The need for authentic, courageous, effective leadership has never been greater. Leaders who possess the self-awareness, self-management, social awareness, relational skills and decision-making skills needed to lead with confidence, authenticity and courage. Through discussion and activities participants will focus on the “Being” part of leadership.

What is meant by Authentic, Courageous Leadership? Why is it an important subject for us to explore in the 21st century? How can we as individuals and collectively embrace the principles and practices associated with Authentic, Courageous Leadership? This workshop will answer each of these questions.

Authentic leadership is authenticity; it is not about style or persona. It is about being yourself; being the person you were created to be. Authentic leaders genuinely desire to serve others. Authentic, courageous leaders are not born that way but learn and use their natural abilities. They recognize their shortcomings, working hard to overcome them. They lead with purpose, meaning and abide by their core values. They build meaningful relationships. They are consistent and self-disciplined.

Courage is defined as “the quality of mind and spirit that enables a person to face difficulty, danger, pain, etc. without fear.” Courageous leaders lead with guiding principles when pressure mounts. They don’t shrink from bold, daring actions because they fear failure. They don’t need external approval and they don’t shrink from criticism. Courage comes from the heart and can only be gained through multiple experiences involving personal risk-taking. Brené Brown points out that courageous leadership is not comfortable, but courage is contagious. Every time we choose courage, we make everyone around us a little braver.

How do we become authentic, courageous leaders? It is much more about our “BEING” than our “DOING”. It is about living an examined life, being true to ourselves and embracing a style that is consistent with our personality and character.

It is an interesting “coincidence” that the authentic, courageous leadership dimensions intersect with the social and emotional qualities needed for students to be successful in school and what more companies are saying is needed in the 21st century workforce. “Twenty-first century leadership requires self-awareness, authenticity, empathy, and the ability to self-manage emotions—especially in conflict, during crisis, and under pressure.” (Matt Segneri, Harvard Business School)

This interactive workshop will examine what it means to be authentic, courageous leaders in the social sector today. The following domains will be explored:

Self-Awareness: Enables us to recognize the impact of emotions and thoughts on behavior.

Self-Management: The ability to regulate emotions, thoughts and behaviors in different situations.

Social Awareness: Develops perspective about, and empathy for others, understanding of social and ethical norms for behavior; and increases the recognition of resources for support.

Relational Skills: These are needed to establish and maintain healthy connections and include communicating clearly, listening actively, and cooperating, resisting external pressures to conform, negotiating conflict constructively and seeking and offering help.

Responsible Decision-Making: Makes it possible to make constructive and respectful choices about personal behavior and social interactions based on ethical standards, social norms and a realistic evaluation of outcomes in a given situation.

Never has the need for effective leadership been called for. Never has there been a greater opportunity to help Authentic, Courageous Leaders step forward and become the best version of themselves they can possibly be!

Objectives: (for CEU’s)

Participants will be able to name/explain/use:

  • What is meant by authentic, courageous leadership
  • The impact of emotions and thoughts on their behavior as well as self-management practices they can incorporate
  • Empathy for others and relationship building skills to establish and maintain healthy connections;
  • Constructive and respectful choices based on ethical standards, social norms and a realistic evaluation of outcomes in a given situation

Sources:

  • Matt Segneri, Harvard Business School
  • Courageous Leadership, Brené Brown, Research Professor, University of Houston

Format: PowerPoint, Facilitated Discussion, Interactive Activities, Videos

Duration:

  • 1 to 1.5 hrs. (Conferences only)
  • 6 hr. Workshop