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    Leading hArtfully: The Art of Leading Through Your Heart to Discover the Best in Others
    Leading hArtfully: The Art of Leading Through Your Heart to Discover the Best in Others
    Leading hArtfully: The Art of Leading Through Your Heart to Discover the Best in Others
    Ebook254 pages5 hours

    Leading hArtfully: The Art of Leading Through Your Heart to Discover the Best in Others

    By Diane Rogers

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    About this ebook

    Heralded by the chief experience officer at UChicago Medicine as a refreshing and authentic book that “inspires leaders to help others achieve their highest potential,” Leading hArtfully gets to the heart — and the art — of a new kind of leadership.

    Transform Workplaces and Lives: A Leadership Book that Goes from “How to LEAD” to “How to BE”

    Most leadership development books teach readers “how to lead,” but for acclaimed leadership coach and consultant Diane Rogers, that’s not enough. In her debut book, Leading hArtfully: The Art of Leading Through Your Heart to Discover the Best in Others, she shines a light on what’s missing from a leadership strategy that draws upon a conventional authoritarian “leader-as-expert” focus and offers the distinct opportunity to leverage the strengths and magnificence within your employees and colleagues. Diane shows you how to BE your best leader self to bring out and discover the best in them.

    Leading hArtfully is a book about the art and the heart (aka “hArt”) of leadership. It’s an invitation to bring your best self forward in transformative ways to discover and leverage the best in others — in your work and in your everyday life. Diane explains that, “Getting to the heart and art of leading, finding your flow, elevating the eloquence and grace within you, and connecting — at the heart level — with each individual is an experience not to be missed. It holds the possibility of a most magnificent journey of leading others.”

    Energizing Stories and a Proven Pathway to Achieving Higher Levels of Organizational Performance and Individual Engagement

    Diane Rogers has uncovered a powerful formula for leading in a way that matters far beyond the demands of operational and organizational objectives — in a way that has “change-a-world” potential. Take a journey with Diane through her own story, “told with a refreshing and searing honesty that invites leaders to look into the mirror of reflection on their own experiences” (Laura R. Atwood, MCC, President of Adler Learning USA) to achieve new individual and organizational potentials.

    A leadership memoir unlike any other, Leading hArtfully invites a change to the way you show up to work each day and sparks the possibility of an immediate, productive and meaningful contagious change within your organization and beyond.

    A Jolt of Energy for Leaders Caught in the Status Quo

    Perhaps you’re an emergency medicine physician who has taken care of patients for decades, and your competence is above reproach ... but, truth be told, you’ve lost touch with the magic of the little moments you create that help patients feel seen, safe, cared for, hopeful, and respected.

    Or maybe you’re a marketing executive in a fast-paced agency or Fortune 500 company, where your work is admired, but your leadership style isn’t making you any friends. You bark out orders, strive for perfection, and produce deliverables that “wow.” Your employees feel unappreciated, dismissed, and even invisible.

    Whether you work in finance or technology, healthcare, retail, communications, education, or professional services, Leading hArtfully offers a mindset shift and practical applications that positively impact organizational performance, individual well-being, and employee engagement.

    Complete with practical frameworks, practices, and principles you can learn today and apply tomorrow.

    LanguageEnglish
    PublisherDiane Rogers
    Release dateFeb 2, 2021
    ISBN9781950710638
    Leading hArtfully: The Art of Leading Through Your Heart to Discover the Best in Others
    Author

