Intracen Ye Advisors Workbook

Welcome to
Your Leadership Journey!

About the Center for Creative Leadership
The Center for Creative Leadership (CCL®) is a top-ranked, global provider of leadership
development. By leveraging the power of leadership to drive results that matter most to clients,
CCL transforms individual leaders, teams, organizations, and society. Our array of cutting-edge
solutions is steeped in extensive research and experience gained from working with hundreds
of thousands of leaders at all levels. Ranked among the world’s top providers of executive
education by the Financial Times, CCL has offices in countries worldwide.
WORLDWIDE
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Discover
©2022 Center for Creative Leadership. All Rights Reserved. CVD010223

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© 2022 Center for Creative Leadership. All Rights Reserved. CVD010223
LEADERSHIP
FOR A BRAVE NEW WORLD
The Center for Creative Leadership (CCL)® is a top-ranked, global,

nonprofit provider of leadership development.
Over the past 50 years, we’ve worked with organizations of all sizes from
around the world, including more than two thirds of the Fortune 1000.
Our cutting-edge solutions are steeped in extensive research and our

experience with hundreds of thousands of leaders at all levels.
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SELF-AWARENESS
Effective Leaders Understand Themselves
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JOHARI WINDOW
The Johari Window is a model that helps you to learn important things about yourself, and thus helps
you to develop as a human being- as well as a leader
A change in one quadrant will affect all others. It takes energy to hide, deny, or to be blind to behavior.
Increasing the “Open” area increases the energy, skills, and resources to apply to the task. Mutual
awareness builds trust
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DIFFICULT PEOPLE
Think of the most difficult person you

ever worked with On a post it, write
down 3 words that describe this
person
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VALUES AND
CHARACTER
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MENTAL MODELS
... are deeply ingrained assumptions,

generalizations, or even pictures or images that
influence how we understand the world and
how we take action. Serve as filters that select
what we pay attention to Guide how we interpret
and make sense of what we experience Habits
of action Images of how the world should be
Shape how we create our experience of the
world
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SOCIAL IDENTITY
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Social identities are…
Dynamic
they may be chosen or born into, visible or invisible, stable, or shifting.
Personal
only you can decide whether you identify with a given label.
Multiple
everyone has multiple social identities, and these identities influence
each other.
Shaped by Society
society determines which identities are focused on, which individual
differences matter, and how people are labeled.
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Given
Chosen
Core
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In Pairs - Share your MAPS
What are some similarities and differences in

your maps?
Where do your identities fall on the map?
Which ones are more relevant at work, or at home, or both? Why?
Which identities did you circle and underline?

Circle = core to who you are
Underline = biggest impact on interactions with others
What themes or patterns do you notice?
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Values and
Leadership
Personal values impact
leaders in at least two ways:
as a filter that shapes our decisions and
our behaviour
as a driver of our methods (of creating

value).
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DOING AND BEING
Leadership that achieves

results goes beyond how to
do, and becomes how to be;
this type of leadership is all
about character -
Frances Hesselbein
(Author and chairman of the
Drucker Foundation)
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Notes
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Notes
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Drive

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ASSERTIVENESS &
INFLUENCE
Learn to inspire, persuade and encourage towards
achieving shared goals
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YOUR INSIGHTS
What does “influencing” mean to

you?
Where would you like to have

more influence?
What are the characteristics of a

successful influencer?
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INFLUENCE
DEFINED
“The interpersonal
behaviors that we use, to
have a positive impact on
another party’s choices.”
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INFLUENCE —
DIVERSE PERSPECTIVES
Shape
Guide
Stimulate
Inspire
Change
Sway
Leverage
Persuade
Control
Direct
Intimidate
Pressure
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POWER: THE CAPACITY
OR POTENTIAL TO
EXERT INFLUENCE
Positional
Power VS Personal
Power
Power based on formal Power based on formal

status, authority, status, authority,
control of resources, control of resources,
punishments or rewards punishments or rewards
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BASES OF POWER
POSITIONAL POWER
Positional Power Sources
1. Legitimate – This comes from the belief that a person has
the formal right to make demands, and to expect others to be
compliant and obedient.
• Unpredictable and Unstable – If title or position is lost
then legitimate power is gone
• The scope of your power is limited to situations that others
believe you have a right to control
2. Reward – This results from one person’s ability to compensate

