Hello. Welcome to the How Do People Show Up As Leaders lecture? That's a really challenging question. How do you really answer that? In week 1, we introduced you to the core, what I call the core. As I have shared, I started with networking because I wanted everyone to become better at networking. We were able to define networking as building, nurturing, and activating relationships to access opportunity in order to reach your goal or purpose. Then you're like, "Well, why do people network?" If we look going inward, well, the people network because they want to solve a goal or purpose. "Oh okay, so they want to lead?" They want to move the needle somehow because as my trusted mug says, be the change. You ask the question, "Well, why do people care about making that change happen?" Well, that's easy, that's purpose. Purpose is about the why as we have learned. Then to go deeper. When you ask people, "Why do you care about that? Why do you feel that way about the thing that you care about?" It really gets to values. The thing and the things, the feelings, beliefs, your mindset, the things that make you you; hence that leadership is personal. Leadership is the what, purpose is the why, and then networking in that is how we activate that leadership and that purpose, and of course, networking becomes the how. That's the inner core. The inner core is the real you. Then as we're networking, as we're meeting with people, then we can go to the next layer, and that's part of the outer core, which is personal branding. As what we've learned, personal branding is, once people have an interaction with you, how do they experience you? What do they say about you? What do they say about you when you're not present? Because that's what brand is all about; how do people talk about you? Then if people don't have an interaction with you, but perhaps they've heard of you, that's really that outer layer which I call position, authority, expertise. What people say is like, "Oh, Tina might be the VP of this," or "Tina is the head of that," or "Tina is the manager of that program." Really thinking about positional authority. Just a gentle reminder then that networking really is about connection. How do we connect with people? How do we align perhaps our inner core with our outer core so that who we are on the outside is how we show up on the outside? I think that alignment is so important, but many people haven't really made that jump. In this lecture, now that we understand the core and how it works, I'll give some examples of how you can use the core to really answer the question of how do people show up as leaders? To begin, let's talk about leadership versus authority. In week 1, Faton Limani came and explain the difference between leadership and authority. If you need a primer, please go back to that section. Just like he said, leading by authority means leading based on your title and your role on your brand. Basically, leading from the outside, leading from your outer core. When you lead by authority, people have to do something because you're the boss, for example, or you're the expert. If you want to get someone to do something that you can say, "Do it because I said so, because I have power over you." Faton said that leadership goes beyond the authority. Leadership is not a title or a position, leadership is an activity. It's how you decide to do something, and that's based on your values and it's based on your purpose, so going back to leadership being personal. When we think about leaders and those that choose to express leadership versus those that get to express their authority, as you see the arrows, leaderships comes from the inside. Once you use your values, than you are a leader, but then if you're trying to influence somebody's action, if you're trying to influence someone's values, you're using authority. How do leaders lead? They can be leaders or they can be authority figures and all of you know what I'm talking about there is that boss, I'm sure that you've had that would say, I want you here at seven o'clock every single day. It probably didn't make sense to you. Why do I have to be here at seven o'clock every day, and you're like, well, the first meeting is at nine o'clock, I have to drop off my kids at school, but the bus at seven o'clock and then you're like I have to go at seven o'clock, but it doesn't make sense to me. It's not the right thing for me. This doesn't work for my family and by the way, I think I'm going to have to find another job, but those are the bosses that you're not really inspired by. You probably wouldn't want to do what they said unless you had to because you needed the job. Leaders on the other hand, they inspire you. They sit down with you and say, hey, these are the things that you're trying to accomplish. This is why we're trying to accomplish them. Does this make sense for you and then when we discuss like how we do it, they say, hey, tell me the things that matter to you so we can find that win-win. You probably have people like that in your life. Those are the people that you would follow them anywhere. I have a person like that in my life. Her name is Peggy Burns. You heard from Peggy in Week 1. Peggy was the type of leader who was very much about inspiring us, leveraging her own purpose and leadership, connected it to our respective purposes so that we can accomplish great things together. How do leaders lead one way, leadership, inspiring you and we've learned a lot about leadership today and authority. They're the boss so they're going to use their title to get what they want. We have also learned about positive leadership in this course. In the course you'll see positive leadership as when you activate your values, negative leadership or authority is where you leverage your position and authority. There is this guy named John Gordon who wrote the book, The Power