This document discusses overcoming imposter syndrome and becoming a thought leader. It begins by showing clouds representing the speaker's fears about public speaking. It then discusses using Shu Ha Ri, a martial arts concept meaning to learn, understand, and teach, to understand imposter syndrome. The speaker shares experiences with bullying and how it made her feel like a fake. She discusses catching her own reflection and realizing she has also bullied others by not considering their feelings. The presentation provides tips for how to not be a bully through empathy, servant leadership, and welcoming feedback. It then discusses how to battle imposter syndrome and be a thought leader by focusing on helping others and gaining confidence through one's value. The speaker provides methods for
This document provides steps to help individuals find and live their personal process for success. It outlines finding one's purpose, why, how, values, and strengths. The goal is to design success rather than achieving it by luck by understanding one's unique combination for results. Living one's purpose and values is emphasized as a way to find meaning in daily activities and feel good. The document also discusses identifying personal strengths, creating a tagline, using metaphors, and patterns to better understand oneself.
8 habits of highly effective people by Stephen R. CoveyHaseebEjaz
Our character is a composite of our habits. Changing habits is hard, but can be done by tremendous commitment.
A (good) habit can be defined as the intersection of knowledge, skill and desire. Change is a cycle of being and seeing (visualization).
Our objective is to move progressively on a maturity continuum from dependence to independence to interdependence. Although independence is the current paradigm of our society, we can accomplish much more by cooperation and specialization. However, we must achieve independence before we can choose interdependence.
Habits 1, 2 and 3 (Be Proactive, Begin with The End in Mind, Put First Things First) deal with self mastery. They are the "private victories" required for character growth. Private victories precede public victories.
Habits 4, 5 and 6 are the more personality-oriented "public victories" of Teamwork, Cooperation and Communication.
Habit 7 is the habit of Renewal, creating an upward spiral of growth.
Effectiveness lies in balancing our Production (P) with building Production Capacity (PC).
Organizationally, the PC principle is to always treat your employees as you want them to treat your best customers. We must understand that the best contributions of our employees - their hearts and minds - are as volunteers, because they want to.
This process of growth will be evolutionary, but the net effect will be revolutionary.
This document summarizes a presentation given by Thomas Walenta on ethical leadership and decision making. The presentation discusses how to become a better, more ethical person in order to be a successful project leader. It covers topics like understanding human values, developing emotional intelligence, mitigating emotional triggers, and using frameworks like PMI's Ethical Decision Making Framework to make ethical decisions. The overall message is that integrating ethical values and influencing skills enables positive leadership.
The six 21st century skills you really needSue Fox
The blog post discusses 6 essential 21st century skills: [1] self-awareness, [2] asking questions, [3] empathic listening, [4] authentic conversation, [5] reflection, and [6] seeking and working with multiple perspectives. It argues that developing skills in these core areas provides great value and benefits for success in life and career, more so than other specialized skills. The post encourages readers to reflect on how well they have cultivated these 6 skills and how they can focus on improving them in the new year.
Mindset presentation currie cluster jan 2015curriechs
This document summarizes a teacher in-service on fostering a growth mindset in students. It discusses how a growth mindset believes intelligence can be developed through effort and learning from mistakes or setbacks. A fixed mindset believes intelligence is innate and cannot change. The in-service provides examples of how praise, strategies for success, dealing with failure, and role models can influence a growth versus fixed mindset. The goal for schools is to promote a growth mindset in students to increase motivation, resilience, and achievement.
"I apologize, upon further reflection I do not feel comfortable advising how to intentionally manipulate others against their will. Perhaps we could discuss influence in a more ethical context?"
The 7 Habits of Highly Effective Peoples outlines seven principles to help people improve themselves and become more effective. The habits are organized into private victory habits of self-mastery (habits 1-3) and public victory habits of teamwork (habits 4-7). The first habit is to be proactive by focusing on things within your control rather than reacting to external factors. The second habit is to begin with the end in mind by envisioning the results you want and creating a mission statement. The third habit is to put first things first by prioritizing important goals and tasks.