another for compliance eg Raises, promotions, desirable
assignments, training opportunities, and simple compliments
• May not be as strong as it first seems. You may use up
your rewards, or you may not be in control of the rewards
but may depend on a higher authority
• When you use up rewards, or when the rewards don’t have
enough perceived value, your power weakens
3. Coercive – This comes from the belief that a person can

punish others for noncompliance eg. Threats and punishment
are common coercive tools.
• You use coercive power when you imply or threaten that
someone will be fired, demoted or denied privileges.
• Too much of this and you can be seen as a bully and
people leave
4. Informational – This results from a person’s ability to control

the information that others need to accomplish something.
Source: French and Raven
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BASES OF POWER
PERSONAL POWER
Personal Bases of Power
5. Expert – This is based on a person’s high levels of skill and knowledge.
When you have knowledge and skills that enable you to understand a
situation, suggest solutions, use solid judgment, and generally outperform
others, people will listen to you, trust you, and respect what you say.
As a subject matter expert , your ideas will have value, and others will look
to you for leadership in that area.
You can your confidence , decisiveness and reputation for rational
thinking into other subjects and issues. This is a good way to build and
maintain expert power, and to improve your leadership skills.
6. Referent – This is the result of a person’s perceived attractiveness,

worthiness and right to others’ respect.
Referent power comes from one person liking and respecting another, and
identifying with them in some way. Celebrities have referent power, which is
why they can influence everything from what people buy to which politician
they elect.
In a workplace, a person with referent power often makes everyone feel
good, so he tends to have a lot of influence.
Referent power can be a big responsibility, because you don’t necessarily
have to do anything to earn it. So, it can be abused quite easily.
Someone who is likeable, but who lacks integrity and honesty, may rise to
power – and use that power to hurt and alienate people as well as to gain
personal advantage.
Relying on referent power alone is not a good strategy for a leader who
wants longevity and respect. When it is combined with expert power,
however, it can help you to be very successful.
Source: French and Raven
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INFLUENCE STYLES
You advocate by debate, You advocate by presenting a

insisting your ideas are heard sense of shared purpose and
and challenging the ideas of exciting possibilities.
others.
ADVOCATING UNITING
You advocate by offering logic, You advocate by connecting,

rational reasons and data. building relationships and
coalitions.
You advocate through

compromises, concessions
and trade-offs to reach
outcomes that satisfy your
greater interest.
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© MHS Assessments. All Rights Reserved. CVD010223
Notes
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Notes
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Connect

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RANGE OF EMOTIONS
Energy (Low/High)
Pleasantness (Low/High)
Brackett, M. (2019) Permission to feel: Unlocking the power of emotions to help our kids, ourselves, and
our society thrive. New York: Celadon Books.
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EMOTIONAL
INTELLIGENCE
“
The capacity to be aware of,
control, and express one’s
emotions, and to handle
interpersonal relationships
judiciously and empathetically.
Source: Oxford Dictionary “
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Notes
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EMOTIONS MATTER
AS A LEADER
Exceedingly Exceedingly
negative positive
“Doom Sayers” and “Ostriches” or

“Bullies” “Cheerleaders”
• Pessimism and anger can be Emotionally Intelligent • Problems not addressed.

spread. Leaders • Objectivity is compromised
• Leaders know how to regulate emotions

rather than let them overwhelm them
and others.
Emotions can be contagious
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Notes
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WHAT IS THE PURPOSE
OF POSITIVE/NEGATIVE
EMOTIONS?
Positive Emotions Negative Emotions
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Notes
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YOU HAVE A CHOICE
“ Life gives us negativity on its own. It is

our job to create positivity. Positivity
is a choice — a choice we all need
to make again and again, day after
day…Your emotions are as far from
random as they are from fixed by
your genes….And the more you value
positivity, the more often its upward
spiral will lift you to new heights…The
more positivity you seed and harvest,
the better become your prospects for
flourishing.
- Barbara Fredrickson (2009)
“
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Notes
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DIRECTION-
ALIGNMENT-
COMMITMENT
How do I recognize effective leadership?
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LEADERSHIP
Leadership is a
social process that
enables people to
work together as a
cohesive group to
produce collective
results.
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TODAY’S KEY
FRAMEWORK
LEADERSHIP
PROCESS
GENERATES
DIRECTION
LEADERSHIP
OUTCOMES LEADERSHIP
GENERATES
RESULTS
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WHEN LEADING IS
OFF-BALANCE
Dedicated, bought in, but uncoordinated