    Diane Rogers

    Acclaimed leadership coach and consultant Diane Rogers has a diverse background and a big heart, both of which power a simple and focused mission -- to inspire individuals and organizations to harness the strengths and magnificence of people so, together, they can achieve higher levels of organizational performance and individual engagement. Founder and president of Contagious Change, LLC, Diane is best known for her breakthrough programs for healthcare organizations, where she has long been a trusted coach -- sought after for her ability to inspire strengths-based leadership behaviors among medical professionals who want to optimize performance, experience, and engagement.In a word, Diane's approach to leading and inspiring others is collaborative. In everything she does, she endeavors to leave her stakeholders feeling like their best selves -- motivated and excited to engage and energize others. In a cluttered business marketplace of leadership coaches and consultants, Diane brings something refreshing and vital. She is more than a coach, a leadership consultant, and a quality and performance improvement expert; she is a masterful relationship builder who demonstrates, at every turn, the impact of bringing your best self forward in transformative ways to discover and leverage the best in others. Diane lights fires and changes the trajectories of careers and companies. She frees us from what was holding us back and points us -- organizationally and individually -- at a clear blue sky that is our new magnificent limit.Diane is frequently called upon by leadership teams across various industries -- including healthcare, technology, finance, and professional services -- to do the important and deeply personal work of developing leaders, improving quality and performance, leading and implementing organizational change, and transforming workplace cultures. Diane's programs and approaches hinge upon her passion for hardwiring meaningful organizational change by training leaders to embrace her proprietary "E's of Individual Engagement" -- whereby leaders learn to enlighten with purpose, explode with passion, energize with the possibility of a new way, engage the heart, encourage at all levels, experience more fully, excite with enthusiasm, and evolve into what she calls a "hArtful leader."While Diane works with professionals in every sector, her programs and impact are legendary in the field of medicine. She developed The hArt of Medicine, a program designed to engage the clinician in creating therapeutic relationships and improving their communication skills through a unique experiential learning approach. Diane continues to work with some of the nation's top hospitals and academic medical centers. She also works with and supports The Beryl Institute, facilitating virtual classroom sessions, topic calls, and workshops. Diane is a Certified Patient Experience Professional (CPXP).Diane has built her coaching and consulting practice upon a rich background, with a diverse history of demonstrated leadership positions across multiple industries, including healthcare, software IT, aerospace and nuclear power. As a professional coach, she holds PCC-level certification from the International Coaching Federation as well as several licenses and certifications in positive psychology. Early in her career, Diane earned an undergraduate degree in mathematics from St. Louis University and leadership certificates from the American Graduate School of International Management.Diane's exquisite ability to help individuals and organizations hold up a proverbial mirror to reveal the unique strengths of every single person is more than just a feel-good exercise. "Holding up the mirror" -- in organizations of all types and sizes -- encourages repeatability of what's going well ... leveraging individual strengths, consciously, thoughtfully, and intentionally to facilitate positive and productive change.In addition to the leadership coaching and team development work that Diane conducts for clients, she also assists organizations with employee engagement initiatives, patient/human experience improvement, and more. Diane is a dynamic, energetic speaker who offers keynotes and presentations of all kinds, as well as summits, seminars, and group coaching.Outside of her professional work, Diane is an avid runner and a glass jewelry artist. She lives in Mesa, Arizona.Leading hArtfully: The Art of Leading Through Your Heart to Discover the Best in Others is Diane's first nonfiction business book.

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      Book preview

      Leading hArtfully - Diane Rogers

      I

      IF ONLY I GOT A ‘DO-OVER’

      "I did then what I knew how to do.

      Now that I know better, I do better."

      — MAYA ANGELOU

      Recently, I was driving my parents home from a concert we had attended together. It was late in the evening with very little moonlight, making the road difficult for my mother to see. As my mom sat in the passenger seat, watching me maneuver through the streets, and unable to imagine herself being capable of such a skill, she turned to me and said - You do everything so perfectly. And, while I know this statement to certainly not be true, right there, in that moment, much of what guided my actions, attitudes and behaviors throughout my career was present - the desire to do my best to achieve perfection in everything I did. Even as I write, I can hear the ridiculousness of this. It’s almost embarrassing, as I connect to the egocentric core of this belief.

      As an employee, this was my mantra - do your best, please the boss, work diligently to go above and beyond, and be recognized for your work performance. And as a manager, and later a leader in multiple organizations, this same philosophy was the engine behind the drive that fueled my leadership approach and expectations of others - if they do their best and perform well - really well, they will be recognized and rewarded.

      I was the leader who could motivate the ‘hard workers’ to achieve impossible tasks. I could build incredible teams that accomplished extraordinary feats. And, I never minimized celebrating and recognizing those that performed. I was also the leader who was easily frustrated and dismissive with those individuals who did not share my mantra of perfection and performance.

      It Was All About the Work

      As a new leader, I was often reminded of the notion to model the behavior, walk the talk, and BE the change… and I practiced this philosophy. But, as I later realized, the root of this idea for me, was that it was all about the work and getting the work done perfectly. I modeled the behaviors of ‘hard working’, being organized, paying attention to the details, delivering complete reports, showing up on time, leaving late. I walked the talk of an employee committed to excellence, who worked tirelessly to meet (and most often exceed) the expectations of my boss and the organizational objectives. This logic of, If I do, others should too, guided my leadership practices, expecting each individual to follow my lead, and mirror my commitment and performance aspirations.

      Early on, as part of my leadership development, I was ‘asked’ to attend a nationally recognized leadership development program; a week-long training class focused on team building and motivating others in a positive way. I remember thinking what a good team builder I was, and being curious what I might learn from this developmental experience. As part of the curriculum, we were asked to take the Myers Briggs personality assessment. Nearly forty years later, I remember vividly receiving the results. I was an ESTJ (Extrovert, Sensing, Thinking, Judging). And I reveled in this assignment of personality traits! It described me perfectly. I was energetic, could solve any problem, I was logical and decisive. I was the person you could count on to get the job done. And, as an employee and a leader, these qualities certainly helped me to advance my career.

