Prepare Your Leadership: 4 FACTs Of Leadership

Happy Monday, Cadresphere. Hope you had a great, wonderful weekend, had some good weather, got to do the things you love or maybe had some sort of impact and created value, whatever that means for you. I'll give it a minute, wait for folks to join in. As you can see, will be talking about the four facts, as I'll call it, about leadership. So I'll give it a couple more seconds here for folks to join in. Welcome. Happy Monday. Thank you for joining. Okay, well, I'm Matt Tappe, if you haven't been on here before.

I'm industrial organizational psychology professional working in leadership spaces, team spaces, really just trying to build engagement and workplace flow. Good morning, Amar. I think I'm pronouncing that right. Happy Monday. Thank you for joining about halfway through your day. Ms. Shannon, welcome. Happy to see you. So, yeah, that's a little bit about me. And we'll start today as we always start with the three things of three, just to kind of ground ourselves and be where our feet are. So let's first, what are three things that we are feeling right now?

This could be thoughts, emotions, sensations. What are three things that we are kind of just carrying with us, you know, through Monday morning, coming to the afternoon, could be from the weekend. Maybe it's something coming up that we're bringing, you know, forward with us that maybe we don't need to be on our backs right now. So what are the three things? Just make aware and be aware of them. And then what are three intentions that we have? What are three intentions that we have for the afternoon?

This could be, you know, related to, you know, what we're carrying with us, what's with us, you know, maybe if we're stressed out taking a walk during a lunch break, or maybe it's something completely unrelated on our to do list. What are three intentions? Maybe just something to do, something that we some way we want to show up. What are three intentions that we have that align with our values and who we want to be? Then last, what are three things that we are grateful for? So what are, what are three things that we can look at and really put some emotion on that, whether that's love, whether that's joy.

What are three things that we are grateful for, maybe from the weekend or coming up that we can kind of fill our bucket with today? So just kind of think about that. Really put yourself right where you are. Become aware of what you're feeling and who you want to be and what are the good things that are going on. So now as we As I continue, I'll get into kind of the facts of leadership is what I call it. And I call it the facts. It's because it's fairness, authenticity, charisma and trust. So it's kind of the four, really a lot of foundational pieces around leadership.

And when I talk about leadership, a lot of times we think of CEOs, corporate leaders, but this could be, you could be a mother or father leading your family in a certain way. This could be just leading yourself and self leadership. So if you boil it down, leadership comes in all different forms. Whether it's self leadership or leading a Fortune 500 company. We all have the ability to be leaders at home, in our community and at work. I want to talk about the four facts of leadership. The first is fairness.

So obviously we prefer leaders to be fair, you know, suppress their personal biases, letting others have say in decisions, so really having collaboration within the group. Then there's authenticity. So this is being true to yourself. So it's not just talking the talk, but actually walking the walk, you know, showing others that you are prepared in ways that affirm, you know, to live out your beliefs and your values. So a lot of times authenticity gets mistaken for, you know, just following your emotions, you know, if you're angry, then screaming at somebody.

But that's not really what authenticity is all about. And this, the psychology and how the research really looks at it is more as are you living. You're living in a, you know, in coordination with your values. So it's not just about letting your emotions be on display, but it's about regulating emotions. So if you value, you know, being altruistic and helping others, that you don't let emotions get in the way when you're giving feedback. But you really do show that you're trying to help somebody and you calmly maybe point something out.

So it's not about just letting your emotions run amok, being authentic in that space, but it's about what are the goals for, you know, who you want to be, who you want to become, and what are your values and are you living to those. And sometimes our emotions can get in the way of that. So it's about regulating and still living in accordance. I'm losing the word. According to our values. So there's authenticity. So being true to yourself as a leader, as we want to see a leader be a role model and really do what, what they say they're going to do.

The next is charisma. So it's always kind of a back and forth with charisma as really charismatic people can also be shown to be narcissistic. So kind of they can put on a front, but that's where that authenticity piece comes in. So you really have to be aware. But really as a charisma is really important in leadership. So, you know, if you have it, then you become a great leader, but if you don't, it's going to be more difficult. So a lot of times this charisma is bestowed upon leaders by the people that they're leading, almost as a gift being representative of being us.

So if you're really seen as that true, you know, person on the team or in the group, they're often going to get a little bit more charisma or, you know, more influence in the group. And we'll get into that a little bit in a little bit right after we talk about the last one, which is trust. So if followers, and this is kind of just the most obvious one. So followers don't believe that leaders trustworthy, they're not going to follow. So when a, when leaders clearly represent the group's values and beliefs, people see them as more trustworthy than leaders who don't.

So that is the facts of leadership, as I call it, really the foundational look at leadership. And what a lot of the leadership theories are built on is fairness, authenticity, charisma and trust. So now, as you might have picked apart on the last two, really what we see in those areas is that the people who actually show high on those areas as a leader actually just display being the most, you know, a person who really embodies that group. So the people who really embody the group that we believe and what we believe is actually more important than what they do or, you know, how much charisma they actually have.

So within the group, the person who seems most like us or like the team or like the group or like the project that project team are working on, they're going to naturally have the most influence. So if someone clearly shares all the things that the group cares about, so what makes, you know, us the same? This is going to be, we're going to, they're going to listen, get listened to more and they're going to be also be seen more as a leader. So we often choose the leader to be the person who really looks like us the most.

So and so this doesn't have to, it doesn't mean that, you know, these fairness, authenticity, charisma and trust don't matter and that, you know, being authentic and being fair doesn't matter. As a leader, it does. But often what happens is you have to first really show that you are part of the group and that comes from just really looking out for the people you are leading. So when you, you know, you're not leading for I or for me, but you're leading for we. So once you show that you are really the, you know, the person who's really looking out for the best interests in the group, then you know, that's when you know, trustworthiness and the fairness and the authenticity is really more, more powerful.

And even if you are seen as person who's not, you know, in the group, you know, maybe you are seeing, you know, you're on a different team and people don't really, you know, get along with your group. If you do show, you know, that fairness, the authenticity and trust and show that you can be trustworthy, you're going to be more respected as a leader. Even if people don't really work on your team or believe in your leadership. So that's kind of just the facts and foundational areas of leadership.

So fairness, authenticity, charisma and trust. And that showing first that you are part of the group, one of them is first and then a lot of this follows and can really take your leadership to be more effective. So thank you for joining me. I'll see you next week. I hope you have a great rest of your week. Happy Monday. So goodbye.