• Duplication of effort is common
• Activities and tasks inadvertently fall through the cracks
• Groups compete with one another
DIRECTION
LEADERSHIP
Willing cooperation, but larger Coordinated, facing same way, but

purpose is unclear lacking energy
• There is a lack of agreement on • Promises are made, but actions don’t

priorities follow
• People feel pulled in different • People are reluctant to help each other
directions • There is a lack of enthusiasm in the
• Motivated teams don’t know where to group
apply their efforts
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IS DAC HAPPENING?
HAPPENING NOT HAPPENING
• There is a vision, a desired future,

• There is a lack of
or a set of goals that everyone
agreement on priorities.
supports.
• People feel as if they
• Members of the group easily
Direction articulate why their work is
are being pulled in
different directions.
important.
• People seem to be
• People agree on what collective
running in circles.
success looks like.
• Everyone is clear about each • Things are in disarray;

other’s roles and responsibilities. deadlines are missed,
rework is required,
• The work of an individual or effort is duplicated.
group fits well with the work of
Alignment other people. • People feel isolated
from one another.
• There’s a sense of
organization, coordination, and • Groups compete with
synchronization. one another.
• People give the extra effort

needed for the group to succeed.
• Only the easy things get
done.
• There’s a sense of trust and
mutual responsibility for the
• Everyone is just asking
Commitment work.
“What’s in it for me?”
• People express much passion and
• People are not “walking
motivation for the work.
the talk.”
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BOUNDARY SPANNING
LEADERSHIP
We span boundaries when
we solve problems by
reaching out to other groups
who have fresh insights.
Some boundaries may
be as simple as working
with people in a
different department or as
complex as working across
cultures,time zones and
languages.
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GENERATING D-A-C BECOMES
MORE CHALLENGING WHEN YOUR
LEADERSHIP PROCESSES HAVE TO
SPAN BOUNDARIES
LEADERSHIP
PROCESS
GENERATES
DIRECTION
LEADERSHIP
OUTCOMES LEADERSHIP
GENERATES
RESULTS
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THE 5 ORGANIZATIONAL
BOUNDARIES
Vertical
across levels & authority
Horizontal
across functions & expertise
Stakeholder
across external groups & interests
Demographic
across diverse groups & differences
Geographic
across markets & distance
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WRAP-UP
• Leading is a richly diverse

and social process that
pursues common goals.
• We know effective
leadership by its outcomes:
D-A-C
• D-A-C is especially
challenging to achieve
across boundaries.
• Boundaries may require
adjustment—and certainly
require EQ.
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REFLECTION
RECAP AND REFLECTION

KEY TAKEAWAYS:
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Notes
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Notes
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Thrive

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51
Burn Bright is the natural, positive, aspirational OPPOSITE of burnout.
It’s an affirming shorthand for our present, focused, energetic, engaged

self (and teams).
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Elite performers in every field and discipline –
from athletes and musicians to scientists and
C-Suite leaders – understand that individual
and team peak performance and productivity
do not come from blindly pushing harder
and harder and working longer and longer.
Sustained individual, team, and organizational
excellence is built on a foundation of resilience
and energy – consistent, intentional practices
which create a virtuous cycle that recharges
one’s energy and then positions individuals
and teams to bring their “best selves” to every
endeavor, at work and at home.
“Resilience is about how you Recharge,

not how you endure.”
Achor, S., & Gielan, M. (2016, June 24). Resilience Is About How You Recharge, Not How You Endure. Harvard Business Review.
https://hbr.org/2016/06/resilience-is-about-how-you-recharge-not-how-you-endure
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A Burn Bright Basic: “Time Confetti”
Scattered throughout your day, from the moment you wake to the moment your head hits the
pillow at night, you have scraps and pieces of time, “Time Confetti”.
Pockets of free time (5 minutes here, 12 minutes there) that often, mindlessly, get filled with
checking email, texting, looking at our feeds, maybe even doomscrolling…
What if you brought some intention to some of this Time Confetti for Burn Bright impact…
Shulte, B. (2014). Overwhelmed: Work, Love, and Play When No One Has the Time (1st ed.). Sarah Crichton Books.
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5 Types of Recharge: Physical
PHYSICAL MENTAL INSPIRATIONAL EMOTIONAL SOCIAL
QUICK TIPS
• The Classic: Walk and Talk • Think “movement” vs. exercise
• Ask Yourself: Does this have to be on • Think “time confetti”