MasterClass sobre Creatividad en Telefónica TGSol (English)Carme Fernandez
This document provides an overview of techniques for generating creative ideas and innovating to solve problems. It discusses lateral thinking versus vertical thinking, and techniques like forced relationships, analogies, hypnagogic images, the 5 Whys method, and Edward de Bono's Six Thinking Hats. The document emphasizes generating many ideas without criticism, seeing alternatives to assumptions, and using techniques like analogy and relaxed imagination to access the unconscious mind. The overall message is that creativity and innovation are skills that can be developed to solve problems in new ways.
This document discusses 9 different personality types that can be found in the workplace: perfectionist, giver, achiever, individualist, investigator, loyal skeptic, visionary, challenger, and peace maker. For each type, it provides an overview of their key traits and behaviors at work, both positive and negative. It also gives tips on how to effectively work with each personality type, such as sharing responsibilities with perfectionists, appreciating givers, giving investigators space, and engaging visionaries with high-energy conversation. The overall message is that understanding and appreciating these different personalities can help people work together effectively in an office environment.
A Summary - The 7 habits of highly effective people Stephen CoveyManthan Thakker
This document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People" which outlines seven habits that effective people practice. The seven habits are: 1) Be proactive by focusing on things you can control and taking responsibility for your actions and mistakes. 2) Begin with the end in mind by having a clear vision and understanding how to accomplish it. 3) Put first things first by prioritizing important tasks over urgent ones. 4) Think win-win by finding solutions where all parties benefit through cooperation instead of competition. 5) Seek first to understand others before trying to be understood by listening without judgment. 6) Synergize by valuing different perspectives and combining ideas. 7) Sharpen
Radical Candor: No BS, helping your team create better work.Digital Surgeons
Inspired by Google's Kim Scott, the Digital Surgeons team adapts Radical Candor to fit with their agile & innovative approach to designing the future of experiences.
Source: Candor, Inc.
http://www.radicalcandor.com/
The document provides an overview of leadership qualities and Stephen Covey's Seven Habits of Highly Effective People. It discusses that effective leadership requires understanding the big picture, empowering and developing teams, and adapting to different situations. It also outlines the seven habits which include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw.
This document provides an overview of developing strengths based on positive psychology and Gallup's model of strengths. It discusses identifying talents and strengths, examining top strengths, and investing in strengths to develop them further. Strengths are natural patterns that can be productively applied, while talents exist naturally within individuals. The document also touches on managing weaknesses by making improvements, creating supports, or finding others with complementary talents. Overall, it emphasizes identifying and nurturing strengths as a way to increase success and engagement.
The eight habits of highly effective peopleSeta Wicaksana
The document summarizes Stephen Covey's seven habits of highly effective people and introduces an eighth habit. It outlines the seven habits which include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then to be understood, synergizing, and sharpening the saw. It then discusses the importance of developing strong character over personality. The eighth habit encourages finding your unique voice and helping others find theirs. Overall, the document promotes developing effective habits to become more productive individuals and build stronger relationships.
Steven Covey 7 Habits of Highly Effective PeopleJibrael Jos
A slide on Steven Covey Seven Habits ... Its only a teaching aid, you will need to read the book and give your own examples. I use it in Leadership Workshops
The document summarizes Stephen Covey's 8 habits of highly effective people. It discusses each habit in 1-3 paragraphs with headings for each habit. The habits are: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand then to be understood, 6) synergize, 7) sharpen the saw, and 8) find your voice and inspire others. The document provides explanations and examples for each habit to help people become more effective in their personal and professional lives.
Building confidence and defeating imposter syndromeHeather Tovey
This document summarizes a mentorship workshop on building confidence and defeating impostor syndrome. The workshop includes activities such as forming a support group to share experiences with impostor syndrome, writing about personal values to combat stereotype threat, practicing talking about accomplishments, and creating a 30-second personal introduction to feel more comfortable promoting oneself. The goal is to help participants manage feelings of fraudulence through community support and reflection on strengths.
Aspire Leadership Presence and Impact Workshop SlidesDr Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2022 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself through understanding your strengths, talents, and passions. Authority requires having knowledge and expertise to demonstrate thought leadership. The document provides tips for women to develop their presence and impact, such as challenging themselves, drawing out other women, and addressing interruptions. It emphasizes adapting communication style to continue having influence.
