Heifetz DEPLOYING YOURSELF AS A SYSTEM + personal dimensions (from Leadership on the Line + Practice of Adaptive Leadership). CORE INSIGHT: leaders are themselves systems - bringing their psychology + body + history + identity + loyalties + tunings into the leadership work; understanding + managing yourself is integral to adaptive leadership. KEY PERSONAL DIMENSIONS: (1) IDENTIFYING YOUR LOYALTIES - understanding obligations + commitments + relationships that shape your perceptions + decisions + bias + blind spots; family + tribe + profession + organization + cause + history; (2) KNOWING YOUR TUNING - recognizing patterns of disproportionate reaction + emotional triggers + somatic responses + transference; what activates you that should not + what makes you withdraw or attack or freeze; (3) UNDERSTANDING YOUR DEFAULT BEHAVIORS - under pressure people regress to deeply-ingrained automatic responses; knowing your defaults enables interruption + choice; (4) EXPANDING YOUR BANDWIDTH for chaos + conflict + confusion + ambiguity + uncertainty + grief + distress + criticism + isolation; the bandwidth is the leader's capacity to tolerate the heat without breaking + becoming dysfunctional; (5) DISTINGUISHING SELF FROM ROLE - separating personal identity + worth + emotions from professional role; attacks on your role are not attacks on your self; this distinction protects against personalization + over-identification + survival impossible without it; (6) BUILDING PERSONAL RESILIENCE - physical + emotional + mental + spiritual health; sleep + exercise + nutrition + relationships + meditation + nature + faith + meaning; resilience is the leader's foundation for leading adaptive change; (7) FINDING ANCHORS - sources of stability + perspective + identity that hold you steady when the system shakes; relationships + practices + values + history + faith + spirituality + family; (8) FINDING ALLIES - others within the system who share your commitment + can be partners + support + co-leaders; allies are different from confidants; (9) FINDING CONFIDANTS - trusted relationships OUTSIDE the system + role + organization for honest feedback + reflection + sanctuary + perspective; confidants understand the work + bear witness + tell you the truth + provide refuge; (10) MANAGING HUNGERS - awareness of personal hungers (POWER + AFFIRMATION + INTIMACY + COMPETENCE) that, unattended, distort judgment + lead to traps including affairs + ethical violations + abuse of power + over-extension. PERSONAL DIMENSIONS ARE CENTRAL to adaptive leadership - leaders cannot lead what they cannot personally bear; the personal work is the leadership work.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.