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A brief video on the Exa-Leadership Model, the 6 Stages of Leadership, by the Italian Author and Consultant Dr. Daniele Trevisani, from the book “Semiotics for Leaders“, with English subtitles

Transcript of the Lesson on Leadership, by Dr. Daniele Trevisani

held at the Master in Coaching & Counseling STEP, 2015

by www.danieletrevisani.com

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Well, let’s start with this second module of the morning

 

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Theme: Communication and Leadership

 

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Our Master Lecture on Leadership

 

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Leadership is a very broad and wide concept

 

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We can say that generally Leadership is the ability to “drive people” (but there are several ways in doing it)

 

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Some interpret Leadership in a way that we can call “Primal Leadership” mode (Level 1 of the Exa-Leadership Model)

 

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the “Leadership of the Leader of the Tribe” or Leader of the Pack

 

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The Alpha Male, or the Alpha Female

 

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That is to say: Who is stronger, leads

 

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In this modality, the position of Leader is acquired by fighting

 

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and is held and kept by fighting, since there is always someone that wants to get it, to grab it, to steal it, ok?

 

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I refer to this, in the HPM Model, as “Primal Leadership”

 

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Second modality of viewing Leadership is a Psychoenergetic Leadership (Level 2 of the Exa-Leadership Model)

 

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That is, the superiority of Mental Energies

 

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I like an example, Stephen Hawking, that is a leader in the field of Astrophysics

 

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one of several leaders, an incredibly charismatic person,

 

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he did incredible things,

 

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he revolutionized the world of Physics

 

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but he is paralyzed.

 

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We cannot talk in this case of a Primal Leadership,

 

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it’s not his body the source of inspiration for people, it’s his Mind

 

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and mainly his capacity to continue working

 

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in conditions in which 99.99% of other people would have quit

 

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and would have quit not only today, but tens of years ago.

 

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So, there is also a Leadership on the front of the Motivational Side.

 

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The capacity to motivate themselves and auto-motivate others.

 

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Than we have a third level of leadership, the Leadership of the Specialist (Level 3, Micro-Leadership Level in the Exa-Leadership Model)

 

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So, if we have on example a Surgical Operating Room within a Hospital

 

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you would see that in a Surgical Operating Room there is a specific time-frame that we can identify as “Leadership of the Anesthesiologist”,

 

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in other words, the best in the team in doing anesthesia, leads. He drives the action.

 

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Nobody can interfere with his decisions (on what to do and how to do his job as specialist)

 

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because he is THE specialist.

 

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Than, we’ll have a Leadership Phase of the Surgeon,

 

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than, when you return in your room, there will be a Leadership Phase of the Head Nurse, and so on.

 

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That is to say, the Third Level of Leadership is a Leadership Mode that is very focused on Micro-Skills, Micro-abilities (Leadership of the Specialist, Level 3 of the Exa-Leadership Model)…

 

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…you have a Micro-Skill, you can do some things better than others

 

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and you become the Leader, a Situational Leader, let’s call it this way.

 

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4th Level.

 

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Always referring to the HPM Model of Leadership

 

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… it is a “Leadership of the Big Picture” (the capacity to see the big picture)

 

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which is based on Macro-Skills (Level 4 of the Exa-Leadership Model)

 

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What I am saying, is that it could be the case of a CEO,

 

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who is not necessarily the best or most skilled of the company in the field of Marketing,

 

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he is also not the best in Administration, or as Buyer, and in Logistics,

 

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but he can coordinate all these Corporate Areas.

 

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He must have a good knowledge of the various organizational areas,

 

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without pretending to be the best in all of them.

 

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So he has the ability to “cover” several areas and to “supervise” them.

 

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This (Level 4 in the Exa-Leadership Model) is another and different Leadership modality, the capacity to “supervise” processes (Supervisory Leadership).

 

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For coaching and counseling, this is very interesting, since a coach and a counselor can really be “supervisors” of client’s processes,

 

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processes that the person can deal and bring ahead also together with other professionals,

 

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on example, lawyers, supposing that in a marital separation there might be the need of a specific legal skills in some stages of the process….