camera?
sleep hygiene
• Try to get even just 12-24 minutes more sleep nightly
• Create a COLD & DARK sleep space (Temperature 65-72 F; 18-22 C)
• Unplug from devices at least 15 minutes ahead
• Caffeine & alcohol are often sleep disruptors
• Use short naps (and call them “rechargers”)
• 12-20 minutes – set an alarm!
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5 Types of Recharge: Mental
Mindfulness is the basic

human ability to be fully
present, aware of where
we are and what we’re
doing, and not overly
reactive or overwhelmed
by what’s going on
around us.
What is midfulness? (2020, July 8). Mindful.
https://www.mindful.org/what-is-
mindfulness/
QUICK TIPS
• Breathe fully three times before joining a call/Zoom. Try to find small moments
throughout the workday where you come back to the present moment.
• Read twice and breathe before hitting send. Read an email twice before
responding. Write the email and don’t press send right away. Imagine how the
person receiving it will experience it when they open it. Breathe, then read it again
and decide if you want to send it or edit it.
• Try out other activities/ways to be meditative without meditation such as

coloring, puzzles, knitting, or embroidery.
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5 Types of Recharge: Inspirational
QUICK TIPS
• Progress in meaningful work triggers the sense of accomplishment and other

positive perceptions, emotions, and motivations that comprise splendid inner work
life.
• What matters is whether you perceive your work as contributing to something or

someone who matters (team, client, customer, public, yourself, family).
• To harness this powerful force, you must ensure that consistent forward
movement in meaningful work is a regular occurrence in employees’ daily work
lives, despite the inevitable setbacks that all nontrivial work entails.
Amabile, T., & Kramer, S. (2011). The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at
Work (1st ed.). Harvard Business Review Press.
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5 Types of Recharge: Emotional
• Think of a positive moment that happened to you in the last week or so.
• Recall what it felt like to go through that positive moment (physically, emotionally,
mentally).
• What are some details big and small?
• What are one or two reasons why this moment was meaningful to you?
• Think of one word to sum up the moment.
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5 Types of Recharge: Social
Burn Bright with...Gratitude
Gratitude has been

found to relate to greater
wellbeing, greater life
satisfaction, greater sense of
connectedness to others, and
greater physical health.
Emmons, R. A., & Mishra, A. (2011). Why gratitude enhances well-being: What we know, what we need to know. In K. M. Sheldon, T. B. Kashdan, & M.
F. Steger (Eds.), Designing positive psychology: Taking stock and moving forward (pp. 248–262). Oxford University Press. https://doi.org/10.1093/
acprof:oso/9780195373585.003.0016
Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens: An experimental investigation of gratitude and subjective well-
being in daily life. Journal of Personality and Social Psychology, 84(2), 377–389. https://doi.org/10.1037/0022-3514.84.2.377
QUICK TIPS
• Start a meeting by asking team members what went well in the past week.
• Thank people in all aspects of your life for their impact, however small: calendar it!
• Try a Gratitude Journal:

- 3 nights a week jot down 3 good things that happened to you that day and how
they made you feel.
• Reflect on the good things in your life that HAVEN’T changed; do the same at work/
during a meeting and invite others to do the same.
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BURN BRIGHT: Three Key Takeaways
Understand the Burn Bright edge: Energy, not time,

is renewable. Resilience as recharge is fundamental to
sustained performance for anyone in any field.
Think “Time Confetti”: Find 12 minutes twice a day (at

least) for basic Burn Bright behaviors that will recharge
and rekindle your energy.
Be Intentional: Peak-performing people and teams

make energy a priority. Build your “Virtuous Cycle” to
create a burnout firewall. Own YOUR energy and create
space/time for OTHERS to do the same.
An empty lantern provides no light. Self-care is the fuel

