3- Being Genuine

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Do curso por HEC Paris

Dando sentido à sua experiência em liderança

257 classificações

HEC Paris

Dando sentido à sua experiência em liderança

257 classificações

Curso 2 de 4 em Specialization Inspirational Leadership: Leading with Sense

With this course you will position your own leadership style and grow your resilience In this course, second course of the "Inspirational Leadership" Specialization, you will discover the characteristics of charismatic leadership. You’ll personally learn how to embody these traits through the “Savoir-Relier” (art of connecting and leading with sense) methodology, which covers 3Gs: being Genuine, Generous, and Generative. You will then choose which style of leadership best fits you, why and when so you can adapt to more complex and difficult situations with resilience. In a “Self-Portrait” and “Conversation” with your classmates, you will be able to adjust your own ideas about your leadership styles and strengths, allowing you to increase your self-awareness, improve your relational intelligence, and prepare you to confront crises and resolve conflicts. You will also be better prepared to face difficult situations and make better decisions by relying on both your perception and analytical skills. All these skills will help you create sense in your team so you can lead it better. This course is part of a Specialization on Leadership called “Inspirational Leadership: Leading with Sense”, so you may want to take the course “Building Your Leadership Skills” prior of taking this course. As where in course 1 “Building Your Leadership Skills” you have mostly worked on your inner-self and on the relation between you and the other, in this course you’ll work on the relationship between you and the group, improving your leadership skills when interacting in a team. Leaders from different organizations and participants of the HEC Paris Leadership Certificate, the program from which this course and specialization is inspired, will share with you their insights about what it takes to become a great leader in a group or team and what they are able to achieve now that they apply The Savoir-Relier methodology.

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Understand your leadership style

By the end of this module you will have further explored and tested your leadership characteristics by comparing them to the genuine, generous and generative attitude of the savoir-relier leader. Your self-awareness will get to a higher level thanks to the second self-portrait exercise.

3- Being Genuine7:02

4- Being Generous8:24

5- Being Generative8:40

6- Where do you position yourself on the 3G scale?6:01

Conheça os instrutores

Valérie Gauthier
Associate Professor, HEC Paris

[MUSIC]

To be a genuine leader you must be true and

sincere this implies a mixture of authenticity, confidence, and

humility in the service of the transparency and ease of communication.

It is your ability to be truly yourself while getting involved

in the different tasks and various situations.

We're going to help you to grow your own self-confidence first and

then help others to grow.

Candor is transparency combined with personal integrity and

high ethical standards.

Candor has been praised in recent years as a way to improve performance.

Transparency, straight talk, and honesty are described as tools to create

a culture of candor, well explained by Warren Bennis, which proves

effective in the face of boundless organizations and complex environments.

Being candid means being true to yourself

while adapting your message to your environment.

Maintaining your integrity while playing different roles in different situations

as well as allowing your leader to be genuine.

Candor gives rise to another important quality, authenticity.

But knowing and

accepting yourself as you are means to recognize that you're not perfect.

Knowing that is one thing, what you do about it, is another story.

It is the power of humility,

to make you act upon the recognition of your imperfections.

Not so easy, is it?

In my own experience with sports the rigor, discipline and respect induced

by the rules of sports provide great lessons in genuine self awareness.

But Kevin is in a much better place to testify to this.

>> Winning in sport is not so

much about beating others To me it's more about to give your best.

The best you can.

When it comes to winning talent is useful but not enough.

Respecting the rule and working hard are crucial.

You can suppress your limit and improve only with practice.

You also have to give 100% of yourself and

to be genuinely involved if you want to make significant progress.

This is an ongoing process to self-questioning and self-improvement.

It is a great source of growth.

And teaches humility as long as you're capable

of learning from your failure and your losses.

>> Thank you, Kevin.

Very useful, indeed.

Hearing this from a world champion should be an inspiring message for you.

To be ready to grow, to grow your confidence, autonomy, and authenticity.

And you, Apollonia,

can you share the situation when being genuine as a leader has helped you?

>> When I was 18 years old, I lost my parents in an accident.

That's how I took over my family's business.

And though I had been groomed by my father to take over the business,

I didn't have the same experiences he had.

Being genuine with my teams, his, my colleagues, his former colleagues,

was key in to building a sustainable work relationship to bring our company forward.

>> To share how she has grown her genuine skill from her Chicago Music Project,

I have invited Oriane,

our friend from the leadership certificate to share a few tips with you.

>> Hi there.

For me, with the troupe and all the debates we had over who should do what,

It was essential to remain myself and to stay strong,

because it's very difficult to the peers as they are the same level as you and

you don't actually have any authority on them.

And all the troop members are actually volunteer students like myself.

So to maintain their motivation, I had to stay true to myself and to my beliefs.

Here are my four tips to being genuine at heart.

First, having confidence and trust in others by giving them autonomy.

Secondly, transmitting knowledge and the experience while remaining yourself.

Third, practicing frankness.

This means for me a mix of transparency, personal integrity, and

high ethical standards.

And finally, engaging in self-knowledge and

accepting it as an unending process.

>> Thank you Orian.

We must recognize that we're not perfect, and

we will work on this aspect of our journey later, with resilience.

The question is, what can we do to change.

The desire with intensity sometimes leads to make you want to do everything, but

no individual is capable of such things.

Learning to delegate,

or let go, constitutes an essential aspect in leadership.

And there are risks with intensity.

Indeed, while it is good to be honest and transparent, there are limits to it.

See what Apollonia has to say about being too genuine.

>> I think it's important to be yourself but sometimes, yes, I've been too genuine.

And I can think of numerous examples when

because I was just too tired I went a little overboard.

I said a little too many things and it just went too far in

terms of honesty for people's ability to receive the message.

>> Wrap up with the excess with being genuine, here are a few key messages.

Do not confuse sincerity and impulsiveness.

But you have to share with self control, without giving in to conflict.

Sometimes, you have to be quiet and keep your opinions for the better good.

And of course, don't be naive.

Be aware that sincerity without reserves can lead to naivety and

lack of discernment.

Being yourself is something you earn with time, experience and hard work.

The important thing is that you do not lie to yourself, and work for

the better good of everyone involved.

Sometimes making sacrifices or difficult decisions, decisions you have to live with

when you look at yourself in the mirror, really, again and again.

But that's for later.

For now, here is our concluding question, which you can address in your

SR journal and summarize here to share with your peer.

When are you genuine?

When aren't you genuine?

When are you too genuine?

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