 

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… or processes that the person brings ahead with medical doctors, with other professional roles,

 

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always keeping in mind that someone has to maintain a “helicopter view” of the whole process that the person is trying to carry out

 

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And now, the 5th. The Fifth modality of looking at leadership is the Leadership of Project Management, the “Leadership of Projectuality”

 

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What does it mean to be “Leader in Projectuality”?

 

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It means to be that person that is able to transform an idea into a “To Do List”

 

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the list of things that have do be done

 

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So, a person that transforms a dream

 

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into a project and into a “To Do List”

 

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defining “Who” “Does What” and “When”

 

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There are people that are extremely able in intervening inside an idea or a project

 

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they might not bring any real creativity, but are able to set times, methods, procedures

 

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and in assigning tasks, delegation and responsibilities

 

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This is a Projectuality Leadership (5th Level in the Exa Leadership Model)

 

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This applies to any field. On example in a kitchen, a Project Leadership becomes the ability to know what ingredients are needed and when to use them

 

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and very likely the dish or recipe might have been decided by others. Project leadership has nothing to do with “generating” ideas but in getting things done

 

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Than we have the Sixth and higher Level of Leadership (Level 6 in the Exa-Leadership Model): “Spiritual Leadership”

 

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I can cite as examples Gandhi, Buddha,

 

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I could quote any person that someone can consider to be a “Charismatic Leader” for the value that he/she expresses

 

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for the “Values” and not for his/her physical power or physical strength,

 

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and not for a capacity in Project Management, but for the Values.

 

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So, Spiritual Leaders are those in which we recognize values

 

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we recognize ourselves in those values, we nourish ourselves with those values

 

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those values inspire us in improving us

 

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they inspire us in growing again, in changing the world, or in leaving a better human race behind us

 

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This is a Spiritual Leadership

 

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and now you imagine

 

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That these 6 Leadership Levels

 

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can be singularly present

 

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on example, in having a Leader that has one specific strong trait among 6 highlighted (and might be weak on others)

 

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and with that single strong trait, he will be able to do great things

 

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or a Leader that has 2 strong traits, or 3 strong traits, or even more, up to 6

 

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so we have a view of Leadership Styles based on the analysis of which typical “strong trait” a leader is using (within the Exa-Leadership Model)

 

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so, if we look at Leader (among political Leaders) as Putin

 

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you will see a Primal Leadership in action, a “bodily leadership”

 

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expressed in the “walking style”, in the way to stare or look at the counterparts in the eyes, an almost “challenging mode”

 

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a “Leadership of the Fighter” (ps. Putin is also a Judo Black Belt and his Martial past and history made an imprinting into his bodily style)

 

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than. you will see in him also other Leadership levels in action, but this is a very typical case of Primal Leadership Style

 

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If we went to analyze e.g. Gandhi, we could not talk about a form of Primal Leadership (Level 1), but instead of a Spiritual Leadership (Level 6)

 

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If we observe a Master in Martial Arts,

 

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we will very often see a leader in the Macro Skills (level 4) that are needed

 

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and hopefully also in the Projectuality (Level 5), in the Skills that are needed to be able to take an athlete

 

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and make him improve along the areas in which he has gaps and needs to improve

 

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Clearly, however, if in a (Martial Arts) Gym happens that

 

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the Master adopts a Self Perception of Primal Leader

 

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that will mean that the Master will beat everybody in the Gym

 

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he will attempt to show his power and his territory by “kicking everybody’s ass”

 

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as the Alpha Monkey does within a tribe of Monkeys, where he – each now and then – attacks those who pass too close,

 

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just to show that he is the Alpha Male and Leader of the Tribe

 

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In another (Martial Arts) Gym, we could instead have someone who uses a Spiritual Leadership (level 6)

 

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conducted by means of meditation session, reflective activities,

 

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acting as Counselor and as Coach in helping his students

 

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very probably without any need to demonstrate his skills

 

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and even having much lower bodily skills of his students, it does not matter since his Leadership is on the Spiritual Side, not on the Body Side, he is the “Spiritual Glue” of his group

 

