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Welcome to the course, Purpose Driven Connected Leadership.

In this short video, I'd like to first introduce myself.

I'm Peter Boyd.

I'm a lecturer at the Yale School of the Environment, resident fellow at the Yale Center for Business and the Environment, lecturer in the practice of management at the Yale School of Management, and founder and CEO of my own company, Time for Good.

In addition to the Yale affiliation, I've enjoyed a cross-sector, non-linear career so far.

with experience across the private sector, starting at McKinsey after graduating Oxford with a degree in Philosophy, Politics and Economics, followed by 10 jobs in 12 years at The Virgin Group, founded by Sir Richard Branson.

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Truly actively listen.

We are ready for an essential tool to connect ourselves with our team.

and those around us, the ability to give and receive good quality feedback.

We could, of course, devote an entire course or several to this topic alone, but for our purposes, I'll present one of my favorite and slightly tweaked models for giving and receiving feedback, which focuses on four steps, situation, behavior, impact, forecast.

This is based on the model, the SBI model, the first three, by the Center for Creative Leadership in the UK.

I also really want to recommend David Bradford and Carol Robbins' book, Connect.

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Hilton, for the stay.

As we identify the different points of leverage in our system, our priorities, we can use them to map out the third P, potential.

For this exercise, we'll refer back to the iceberg model we just discussed.

Here, we're going to be creating two icebergs, or the second iceberg, one for the system's current reality and one for our desired reality, then create a bridge in between to hopefully start to turn one into the other.

In the first iceberg, we have the system's current reality, how it functions right now.

At the top, the observable events, the patterns and trends, the structure and levels of rules and relationships down to the underlying beliefs the furthest from view to the surface.

Now, let's take a look at your desired reality.

Terms and conditions apply.

So you're hopefully starting to get excited about how and why your system works the way it does and how it might change.

Over a few worksheets, you've outlined the current state of the system and have a clear picture of what you'd like to see happen in the future and the levers to get there.

Now that you know what you're going to do, how will you track your progress, our fourth P? How will you keep yourself and others on track and accountable to your goals? One way to map out systems level progress is to track how our levels of concern, influence, and control change over time.

In this diagram, from our friends at the Waters Institute again, we have our current state and our goal, which creates a gap.

If we use strategies that fit our circles of concern, influence, and control, we can hopefully change the current state of the system.

Now that we have a new gap and our circles change, so we might change our strategies and so on, over and over until we filled the gap between our current state and our goal.

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So in this segment, we'll take a look at emerging regulatory guidance and artificial intelligence machine learning methods.

This is an area that's under development.

This is all in the space of early drafts, early versions of these documents.

Our regulators are grappling with two conflicting objectives.

On the one hand, we have this exciting new technology that has a huge amount of promise in solving many problems and could be harnessed to hugely benefit many patients around the world.

On the other hand, we have technology we don't really understand.

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So I will be now definitely working on the clean energy aspect of things.

Great.

And the exciting other link is you're also a teaching fellow on this very course.

So it's good to be behind the behind the scene,

behind the scenes and in front of camera and in

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As we end Module 1 and dive into the content, let's explore a simple but powerful framework I developed called Connected Leadership.

The Connected Leadership Framework is a useful tool to help you gain clarity and make decisions with confidence.

You can rely on it as you navigate all kinds of life decisions.

But let's relate it to your career for now.

I love physical analogies as they help us internalize and remember.

You could think of connected leadership as a rope made of four fibers.

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Welcome to module three.

In this module, we'll build on the work you did previously to articulate your why, your purpose, and connect your purpose to your priorities.

As you navigate the hunt, it is essential to know how your job and career aligns with the priorities of your whole life, and also to clearly articulate your priorities of the hunt itself.

Having connected to your sense of purpose in this module, you'll identify and clarify your priorities in life and on the hunt.

Understand why these are your priorities.

Create two triangles, a tool I mentioned in Module 1, that guide you to clearly organize your priorities and your stories.

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Prepare the beginning of the year with Welch's Fruit Collations.

In an increasingly full world of AI and automation where you might be getting your AI bot to brush up your application and the HR department is getting their AI bot to see if your AI bot has got a decent enough application for them, this course breaks through that or at least harnesses that and gets you to the human to human connections.

I'm a fundamental believer that all our good purpose-driven jobs, that career building with purpose, that job searching with purpose comes when we get those human to human connections.

Hi, I'm Peter Boyd.

I'm lecturer at the Yale School of the Environment, resident fellow at the Yale Center for Business and the Environment, and founder and CEO of my own company, Time for Good.

The name of my new course is The Hunt, job searching and career building with purpose.

I created The Hunt as a course building off my core course on Coursera connected leadership, where I am so passionate that leaders can be better no matter where they are on life's journey and where they are in the world.

Yeah.

This is something that I actually discussed with my partner who's in the commercial architecture space.

And he considers himself a generalist as well.

But he's a generalist in terms of that particular profession space of architecture.

And so I was able to, through that whole process of the real high-level concept design right through to the detailed side of things, but within that very defined box of architecture.

Whereas, and so I think that that is the generalist specialist, you're a generalist in the specialization side of things versus the specialist generalist, that you're a specialist in your space because you've got a generalist understanding of the context and everything that feeds into that and influences that.

And so, And that's very much where I think community development in particular, and I think I need to make a distinction here between community development and community engagement, because community engagement is very process driven.

And so what is next for you? What is that next challenge that you're looking at? And when you said, hey, Julie, do you have anybody in government, you know, local generalists and local government? What is it that you'd be looking for them to either explore with you or give advice on? Like, what's next for Peter?