[MUSIC] Being a genuine leader is not enough to develop your interpersonal competencies which are so important for today's leadership. With generosity, we move from the you and yourself circle to the you and others circle. But what does this entail? If you're generous, you're animated by the desire to help others to give the best of themselves without expecting anything in return. Going from true authenticity to generosity means going from trusting yourself to trusting others. Giving is more an attitude than an act. Remember, the more you give the more you receive. This is what we have called garbage in, garbage out. And this is not just about money of course. The incentives in your professional life for instance often come down to salary increase, a bonus, or other mechanisms aimed at stimulating short-term profits, but motivation is often elsewhere. Money has nothing to do with the generosity of the SR leader. To become a generous leader you must learn to manage time effectively. And generosity is not a question of quantity. But more a question of quality. If you feel good, if you're happy in your environment, you will give your best. You will deliver. You will be successful and proud of your accomplishment. What do you think [INAUDIBLE]. Can you share a few tips with our SL leaders? >> Oh, it would be my pleasure, Valerie. >> Thank you. >> Without generosity, the Chicago Project would never have seen the light. It was done on top of everything else. My masters studies at HEC, working on other degrees, the bar exam, my regular life, seeing my friends and my boyfriend. So I had to give all I had while respecting others and making sure they found their own place in the project and on stage. So here are my four takeaways. First, allow discussion and debate to encourage collaboration in an open and sharing atmosphere. And cherish opposing views and challenging remarks. Secondly, build diversity to promote adaptability and tolerance. Also rely on authentic personal generosity to develop structures that encourage the use of senses and of sensibility. Alongside with rational debates and recognition of the importance of emotions. And finally, establish shared values to facilitate dialogue and exchange. >> Thank you. But generosity does not mean getting involved to excess and in everything that happens. We must remain attentive to our body and know our limits and respect them for fear of burning yourself out. Kevin can tell us about how he pushed himself to hard at times and suffered the dangers of being too generous, too dedicated. Kevin, can you tell us how, perhaps, you have been too generous? >> When I was 18, I wanted to impress people so much, at my first X Games, that I decide to do a new jump, for which I was not prepared. I push myself too much. I did not listen to my sensation. And I paid the hard price, I injured my knee in the last run of trainings and could not participate in the race. Then, I had to stop skiing for six months. It was really painful, and especially mentally. >> Thank you Kevin. A hard lesson, indeed. Apollonia has another story. Apollonia, can you tell us your story about being too generous? >> At times I've gone beyond my comfort zone, and I think those were moments where I was too generous. I can think of moments with some colleagues, accommodating schedules, or with my friends, staying over. Where their over staying their welcome went beyond my comfort zone and eventually that just wound up in the unfortunate situation of saying things in a not so graceful way. >> You see that being generous is critical and that it compliments being genuine to set the virtual circles of relationships. Actually, when you're capable of giving constructive feedback, as you're doing in the conversation or many other instances in this MOOC, for example, you exercise your generosity in some way. Constructive criticism is part of the S.R. approach because it allows you to give and to help others while reducing your own vulnerability. An effective feedback is above all, an honest feedback. Practice saying to others what you think of what they do without judgment. It is a generous act that helps them grow as long as you do it with respect and care. Here is a real-life case that sets a situation of exchange using genuine and generous behaviors. During the 2015 leadership certificate, the participants engaged in a nice project they had conducted on their own to build a surprise for the faculty. A very nice surprise, I must say. They wrote a collective song about [FOREIGN] journey, on the tune We Are The World. Everyone was to sing in it. Some of them were clearly out of the comfort zone on the task. Singing is not a natural skill for everyone. One of them, had a real hard time singing and a high-pitched voice. He felt ridiculous in front of the large microphone, knowing that he was filmed and that singing was not one of his top skills, to say the least. But you'll find out about this later. After first try, two of his teammates, Jordan and Nathan, were laughing at him. They did so kindly. Not to make fun of him, but because it was simply funny. Still it was tough for Ronak. The next day we had a team lab session. One weekly meeting where the tutor, in this case myself, discussed with the team of five students, anything that happened during the week to give guidance and tools to address issues. The topic of making fun of Ronak came up while we started debating around difference between being rude and being yourself openly, that is genuine and generous. Jordan and Nathan had said that they knew they could laugh without offending Ronak because they were guys and they were just having fun. The two women on the team were a bit upset and their behavior did not understand the situation. Then Jordan made a point and said, I did not laugh at you, though it was funny, I knew you might be offended, so out of respect I didn't laugh. And Nathan said the same thing. The discussion went on to agree that the intention if it is genuine and good and with respect, if it's there, then the members of the team, do not feel offended. You know the limits and you can adapt your behavior to the person. The genuine and generous discussion we had in our team proved that the quality and the confidence and the trust they had built in the team were good for them to build and share openly. They knew each other well enough to adapt their behavior to each situation and person. Do you think it was rude to laugh at Raunak? And how do you think Raunak reacted? You'll hear more about this in our next episode with a surprise. And you'll see how it all comes together beautifully. Now before we move to action with our third circle of the [FOREIGN] leader, and the third g for generative, you need to answer the questions for generous. When are you generous? When aren't you generous? And when are you too generous?