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So leadership has a lot to do with the ability to let a group become what that grup might become

 

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or in helping a person in growing, achieving his/her Personal Development and improve him/herself

 

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and this is the really most profound meaning of Leadership

Copyright by Dr. Daniele Trevisani www.danieletrevisani.com

 

 

“L’arte del negoziato”, di Fisher Roger, Ury William,Patton Bruce, Corbaccio, 2005

Espone il metodo della “negoziazione basata suiprincipi”, utile per la riduzione del conflitto. -secondo gli autori, le regole principali sono: 1)separare le persone dai problemi; 2) focalizzarsisugli interessi, non sulle posizioni; 3) generareopzioni di soluzione di mutuo beneficio; e 4)ricercare criteri oggettivi di valutazione.
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“Negoziazione Interculturale”, di Trevisani Daniele. FrancoAngeli Editore, 2005

Esamina la negoziazione umana come incontro/scontro da culture diverse, e quindi anche tra culture professionali e personalità diverse (es, imprenditore vs manager, buyer vs. venditore, amministrativo vs creativo, introverso vs estroverso, e altre micro-culture e stati umani), così come tra diversità culturali nazionali e internazionali. Viene esaminato cosa accade nell’incontro tra diverse modalità di comunicazione, con implicazioni per la comunicazione interpersonale,la comunicazione nei gruppi, le trattative aziendali.Basato sulla ricerca in psicologia della comunicazione
____________________

(autori vari) “Potere, influenza, persuasione” Etas  (collana Harvard Business essentials), 2006
Esamina diversi aspetti tramite i quali i soggettiacquistano potere e possono aumentare il grado diinfluenza nelle trattative
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(autori vari) “La Negoziazione”,

Etas  (collana Harvard Business Essentials),

Manuale di negoziazione

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Marketing Percettivo

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Bibliografia di approfondimento, selezione con schede su IBS, curata da Daniele Trevisani (www.studiotrevisani.it)

Che cos’è l’impression management
Mazzoleni Carla, Facioli Francesca, 2006, Carocci
€ 8,00   (Prezzo di copertina € 10,00)
Brand naming. Il nome all’interno del sistema-marca
Cellotto Alberto, 2005, CLEUP
€ 13,00
Psicologia di marketing e comunicazione. Pulsioni d’acquisto, leve persuasive, nuove strategie di comunicazione e management
Trevisani Daniele, 2004, Franco Angeli
€ 22,00

Psicologia per il marketing
Williams Keith C., 2004, Il Mulino
€ 22,00
Il marketing dei sensi. Cinque sensi per vendere e comprare
Miani Alessandro, Tonielli Marialuisa, Virardi Gianfranco, 2008, Lupetti
€ 15,00
Marketing emozionale. Con CD-ROM
Gallucci Francesco, 2007, EGEA
€ 29,00
Shopper marketing. Creare valore nei luoghi di acquisto
Cardinali M. Grazia, 2009, EGEA
€ 20,00
Marketing e comunicazione non convenzionale. Guerrilla, virale, polisensoriale, emozionale
Ferrari Tino, 2009, CLUEB
€ 18,00
Il marketing dei luoghi e delle emozioni
Gallucci Francesco, Poponessi Paolo, 2008, EGEA
€ 28,00
Store management. Il punto vendita come piattaforma relazionale
2008, Franco Angeli
€ 38,00

Atmosfera e visual merchandising: ambienti, relazioni ed esperienze. Il punto vendita come luogo e strumento di comunicazione
Zaghi Karin, 2008, Franco Angeli
€ 36,50
Il progetto dell’identità di marca nel punto vendita
Gerosa Giulia, 2008, Franco Angeli
€ 24,00

La guida del Sole 24 Ore allo store management. Come organizzare e gestire il punto vendita di una grande catena
2008, Il Sole 24 Ore Libri
€ 23,80

