others to express views Assumes “collaborative spirit” Works to develop others potential Democratic, unstructured approach Encourages change VIA human

potential Expects people to develop their

potential

Blue

Expects punctuality, order, loyalty Assumes “right” way to do things Seldom questions tradition Rules oriented Detailed/thorough approach,

threatened by change Prolonged time to initiate any change Expects people to play their roles

Gold

Expects intelligence and competence Assumes task relevancy Seeks ways to improve systems Visionary Analytical Encourages change for improvement Constantly “in process” of change Expects people to follow through

Green

Expects quick action Assumes flexibility Works in the here and now Performance oriented Flexible approach Welcomes change Institutes change quickly Expects people to “make it fun”

Red

Please Consider

Red Red

… are the needs of your primary color? … frustrates you about other colors? … frustrates you about your color? … traits of your color serve as an asset in your

role as a parent? How could knowing about your color

(behavioral style) and colors (behavioral styles) of family members or those with whom you interact be beneficial?

What…

Consider assignment 1 on page 15 of the handout.

Review the Leadership Action Plan on Page 18 and complete the first two sections

Find someone with a different color wristband for section 3 and complete the activity

True Colors Activity

Interview Questions:1. Tell me how you dealt with a major frustration in one of your previous projects or areas of responsibility.2. Please explain what kind of environment has been important for you to best demonstrate your potential.3. Describe how you were involved with a significant achievement in a previous life experience.

True Colors Exercise

How Do We Recognize a Catalyst Leader?

Take a look in the mirror

Take a look at your children