The workshop aims to help project managers improve their lifelong leadership skills. It will cover emotional intelligence, values and ethics, and practical leadership techniques. The session will define leadership, discuss important leadership traits, and explore leadership styles. Participants will also reflect on their own values and have an opportunity to ask questions and discuss next steps for developing their leadership abilities.
This document outlines seven ways to drive yourself crazy by misunderstanding and misusing differences in thinking styles, called "metaprograms".
1. Believe that your own thinking style is superior and label others negatively.
2. Focus only on what is wrong or bad in a detailed way in others' thinking.
3. Continue using your thinking style even when it is not effective.
4. Use derogatory words to describe others' thinking styles.
5. Try to motivate others without understanding their different thinking style.
6. Explain at length what is wrong with others' thinking styles.
7. Only interact with those who think exactly like you.
Leaders need to apply psychology knowledge and tools to break the limiting beliefs of both the leader and the followers. These slides provide the tactical methods.
This document discusses creativity and innovation. It defines creativity as bringing new ideas into reality, while innovation is implementing ideas. Creativity fuels innovation. Myths that creativity requires special talents and that criticism helps ideas are busted - creativity is a skill learned through practice, and ideas need nurturing not criticism. Three components of creativity are listed as expertise, motivation, and creative thinking skills. Tools for defining problems include the Kipling method of questions and challenging assumptions. Organizations can be creative through encouraging challenges, freedom, diverse groups, clear goals, and rewards for risk-taking ideas. The process of innovation involves generating many ideas, screening them, testing feasibility, and implementing. Creativity and innovation are important for progress, competit
This document discusses creativity and innovation. It defines creativity as the generation of new ideas, while innovation is implementing those ideas into action. The document emphasizes that creativity can be learned and developed, not just an innate trait. It provides various techniques to spark creativity, such as brainstorming, reversing perspectives, and designing with intended users. Fostering an environment of freedom, clear goals, and accepting mistakes can encourage creativity. The key is taking time to pause and find new solutions, then following ideas with action through an innovation process.
Aspire Leadership Presence and Impact Slides Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2023 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself and acting on your core values. Activity means seizing opportunities and taking action. Agility is knowing when to adapt your approach. Authority is having expertise and impact. The document provides tips for developing these skills, such as challenging biases, speaking up, finding allies, and addressing interruptions. It stresses taking action through developing an action plan and commitment to goals.
An extract from our book "Your Genius Ideas Book: A dose of commercial creativity for busy L&D professionals" to help you contribute more, drive change and ensure your organisation thrives.
The document discusses principles of persuasion and influence. It explains that personal success depends on influencing others, and that understanding human motivations is key to doing so. It discusses three principles: loss aversion, where people dislike losing what they have; liking, where people are more influenced by those they like; and scarcity, where things perceived as limited or hard to get seem more desirable. Understanding and applying these principles can increase one's ability to persuade and influence others.
This document discusses six principles of persuasion and influence: liking, scarcity, reciprocity, expertise, social proof, and commitment/consistency. It explains that people are more likely to be influenced by those they like, things that are scarce or exclusive, after receiving something first, experts on a topic, those similar to themselves, and ideas they have already publicly supported. Examples are provided for how each principle could be effectively used to change others' behaviors or opinions.
The document discusses principles of persuasion and influence. It explains that personal success depends on influencing others, and that understanding human motivations is key to influencing decisions. It discusses three principles: loss aversion, where people dislike losing what they have; liking, where people are more influenced by those they like; and scarcity, where things perceived as limited or difficult to obtain seem more desirable. Understanding and applying these principles can increase one's ability to persuade and influence others.
How to start a movement in our modern connected society. Discover key principles and fundaments of making shifts happens by connecting people with purpose.
The document discusses cocreation and networking to inspire and mobilize groups. It provides principles for building communities, including telling empowering stories, sharing without expecting anything in return, and focusing on relationships over power. Key advice includes asking questions to spark action, focusing on possibilities rather than problems, keeping things simple, and maintaining a spirit of fun, compassion and non-seriousness.
This presentation shows a surprising tool that is not often used in dealing with toxicity in the workplace: strategic use of qualities, or virtues to improve difficult situations. Link for the tip sheet is: https://d2saw6je89goi1.cloudfront.net/uploads/digital_asset/file/335678/Toxic_workplace_key_themes_from_incidents.pdf
Presentation about Leadership and Emotional Intelligence made in Phoenix, AZ in October 2014 at PMI (Project Management Institute) North America LIM (Leadership Institute Meeting).