Il punto vendita
2006, Buffetti
€ 18,00

Innovazione e Brand Experience. Sensitive Space System: comunicazione multisensoriale nel punto vendita
2007, Lupetti
€ 15,00
Shopping mania. La scienza dello shopping
Underhill Paco, 2006, Sperling & Kupfer
Metafore di marketing. Viaggio nella mente dei consumatori
Zaltman Gerald, Zaltman Lindsay, 2008, Etas
€ 21,50
Come pensano i consumatori. Quello che il cliente non dice e la concorrenza non sa
Zaltman Gerald, 2003, Etas
€ 24,00

Un classico da cui nascono quasi tutti gli studi attuali sulla psicologia del marketing

I persuasori occulti
Packard Vance, 2005, Einaudi
€ 11,50

Testi di approfondimento su marketing e neuroscienze

Neuromarketing. Attività cerebrale e comportamenti d’acquisto
Lindstrom Martin, 2009, Apogeo
€ 16,00

La mente del consumatore. Introduzione al neuromarketing
Graziano Mario, 2008, Lussografica
€ 15,00

Neuroeconomia, neuromarketing e processi decisionali
Babiloni Fabio; Meroni Vittorio; Soranzo Ramon, 2007, Springer Verlag
€ 25,95

Neuromarketing: il nervo della vendita
Renvoisé Patrick; Morin Christophe, 2006, Le Lettere
€ 28,00

The Book “Change Directors” by Daniele Trevisani, has been published in Russian (Akvilon Publishing)

Book "Change Directors" by Daniele Trevisani, Russian Edition by Akvilon, Kiev

Interview to Daniele Trevisani, author:

I felt it was important to give a personal contribution to Russian Speaking countries, in terms of a different approach to Business Management, Human Resources, Training Methods and Change Management.

I realized it was the right moment for Russian-Speaking Managers to have the occasion to read something different. Many European managers stard to be tired of US “fast and easy” management style, and wish to have something more rooted in the European tradition. This book fills a gap, showing management tools from a “Latin” cultural source.

There is a problem that I call “Gatekeeping”. Only a fews books pass the “gate” of translation. Usually, those books are the US best-sellers, and being best-seller does not always equal being best-thinkers. Many bestsellers use “fast a easy rules”… For this reason, only “fast and easy” memes (ideas) spread, are able to emerge, and this is a cancer for the world management community.

Managers need to think a lot, not less. Managers need no fast rules. Managers need wisdom, sincerity, maieutic approaches. Latin and Greek ancient rules are much better than Fast and Easy management manuals. I call these authors “Sellers of Easiness”, and I personally and professionally deprecate them.

The real US culture is deep and rarely gests the occasion to enter the best-selling books, rather, best-selling books are full of “easy and nice” rapid rules, those rapid and smart rules that create global economic catastrophes. My Latin Management Approach comes from the same roots of leadership models used in the Roman Empire Army, and from the thinkstyle of Leonardo da Vinci. Not from some 20 years old business guru that made easy money.

I hope that this book, full of suggestions and techniques about a Latin and European view on change management, can bring new approaches to Leadership Models, Organizational Grwth, and help all Russian Speaking Managers to use Latin wisdom, ancient tools that can help a lot.

My contribution in mainly from the point of view of an international management trainer and Human Potential researcher, but it is an interesting observational point of view. Sometimes a mountain to see things from above. I hope this book will help everybody in Russia, Ukraine, and any other Russian Speaking Region, to see new concepts that were not under our attention before, and to help managers and politicians to get a much higher focusing, train managers with new methods,  promote growth and development.

Feel free to write me at the address in www.danieletrevisani.com for any comment about the book, I will appreciate.

Daniele Trevisani, Studio Trevisani Human Potential & Communication Research, www.studiotrevisani.it

copertina_il_potenziale_umano-1

In questo volume, edito da Franco Angeli (2009) Daniele Trevisani affronta un tema complesso, offrendo spunti di lavoro nuovi e modelli inediti. (vedi anche scheda online del volume su IBS). Le indicazioni dell’autore sono sintetizzate di seguito:

Per analizzare il potenziale globale della persona, non solo sul piano fisico o intellettuale, ma come essere umano nel suo complesso, abbiamo bisogno di localizzare quali sono i micro e macro-distretti su cui si può agire e come questi interagiscono tra di loro.