      While at the leadership center, I also learned, in a very sort of ‘aha’ moment, that other people did not share my same personality preferences. (I know what you are thinking - Really?!?) The idea that not everyone was like me, particularly when it was all about the work, was eye opening. I realized then, that to be an effective leader, I (not they) had to change my approach to motivating, encouraging, and guiding individuals and teams. This was incredibly enlightening. And yet, I still got it all wrong.

      I Got it All Wrong

      Where I got it totally wrong was that I still thought my role was to guide my staff to perform at a level where someday they would reach my same level of ‘perfectionism’, excellence and drive. My leadership practices remained centered on the work - the task, the project, and in adopting the consideration of others’ personality preferences, believed that my role was to be cognizant of their ‘starting point’ in needing direction to adopt a work ethic and commitment to excellence that mirrored mine.

      Incredible as it sounds, it didn’t occur to me that shifting from ‘it’s all about me’ to ‘it’s all about them’ was at the crux of a caring, understanding, and motivating leadership style. It seems so clear today, but back then, because I so very often met and exceeded the organizational objectives and expectation of my leaders, I was blind, and even conflicted to the need to consider EVERY individual as magnificent, creative and capable, and approach my motivational, engagement, and leadership strategies that honored their best qualities. In fact, quite the opposite. My practice of driving individuals to be more like me, many times resulted in actions and behaviors that were not only demotivating and certainly unengaging, but were disrespectful, inconsiderate, unappreciative and mean. (And yes, it feels really icky to say this in print.)

      And worse, I was often consciously aware of these ‘bad’ behaviors - particularly after the fact, as they were incongruent with what I valued, who I was as a person, and certainly what I wanted to be as a leader. And this profoundly affected me. I was unhappy, I felt defeated, I lost my sense of self and found absolutely no joy in the work that I had so loved doing. There were multiple times that I would drive home from work wishing I could have a ‘do-over’ - in a meeting, a one-on-one encounter, a conversation. I replayed over and over in my head, how the individual was affected by my words, my tone, and my non-verbal body language. I could hear, in their responses to my probing questions and declarative statements, their defensiveness, their indifference, their detached commitment to the work, the organization and to me.

      My Defining Moment

      Trying to mirror the behaviors of what I understood to be effective, combined with this incredibly ridiculous drive toward perfection, had blocked my ability to adopt any other leadership approach… until I saw my reflection in the behaviors of an executive leader I reported to. It was, for me, my defining moment. During this time, I was promoted into leadership positions that were new areas of responsibility for me. I was unfamiliar with the subject matter and struggled to find the pathway toward ‘perfect’, frequently failing to reach my specified goals. I was often defensive when asked to provide status updates. Each conversation felt like I was getting in trouble, with constant interruptions, tones of disappointment and an energy of uninterested indifference. I would find myself horrified at how I was treated as a person, wondering how my boss could not see how hard I was working, trying, performing. It was demoralizing, defeating and dispiriting.

      I remember, quite vividly, the day of this defining awakening. I was sitting in my office, getting ready for a conference call to provide an update on a project. I had worked tirelessly to meet the deadline and even solicited the help of others to ensure I would meet the requirements outlined in previous conversations. I was (so I thought) confident, prepared and ready for the update. Not long after I started sharing my update, my boss began, in a very condescending and unimpressed tone, to point out the shortcomings of my efforts. My presentation wasn’t succinct enough, I had too many details, I didn’t have enough…. I should have this… or shouldn’t have that. I could feel my emotions rising and recognized that my responses to the unrelenting critical comments had a clear tone of defensiveness. To make matters worse, I was called out on my attitude and then informed that we would now be having a ‘teachable’ moment about responses to constructive criticism.

      It was at this moment that I realized that how I felt was how my employees might feel when I was offering them ‘constructive criticism’. And I didn’t like it one bit. Looking in the metaphorical mirror was difficult. It was not an image I was proud of, nor one that I wanted to manifest in my personal way of BEING and certainly not one to bring forward further into my leadership practices.

      A New Way of BEING

      So, I made a conscious, intentional decision to change - to be kind and to care for every individual that I had the privilege to work with and to lead, and to bring my most authentic best self to every encounter. I made the conscious choice to shift from leading the work to leading people in a way that discovers the best in each individual, leveraging their strengths and holding up the mirror to their

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