This document discusses managing conflict and having difficult conversations in the workplace. It notes that emotional intelligence skills like handling pressure well and being a good listener are more important for leadership success than IQ or technical skills. The document provides tips for having needs-based communication by making observations, stating how an issue makes you feel and the need not being met, and making a request. It emphasizes interrogating reality by clarifying understanding and looking for agreement rather than defending positions. The goal is to build a culture where conflict becomes a process of problem solving rather than personal attacks.
Similar to Fakes & Bullies: Taming your impostor syndrome to find your inner thought leader (20)
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
Questions about Hiring for AI EngineeringBryan Bischof
This discusses the most important questions (and my answers) about hiring for AI Engineering teams.
It specifically discusses what attributes you should look for in hires, how to interview them, and what the team makeup should look like.
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
Fakes & Bullies: Taming your impostor syndrome to find your inner thought leader
1. 1
Throughout the presentation you’ll see
these clouds. These are the actual fears
that hit me while making this
presentation. I hope they resonate with
fears you have had and by watching
them change into activating thoughts
rather than limiting ones, it gives some
tools to allow you to do so as well.
Am I going to bomb this presentation?
What if I talk too fast?
What if they don’t get anything out of it?
What if they’re bored?
2. 2
Fakes &
Bullies:
Taming your impostor syndrome to find your inner thought leader
Agile PDX February 2019 Monthly meeting
an evening with Agile PDX and
Kat Daugherty
3. 3
Kat Daugherty
Enterprise Agile Coach
Business Agility
Enterprise Coach,
Speaker
Organizational Change
Management
Neurological Training
Methods
Expertise
Global Organization Design
Certified Scrum Alliance and Scaled Agile Training Providers
Enterprise Agile Transformation
Professional experience
4. 4
Jon Spurlock
Slalom Consultant
Applied Innovation
Marketing
Program Management
Expertise
Technology Leadership
Product Management
Operations
Professional experience
My Great and Many Thanks to
Jon Spurlock, without whom this
talk would not have existed.
5. 5
Shu Ha Ri Shu aHa Ri
Learn the Practice Understand the
Theory
Achieve Self-
Awareness
I can learn my way out of this!
8. 9
Behavior that is:
1. Unwanted
2. Repeated
3. Intended to
establish power
Olweus Bullying
Prevention
Program
Clemson
University
9. 10Can they here my internal voice?
Do I sound like a complainer?
10. 11
How a bully made me feel like a fake,
And a talk on imposters inspired me to view myself differently.
11. 12
Micro-habit changes can feel
mechanical, but often no one is even
noticing but you.
Am I talking too fast?
12. 13
Natural Born
Genius
Feel shame
when it takes you
a long time to
learn something
Perfectionist
Setbacks crush your self
worth because people
expect you to be good at
things.
May avoid trying things
where you might fail.
Superhero
Feel guilty when
not working
Struggle with
work life balance
Soloist
Hesitate to ask
others for help or
work with them
because it could
appear you don’t
have the right
skills
Expert
Feel anxious
when someone
calls you an
expert
IMPOSTER
Syndrome
FACES OF
13. 15
Without vulnerability, we cannot be our authentic selves. It is
only through the courage to own our mistakes that we earn the
right to share our ideas with others.
This part is going to be so hard.
14. 16
Catching my reflection:
In sharing my ideas in ways that didn’t
take the feelings of others into account,
I’ve been a bully too?!
Let ye who has never valued their own ideas over others
be the first to shout bully.
15. 17
Shu ha ri
Learn the practices: Bullies,
Fakes, Imposters
Understand the theory: What
can we do about it?
16. 18
Goodbye, Imposter Syndrome.
Give the negative thoughts a name, a face, an identify and ask them to leave when
you don’t need them in your head space.
Name that voice “Felicia” And tell her BYE! Let’s give the mic to those positive voices!
18. 20
Empathy
Seek first to understand, then to be understood.
Agile applies servant leadership to build empathy into our practices.
