Leading with love / armoured vs. daring
“In this society, there is no powerful discourse on love emerging either from politically progressive radicals or from the left. The absence of a sustained focus on love in progressive circles arises from a collective failure to acknowledge the needs of the spirit and an overdetermined emphasis on material conditions. Without love, our efforts to liberate ourselves and our world community from oppression and exploitation are doomed.”
bell hooks, Love as the Practice of Freedom
Description: This is a two-part session that grounds participants in what it means to lead from a place of love and wholeheartedness.
Part 1, Leading with love offers some grounding in the concept of love and invites participants to reflect on love in relationship to their leadership and the way their organizations lead. It engages participants through frameworks offered from scholars such as bell hooks.
Part 2, Armored vs. Daring Leadership explores leadership behaviors through concepts borrowed from Brene Brown’s work, Dare to Lead. It examines leadership behaviors that are practiced across the spectrum of Armored and Daring leadership behaviors. The session helps participants understand how our environment impacts our behaviors and choices as leaders through the lens of internalized oppression and engages participants through reflection on how to identify their own leadership behaviors across the spectrum. Participants are invited to develop practices that shift armored behaviors towards daring ones through the lens offered in part 1, Leading with love.
Purpose: To ground participants in what it means to lead from a place of love, to recognize armored leadership behaviors and shift to more daring leadership behaviors as women of color leaders.
Outcomes:
Participants understand what a love ethic is
Participants understand what gets in the way of leading with love and what they and their organizations need to lead with love
Participants are grounded in concepts of armored and daring leadership behaviors.
Participants begin to recognize armored v daring leadership behaviors in themselves.
Participants begin to develop practices to help shift armored behaviors to daring behaviors.
Process: 165 minutes over 2 parts
