Prepare Your Leadership

Hello Cadre crew. Happy Monday, July 7th. I hope you're having great Monday and coming back from a long weekend, well rested, ready to get back at it. So happy happy Monday. I'm Matt coming to you live with Prepare your leadership, giving you all the leadership development. Whether you're leading company as a CEO or you're just leading yourself through this, through this world. Providing leadership development content to help you when you step into that leadership role or called upon for a leadership role, you are well prepared.

Welcome, Amar. Welcome. Happy Monday. So I'll first get us started with the three things of three what I get started with every Monday, which is what are three things that you are feeling right now? So what are three things that you know might be lingering from the weekend? Maybe something's coming up. Maybe it's little nervousness or maybe a little stress. Maybe calm and relaxed. Coming back from the long weekend, what are three things that you're feeling right now? Emotions could be sensations.

Just put yourself where your feet are, what are you, what are you carrying with you right now and then going off that. Or maybe something completely different. But what are three intentions that you have going forward? Excited for job. Calm. Good, good. Happy holiday. Sounds like you might have been well rested from from the long, long weekend, ready to get back at it. I'm right with you. So what jumping to our next one, what are three intentions that you have going forward today? Maybe it's just marking stuff off your to do list.

Or maybe it's I want to show up a certain way, a meeting or when my partner comes home, I want to show up a certain way for them. You know, act excited because they had something big today that they, that they did or could be anything showing up for someone else. Maybe it's going to the coffee shop this afternoon and wanting to bring a smile to the barista's face. What are kind of three intentions that you have that align with your values? Speak. Welcome. Welcome. Speak. Wonder. Happy for you to join us.

We're on our last thing of threes, which are what are three things you are grateful for? It could be looking backwards, looking forwards or right now. What are three things that you are grateful for? Boost of kind of a serotonin and good vibes. As you carry through the second half of your day, showing up in small ways can be really big. Huge can be really big. You never know how. Just think of how you know you feel when someone else shows up small for you and how that can linger with you for the rest of the day.

Be be that Light for. For others. Grateful for being awake, awareness and calm. Great. Love it. Amar. So now I'll kind of revert maybe still thinking we can jump back to it later. But I'll jump into kind of the new. The new psychology of leadership and going off. I'll say one more thing. Speak. Wonder. Grateful for upcoming family reunion. Just had one yesterday. It's always good to see family but feels good for to rest afterwards. Visit the lake pending this week and fireflies at night. Magical.

I've only seen fireflies twice in my life but they're fun to. Fun to chase even when you're 25. But great. Love to hear it. Okay, so jumping into kind of the new psychology of leadership. Things that I've been talking about for the past four or five weeks now. And I've been going through the facts of leadership, fairness, authenticity, charisma and trust. And at the end of that kind of what the research pointed to after all this research was that in order to really be seen as fair, authentic, trustworthy and be that charismatic leader, you know, even though they might carry some bad connotations, looking at it from a research perspective, you know, to build those things, you first need to be seen as one of the group and be seen as one of us, quote unquote.

So this kind of new psychology of leadership is really building off these ideas. And so there's four, you know, with this new psychology, leadership, there's four principles that they talk about. The first is being one of us. This is standing up for the group. So you know, it's being, being seen as someone who bodies both what we share in common and what makes us different from them. So this person really, you know, shows that maybe it's their honesty, maybe it's just what they wear, things like that.

So it doesn't, this doesn't, you know, negate the whole idea of leadership being trustworthy, you know, authentic, fair. But it shows that first that they have to be seen as one person in the group. You know, if somebody came into your office and started taking charge, you might start questioning them. But if they are, you know, they've been in the company for a long time, know what the values are in the company and they start leading through that, that's going to be, you know, you're going to have more, more, more trust in that person.

So that's the first one is being the leader, being seen as one of us. So second, doing it for us. So the leaders as being the champions in the in group. So it's not just actions but it's also a process. So the leader's vision and behavior advance the group's interests and those are defined by the group's norms and values. So if we value honesty and fairness, the leader does honest and fair work. And it shows in their actions. And so it's showing that, you know, delivering and then showing the group that you are delivering, crafting a sense of us.

So the third one is that leaders are what they call entrepreneurs of identity. They aren't just controlled by the group, do whatever this the group wants, but they define, you know, the boundaries of what we will be going towards. And they don't just do that willy nilly, but they really, you know, going backwards, they know the group's values. They are, you know, the champion of the group's values by delivering on it. And then that shows that they are, they have their group's best interest in mind when they shape the future.

Then the last one is making us matters. So it's the leaders, you know, in bed, identity and what they do. And so, you know, reading this is all from the textbook on the new psychology of leadership by Alexander Haslam, a psychologist in Australia. You know, he talks about how leaders are artists, impresarios or engineers of identity. They adapt language, rhetoric, poetic expressions, choreography, spatial design, architectural vision. All these things that, you know, little things, you know, they are in an office, they have the values on the wall and then they live them out, they deliver them.

But they create an environment that can reinforces that we, you know, the us and binds everyone together as well. So here those are the four principles. But how do we enact that? So the three Rs are great thing and this is the one shame one thing I would want you to take away. The three Rs are reflecting, representing and realizing. Reflecting is listened to and observe the groups and understand its values, norms and concerns. So I talked about last week how looking at some research with CEOs most of the successful CEOs would take the first 60 to 90 days just listening, listening to all the different parts of the company, hearing what, how, what they do, how they do their work, what are their values, what are their norms.

So then once they start making decisions, they know the people they're leading. So it's reflecting, listening to, observing the people around them. The second is representing. So ensure that your words and actions genuinely reflect and advance those collective values. So it's staying true to the organization's values. Then there's realizing. So it's deliver and be seen delivering on what matters most to the group. And this isn't, you know, a gloat and saying look what I've, look what I've done over this time.

But it's about, you know, we talk about CEOs, you know, really being communicative about what the organization is doing. So it's really being seen, delivering. So it's reflecting, representing and realizing that realizing is delivering what the shared values are of the group. Now I know that we're not all leaders of a company or a city or you know, major things, but you can use those, you know, wherever you see leadership fit. And I see this really fitting with self leadership. So you can even apply these three R's to self leadership and they apply to a model that I always talk about which is awareness, intention and make it happen.

So my kind of self leadership version of the three Rs is awareness. Listen and observe yourself to understand yours and the group's values, norms and concerns. Now why do I include the groups values in this? Because if you're just listening to your own values and beating off your own drum, that's how we get some poor leadership. As, you know, best interest of myself. But how do my values line up with the group's values or the organization's values and how do those interact? So that's awareness, intention is ensure that your words and actions genuinely reflect and advance your and the group's collective values and then make it happen.

Deliver and be seen delivering on what matters most to you and to your group. And that comes with that authenticity where it's not just delivering what's, you know, what do I feel, what do I need to do, but it's what is in the best interest to, you know, maybe my career or myself as a partner or as a family member or as a person in the community. What is best for me in that situation and how can I do that to advance myself in the group? So that's all I've got for you today. Remember the three Rs are reflecting.

So really listening to others, representing, living out the values of the collected group and then realizing is delivering that on what matters most. So I hope you have a great rest of your Monday. I'll catch you next week on next Monday. So bye everyone.