4.7.1.2 Experts Comment: The Essence of Professional IQ

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Leadership and Influence

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University of Illinois at Urbana-Champaign

Leadership and Influence

20 classificações

Curso 3 de 4 em Specialization Professional IQ: Preventing and Solving Problems at Work

The only thing you get to change is yourself, and in the prerequisites to this course we’ve given you real tools to do that. Now, use those tools to influence the course of your future, your team's future, and your organization's future. Make a plan for yourself that will help you help others, and learn skills to make it happen. Listening and being sure of your values underpins everything that comes with professional influencer and leadership soft skills. We’ll go on to look at self-assessment and leadership planning, negotiation, addressing and resolving conflict, and successfully identifying and promoting circumstances you want. After this course, you will be able to: - state your own mission and plan with confidence - negotiate and persuade - deal with difficult people - contribute to crafting a working environment you want to work in The prerequisites for this course are Courses One and Two of the Specialization "Professional IQ: Preventing and Solving Problems at Work".

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Week 4: It’s Your Life - Live it Well

Pull together skills and knowledge from throughout the courses while examining the importance of your alignment and fit in an organization. Reflect on the importance of learning as a leader and plan for what happens next in your professional career.

4.7.1.1 Experts Comment: Reverse Engineering5:31

4.7.1.2 Experts Comment: The Essence of Professional IQ8:35

4.7.2 Coming Back to Values; Learning Moving Forward4:19

Conheça os instrutores

C. K. Gunsalus
Director of the National Center for Professional and Research Ethics (NCPRE), Professor Emerita of Business, and Research Professor at the Coordinated Science Laboratory

[MUSIC]

Professional IQ to me, one of the things is, pause and reflect.

Is that the sense of urgency that seems

to come with individuals, they come in as a teller.

For example the entry level work, where often you have an immediacy to it.

Once the customer has left the line,

there is another customer behind it that you have to take care.

And if you see the line building,

there's a healthy professional anxiety that comes with that.

It's normal, it'd be the same if you worked at McDonald's and

you're working at the drive through.

But as you move up in the organization,

your professional IQ has to change, things aren't as urgent.

Pausing and reflecting is absolutely critical, I often, when people come

to me with a problem is why don't you give me a day to think about it?

And for new managers or new individuals that are getting into

decision making positions, it's always fun to go well, can't you just tell me now?

Why can't you answer the question now?

Well, professional IQ has to do with

making the right decision not how fast you answered.

And I think that any parent could go along with this,

any manager could go along with this, any educator is that the need to answer

right around sometimes is more ego driven and is unnecessary.

So I think that's an important part of a professional IQ is what's the rush?

Is it sometimes take your time there?

>> Why does professional responsibility matter?

It matters because you will be confronting in your work life, many

times in a day, in a week, in a month, in a year, challenges that you didn't expect.

Things that will challenge your core values,

things that will challenge your organizational values, things that will

challenge your role as a professional in that particular organization.

And you will be expected to respond and to behave in a manner that's going to

advance both your own individual reputation,

as well as the reputation of your organization.

It's never easy to say no, sometimes it's maybe not even the right answer to say no.

But how you communicate in difficult situations where you

have to get people to think about alternatives,

is a critical part of success over the long term for

any individual in any job, in any role, in any organization.

>> As a business person you make many decisions and

take many actions that have ethical implications.

And if you're a business leader,

then I think you should be proactive in influencing

the ethical direction that's taken by others that are following your lead.

So the examples that you've set, but also the explicit and

implicit conversations that you have, that influence

these ethical decisions and actions are very important.

And I think it's an opportunity and it's an obligation to

be conscious of ethical implications and

make them, expose them and help others think about them in constructive ways.

I think the most important thing about the ethical dilemmas

that we've been discussing isn't what is the right answer.

It is making sure that you think about it explicitly,

you talk about it and consider the different possible courses of action.

If you don't do that, then you don't have much chance of getting it right.

I think that a lot of these things as we've seen are complicated.

There are multiple possible correct or acceptable outcomes, so it's not

always possible to say this is for sure the right answer in the situation.

But if you're at least conscious of it and you think about it and

you seek counsel from others, that's the way I found

the best way to come to an ultimate satisfactory resolution.

>> So, transitioning into a leadership spot is partially, it's a decision.

Part of it is a decision that I want to lead, whether it's a passion or

a desire to improve on the objective.

Or I feel like I can make things better for the team.

And I feel that in a leadership position, I can exhibit the right kind of influence

that will get us to our goals and our objectives even quicker.

So the first step is making the decision that I want to be a leader and

that's different than just being a manger.

Like I said before, you don't have to have the position to be a leader.

A lot of the transition to leader often happens

by a real commitment to the key principles and key values of the organization values.

Bringing greater value to your organization

is one of the ways you establish yourself as a leader.

And oftentimes people become leaders unconsciously, but

I would actually not say it's unconscious, I would say it's subconscious.

It's subconscious because they want to see improvement in the organization's ability

to get things done, so part of what they will start to do is exert influence.

And you remember I said the definition of leadership is the art of influence.

And they want to exert influence because it would make things better for the larger

corporation or the larger organization, if we simply did these this way.

So there has to be some desirance of passion there to affect change and

to get closer to those objectives.

So making that shift starts with a decision that

I believe I can influence us to be better or to do better.

Secondly it's taking advantage of opportunities to show you

have the capability.

And third it's having a set of values that others are willing to subscribe to and

to follow and that will help drive toward that objective even better.

One of the elements of leadership that people should understand is that

there is a leadership levy, there's a tax you pay.

So you know we talk about executive privilege and

you know, kind of the benefit of being a leader.

Certainly depending on the organization there's status, there's pay,

there's the corner office.

There's the drivers, or whatever the case might be, depending on the industry.

But there's a real levy that's paid.

There's the saying, heavy is the brow that wears the crown, it's true.

And oftentimes people will say, you know what,

I'm going to take a leadership position, and they'll step up, and

then they realize it's not everything they thought it would be.

They thought well, when I'm on top and I have control over everything,

everything will be perfect.

The reality is there's real levy you pay and there's an obligation.

If you're going to step in that leadership as a choice and you make the choice.

Now, there are people who become leaders,

because they have an obligation and they feel an obligation

to step in because they're the leader that is needed at that time.

They're still making a choice, right?

So if you make that choice,

understand that it's not all butterflies and rainbows.

Sometimes there's toadstools and rain.

So part of what you have to acknowledge is that if you've taken

the steps to step into that leadership position, there is a levy you pay.

Part of that levy is is very deep and some of it's very, very heavy.

So approach it soberly, approach it soberly,

approach it with a sense of obligation and a sense of duty.

And realize that as a leader, when you step into that role,

there are prices that come with the benefits and the downsides.

And sometimes it's either firing someone, making tough decisions,

making decisions on where the company's going to invest but

that is part of what you're signing up for at that point.

[MUSIC]

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