that allows your light to shine brightly.
-Unknown
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YOUR BURN BRIGHT BLUEPRINT
1. What gets in the way of my best, Burn Bright self showing up?
2. This is MY most common Inadvertent Vicious Cycle – the one I need to avoid to fend off my worst self and
avoid burnout.
Inadvertent Vicious Cycle: A few seemingly harmless habits that, when taken together, spiral you toward
burnout and away from your best self.
Example:
1. I don’t get enough sleep.
2. Then I don’t make it a priority to be with other people and end up rushing through a crummy lunch.
3. Then I have an even bigger afternoon energy dip.
4. Then I eat candy and consume caffeine to keep up my energy instead of moving.
5. Then I can’t get a good night’s sleep.
6. Repeat the cycle the next day.
3. What about the current context adds to/accelerates that vicious cycle?
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4. When I’m approaching burnout, what are some words that describe me?
5. When I’m “Burning Bright” THESE words describe me and my impact on others:
6. What is my cue to check my energy level during the day? How about a reminder to check in with my team?
7. Two favorite energizing songs I can keep handy for a quick recharge are
and
8. I’m changing an existing meeting to a “walk and talk”/scheduling a “walk and talk” with
on
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9. What is one thing I can actually do during the workday to GET MORE MOVEMENT in the next 2 days?
10. What is one thing I can actually do during the workweek to GET MORE REST?
11. How do you currently tap into and stay connected to your meaning/purpose?
12. How might you encourage your peers and colleagues to do the same?
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13. I’m putting gratitude time on my calendar to write notes of thanks to these 4 people over the next 2 weeks:
14. What are 3-4 Burn Bright behaviors for YOUR virtuous cycle?.
15. One thing I need to let go of is:
16. I want to give myself more permission to:
17. What are some things you can do if you only have four minutes to recharge (time confetti)?
18. What will you bring back to your team?
64
Notes
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Notes
66
Notes
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CCL - Americas
www.ccl.org
+1 800 780 1031 (U.S. or Canada)
+1 336 545 2810 (Worldwide)
info@ccl.org
CCL - Asia Pacific

www.ccl.org/apac
+65 6854 6000
ccl.apac@ccl.org
CCL - Europe, Middle East, Africa

www.ccl.org/emea
+32 (0) 2 679 09 10
ccl.emea@ccl.org

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Welcome to

Your Leadership Journey!

education by the Financial Times, CCL has offices in countries worldwide.

©2022 Center for Creative Leadership. All Rights Reserved. CVD010223

The Center for Creative Leadership (CCL)® is a top-ranked, global,

Our cutting-edge solutions are steeped in extensive research and our

Think of the most difficult person you

... are deeply ingrained assumptions,

What are some similarities and differences in

Which identities did you circle and underline?

What themes or patterns do you notice?

as a driver of our methods (of creating

Leadership that achieves

©2022 Center for Creative Leadership. All Rights Reserved. CVD010223

What does “influencing” mean to

Where would you like to have

What are the characteristics of a

Power based on formal Power based on formal

2. Reward – This results from one person’s ability to compensate

3. Coercive – This comes from the belief that a person can

4. Informational – This results from a person’s ability to control

Source: French and Raven

6. Referent – This is the result of a person’s perceived attractiveness,

You advocate by debate, You advocate by presenting a

You advocate by offering logic, You advocate by connecting,

You advocate through

©2022 Center for Creative Leadership. All Rights Reserved. CVD010223

“Doom Sayers” and “Ostriches” or

• Pessimism and anger can be Emotionally Intelligent • Problems not addressed.

• Leaders know how to regulate emotions

Emotions can be contagious

“ Life gives us negativity on its own. It is

Dedicated, bought in, but uncoordinated

Willing cooperation, but larger Coordinated, facing same way, but

• There is a lack of agreement on • Promises are made, but actions don’t

HAPPENING NOT HAPPENING

• There is a vision, a desired future,

• Everyone is clear about each • Things are in disarray;

• People give the extra effort

• Leading is a richly diverse

RECAP AND REFLECTION

©2022 Center for Creative Leadership. All Rights Reserved. CVD010223

It’s an affirming shorthand for our present, focused, energetic, engaged

“Resilience is about how you Recharge,

PHYSICAL MENTAL INSPIRATIONAL EMOTIONAL SOCIAL

• The Classic: Walk and Talk • Think “movement” vs. exercise

• Ask Yourself: Does this have to be on • Think “time confetti”

PHYSICAL MENTAL INSPIRATIONAL EMOTIONAL SOCIAL

Mindfulness is the basic

• Try out other activities/ways to be meditative without meditation such as

PHYSICAL MENTAL INSPIRATIONAL EMOTIONAL SOCIAL

• Progress in meaningful work triggers the sense of accomplishment and other

• What matters is whether you perceive your work as contributing to something or

PHYSICAL MENTAL INSPIRATIONAL EMOTIONAL SOCIAL

• What are some details big and small?

• Think of one word to sum up the moment.

PHYSICAL MENTAL INSPIRATIONAL EMOTIONAL SOCIAL

Burn Bright with...Gratitude

Gratitude has been