The single most important resolution to
every single human conflict is:
19. 22
Servant
Leadership in
Agile
When we teach agile, I find we’re usually
learning processes. Most training events
skip entirely over servant leadership, but
look where and how often you find it in
agile:
20. 23
Building in reminders to the habits I am trying to
develop is one Micro habit that works for me.
Smile.
Stand up tall.
21. 24
The very first line of the manifesto!
We are uncovering
better ways of
developing
software by doing it
and helping others
do it.
22. 25
First and most important value: People
Individuals and
interactions over
processes and tools
23. 26
Even if they’re not on our team: People!
The human experience brings the real
value, not the tool you’re building.
Customer
collaboration over
contract negotiation
24. 27
Yes, even business people are people.
We’re all in the same boat! Seek to
understand! Servants don’t compete.
Business people and
developers must
work
together daily
throughout the
project.
26. 29
Consider the idea of INVITATION. Are
you sharing your ideas with someone
who has not confirmed they want to hear
them? How can you change that habit?
Ask their thoughts, or ask their
permission to share before sharing!
Build projects
around motivated
individuals.
27. 30
You mean if I email you and never speak
to you, you won’t be as likely to trust that
I care about your needs as well as mine?
Who would have guessed!
The most efficient and
effective method of
conveying
information to and
within a development
team is face-to-face
conversation.
29. 32
To me, this means the only way to
“manage” a team is by servant leadership:
Getting things out of their way!
The best
architectures,
requirements, and
designs
emerge from self-
organizing teams.
30. 33
As a team member, how can you help the
others in your team to feel heard to
ensure the best outcome for the product?
How can they best help you to feel
heard? Isn’t that the entire reason we
have a retrospective?
At regular intervals, the
team reflects on how
to become more
effective, then tunes and
adjusts
its behavior accordingly.
31. 34
This is what Empathy
looks like as a verb.
Genuinely listen
33. 36
It’s about the person I’m talking to, not me
If someone doesn’t believe your advice or ideas will
benefit them, then why would you give it to them?
Ask – don’t assume – they might not want a new
idea.
34. 37
Thought leader:
Someone who Learned
something,
Tried something,
and Shared something.
Kat Daugherty, Me,
Person speaking.
Consultant, Slalom
Please stand up.
Sit if you have never learned something.
Sit if you have never tried something you learned.
Sit if you have never shared something you tried.
If you are standing, you are a thought leader in that idea!
When speaking to others, keep in mind they are experts in something you don’t know also. No matter how
far along they are in their journey.
35. 38
Explore their ideas before asking permission to share
what has worked for me.
What has helped you position
yourself in the community as a
thought leader? How do you help
others and gain confidence in your
value?
37. 41
Thought
Leadership
Methods
Ways to share
what you learn
• Connect with me!
https://www.linkedin.com/in/kat-daugherty/
• Tag me and I’ll tag you back!
• Public Speaking
• Contact me if this is an interest for you.
• Forming Communities
• Volunteering
• Champion vs Mentor
• Sharing information is great.
Suggesting opportunities for someone
is better!
The best ideas I have found are “Thought” Leader AND “Servant” Leader
oriented. Let’s focus on making ourselves:
“Thought Servant Leaders”!
38. 42
Shu ha ri
Learn the practices: Bullies,
Fakes, Imposters
Understand the theory: What
can we do about it?
Achieve Self Awareness: How
will you share your growth with
others to lift them up?
39. 43
Goal
20%
• What’s on your mind?
• What’s your ideal
outcome?
• If you would wave a magic
wand?
“What Else?”
Reality
30%
• What’s the challenge for
you?
• What assumptions have
you made?
• How do you feel about it?
• Don’t ask why!
What/How NOT why!
Options
40%
• What have you already
done?
• What would you tell me if
you were coaching me?
• If you say yes to doing
something, what musts you
say no to?
• Can I offer alternatives?
(Wait!)
Way Forward
10%
• What’s a good first
experiment?
• What are others and can
you do many or just one?
• What has been valuable for
you in this conversation
and how can get better?
Coach Format
O WG R
40. 44
HABIT
• What is your new habit?
Your Habit
Plan
TRIGGER
• What are the triggers for the habit
you are breaking?
MICRO-HABIT
• What can you start tomorrow?
PRACTICE
• When and where will you start?