Page 90 - Appreciative Leadership

The Art of Illumination 63

FIGURE 4-1
LEADERSHIP SELF-TALK IMPACTS PERFORMANCE

Leadership
Leadership Language Others’
Self-Talk Performance
and Influence

people say that they want leaders who “walk the talk,” they are ask-
ing for leaders who are self-aware and whose words are congruent
with their actions. Leadership self-talk is mirrored outwardly, and it
illuminates in others the leader’s own insecurities, capabilities, hopes,
and dreams.

The lesson here is simple. If you see something in someone else
that is troublesome for you, change it in yourself. You must be the
target of your own transformational activities in order for your team,
organization, and/or community to change. On the other hand, if you
see something in another that you value, respect, or admire, make it
your own. Adapt it and improve it, and you will become what you
most respect and admire about others. As you change, so will the
world around you. And if the world doesn’t, no matter! You will have
become a better person and leader, regardless.

Appreciative Check-in: Group Illumination

A way to ensure that you start conversations and meetings off on a
positive note is through an appreciative check-in. Once people are
gathered but before reviewing the agenda, ask people to briefl y share
anything that has gone well in the past day or two. Tell them that it
may be personal or work related, that ideally it is something they are
proud about and/or that others can learn from by hearing it.
When first introduced to the practice of appreciative check-ins,

people may be hesitant or slow to offer up their experiences. Aft er
hearing others’ short stories of success and being invited repeatedly