of Positive Leadership and I wanted to share with you because he is the most articulate in really differentiating between positive leadership and negative leadership. This is what he says about positive leadership. Positive leadership, the ones that leaders that really activate their values, they attack the problem and they focus on the future. They identify opportunities for improvement. They address issues head-on and hold everyone accountable. Negative leadership, on the other hand, attacks the person and focuses on the past. It's a complaint and blame game. They ignore problems for some people and act harshly on others. It's easy, we want positive leaders and positive leaders happen because they are so fueled by their purpose in order to solve big world problems and that's what leadership really is and as I tell my students in person, my residential course students and as I've shared in the workbook exercises as well as the lectures in this course. The main question on leadership is, what problem do you want to solve? It really is about moving the needle. It's not about, hey, do this because I said so. I think it's worth really understanding those two difference. Positive leadership is, hey, let's change the world together. Negative leadership is, I'm not going to give you any information I'm just going to tell you what to do and it's really a power and authority situation. Once you understand how people lead, whether it's from their inner core or their outer core, then you can make adjustments of, hey, do I want to follow this person? But more importantly, do I trust this person? Speaking of trust, leaders who lead from their values really demonstrate trust based leadership. Leaders who lead from authority they're very much transaction based. Transaction based leaders, so outside-in, like the people who are trying to really influence you without truly engaging you or caring about you and what's important to you they use their title, their focus on short-term goals. It's fear-based in many situations, it's self-serving for them. If we were to use the word leadership versus management, it would be management in a way. It's like you have to do this because I have been told that I have to deliver. Managers use rewards and punishment to engage others. Transaction based leadership could also be very ego driven and very title driven. Trust-based leadership on the other hand, because you're leading with values and vulnerability, it's transformational, it's long term, you really care about the relationship. You're not just saying hey, I want a one and done thing, you really want to engage the other person. You're committed to win, wins. You're committed to that common and shared purpose. Trust-based leadership is all about aspirational. It's about living like fulfilling lives, about really living purpose. Trust-based leaders focus on something bigger than themselves. They focus on solving those big world problems. As we've learned it from know well on the trust equation, trust-based leaders focus on their credibility and their reliability and their orientation. Are they oriented to solve problems for other or is it all about themselves? When you have a high trust leader you know, and as Fathon Demani says, trust-based leadership is dangerous because you never know where it's going to end and how people will perceive it. Leaders are polarizing because leaders stand for something and the ones that stand for something where you say, I believe in that too, those are the leaders we want to follow. As we think about this, once again, think about that value alignment. We're trying to get to someone's inner core. We're really trying to understand them. If we can understand somebody and why they do what they do, the chances of us being influenced by them are higher. If a leader does lead with trust, does show up vulnerable, even if we might not agree with their ideas, we're more likely to respect it and we're more likely to follow them and respect what they're doing and just say hey, we disagree on that decision, but really I trust you because you're showing up as your authentic self. Then finally, we learned from Professor Bob Quinn about formal influence and informal influence. Formal influence, use your title to influence to get what you need. They don't have to expose themselves at all. Formal leadership is I'm the boss, I said so. Informal leadership is once again, it's really where you articulate your values, where you're authentic and vulnerable, all of those qualities that make a good leader, all those qualities that make for a good networker. In conclusion with all of this, I hope that this framework helps you understand the people around you. Are they people who lead with the inner core? Are they the people who live their values and their purpose and you want to follow them? Or are they people who leveraged their power and authority to get you the take action. If leadership is about influence, what kind of influence is the leader you're having a conversation with deploying? Is it coming from the inside or is it coming from the authority given to them? The more you understand a leader and these layers of identity. Well, once you know the theory behind something, then you know how to fix it. You can say hey, these people lead with purpose, I love it. This is the place where I want to be because it's about the work and it's about being the change and doing good work together as opposed to hey, there's no place for me because there is no value alignment. This is a powerful discussion, I wish we were all live so we can have it together. I'm sure there's a lot of ideas that you have about leading from within and leading externally. I hope that as we continue our conversations, I would love to hear more of your thoughts on this as this framework is something that I continue to think very deeply about. Thank you.