Dobbiamo anche saper muovere lo zoom di analisi dal micro al macro, dal particolare al generale, e viceversa.

Esponiamo di seguito una breve sintesi di quali sono i contenuti principali delle sei “celle” di lavoro:

 

– il substrato psicoenergetico e le energie mentali: riguarda le energie psicologiche, le forze motivazionali, lo stato di forma mentale necessario per affrontare sfide, progetti, traguardi (goal) e obiettivi. Si prefigge di analizzare ed intervenire sulle capacità mentali, come concentrazione, lucidità tattica, abilità strategiche, capacità di percezione, utilizzo della memoria, amplificazione sensoriale, sino alle capacità di vivere le passioni, rivedere il nostro modo di essere, riprendere in mano il proprio ruolo nella vita con maggiore assertività, ripensarsi, creare motivazione in sè e nel team, sviluppare coraggio e perseveranza, utilizzare uno stile di pensiero produttivo e positivo;

– il substrato bioenergetico e le energie fisiche: inquadra la parte biologica dell’essere umano: il corpo e le energie fisiche, lo stato di forma organis­mico e biologico che sorregge le energie individuali; comprende l’analisi delle energie corporee e il funzionamento dell’organismo, come esso possa essere riparato o “potenziato”, gli effetti dello stile di vita e l’approccio olistico al corpo, l’attenzione alle economie locali (di specifici distretti fisici) e alle energie generali;

– le micro-competenze: i micro-dettagli che danno spessore al potenziale, le micro-abilità psicologiche e psicomotorie che fanno la differenza in una prestazione manageriale o sportiva, le micro abilità-cognitive (di ragionamento), che creano differenza tra un’esecuzione mediocre, media o invece eccellente,  le micro-abilità relazionali e comunicazionali da cui dipende un lavoro di qualità;

– le macro-competenze personali e professionali: i grandi strumenti (competenze, skills, capacità) che compongono il profilo di un ruolo; le traiettorie di cambiamento che subisce lo scenario che ci circonda, come rimanerne coscienti e in pieno controllo; la gamma delle abilità o portfolio di competenze di un individuo o di un team, e come questo deve essere rivisitato, riqualificato, formato, per essere all’altezza degli obiettivi che ognuno di noi si pone e delle sfide che vuole cogliere;

– goal e progettualità: la strutturazione dello sforzo per qualcosa o contro qualcosa di concreto (un ideale trasformato in progetto); la capacità di sviluppare un obiettivo in azione, il focus di applicazione delle energie e competenze, la loro traduzione in specifici piani operativi e risultati attesi;

– visione, principi e valori, missione: ideali, principi morali, sogni, aspirazioni, i motori profondi che dirigono le priorità personali, gli ancoraggi di senso e significato che connettono i progetti ad un piano più profondo, le scelte personali, il senso di missione. Riguarda inoltre lo sfondo primordiale di desideri e pulsioni che spingono il nostro fare ed agire, il senso di causa e – non ultimo – il nostro vissuto spirituale ed esistenziale.

 

Ognuno di questi stati o “celle” può avere un certo livello di “carica”, trovarsi “pieno”, “abbondante”, ben coltivato, ben esercitato, o essere invece “scarico”, deprivato, depotenziato, impoverito, o persino trascurato e maltrattato, denutrito, abbandonato.

Al crescere della carica nei diversi sistemi aumenta l’energia complessiva della persona, dei team, e delle organizzazioni da loro composte, con effetti molto tangibili: risultati, prestazioni, capacità di decidere, di incidere e produrre cambiamento positivo. Questi risultati dipendono dallo stato dei diversi sistemi, dalla capacità di coltivarli e nutrirli.

La loro condizione locale e l’interazione tra le diverse “celle” può produrre il massimo del potenziale o presentare sinergie negative, o danni e malfunzionamenti che impediscono all’essere umano di esprimersi.

Le risorse personali e il potenziale individuale possono essere “lette” ma soprattutto amplificate attraverso un lavoro serio sulle sei aree. 

Copyright Studio Trevisani www.studiotrevisani.it e Franco Angeli editore, Milano