Leadership & Professional Learning 
The Lost ARC
Professional · Leadership · Certificate available
232 lessons 2.1h runtime 13 units 351 links between lessons Test yourself · 18 quizzes, a mid exam, and a final
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Begin with Unit 1: Why Some Leaders Make People More. It sets the foundation for everything that follows.
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Unit 1: Why Some Leaders Make People More 14 lessons, 1 lecture part
Lecture: Watch · 17:58
- 001 The Question
- 002 Not Temperament
- 003 Self-Determination Theory
- 004 Autonomy
- 005 Relatedness
- 006 Competence
- 007 Supported and Frustrated
- 008 Borrowed Parts
- 009 The Hierarchy as a Lens
- 010 Trust as Climate
- 011 Three Postures
- 012 Destructive Leadership
- 013 The JRC Leadership Triangle worked example
- 014 The Three Questions worked example
Unit 2: Subsistence and Security 22 lessons, 1 lecture part
Lecture: Watch · 25:54
- 026 Scarcity Taxes Bandwidth
- 027 Tunneling
- 028 Stress and the Thinking Brain
- 029 The Weight of Possible Loss
- 030 Subsistence
- 031 Capacity, Not Character
- 032 Evan
- 033 The Department in Survival Mode
- 034 What Cannot Work Here
- 035 Breathing Room
- 036 The Subsistence Diagnostic worked example
- 037 Subtract, Don't Add
- 051 Insecurity Without Loss
- 052 Uncertainty and Anxiety
- 053 Why Silence Hurts More Than Bad News
- 054 Psychological Safety
- 055 How Safety Is Built
- 056 Security and Identity
- 057 Maria
- 058 Director Chen
- 059 Know, Don't Know, Doing worked example
- 060 Clarity, Not Comfort
Unit 4: Belonging and Prestige 24 lessons, 1 lecture part
Lecture: Watch · 26:35
- 076 The Need to Belong
- 077 A Moving Average
- 078 Relationships and Survival
- 079 Perceived Isolation
- 080 Authentic Leadership
- 081 Sam
- 082 Multiply-Authored
- 083 Rebecca
- 084 Exclusion Hurts
- 085 The Threshold
- 086 Belonging Through Attention worked example
- 101 Dominance and Prestige
- 102 Why Groups Reward Prestige
- 103 The Local Ladder
- 104 Recognition Must Be Real
- 105 Demands and Resources
- 106 Affirmation, Not Vanity
- 107 Tara
- 108 Kind in Private, Invisible in Public
- 109 The Repair That Would Not Hold
- 110 Janelle: Who Should I Tell?
- 111 Hygiene and Motivation
- 112 Specific and Attributed worked example
- 113 Visibility Is a Debt
Unit 6: Flourishing and the Limits of Hierarchy 13 lessons, 1 lecture part
Lecture: Watch · 19:05
- 126 More Than the Absence of Illness
- 127 Seventeen Percent
- 128 Purpose and Mortality
- 129 PERMA
- 130 Five Domains
- 131 Meaningful Work
- 132 What Flourishing Produces
- 133 Aisha
- 134 Dr. Ramos
- 135 The Gardener
- 136 The Limits of the Hierarchy review
- 137 The Field Guide worked example
- 138 Matching the Intervention
Unit 7: Autonomy 18 lessons, 1 lecture part
Lecture: Watch · 21:03
- 151 The Roots of Identity
- 152 Not a Checklist
- 153 Autonomy Is Volition
- 154 Autonomous Within Instructions
- 155 Abandonment Is Not Autonomy
- 156 Autonomy Support Can Be Taught
- 157 Need Frustration
- 158 Authenticity
- 159 Autonomy at Work
- 160 Lena
- 161 Recognition Is Not a Turning Point
- 162 Robert's Three Categories
- 163 I Have To, I Choose To
- 164 The Reward of Choosing
- 165 The Four Levels of Autonomy Support worked example
- 166 Calibration
- 167 Michaela's Experiment
- 168 Do People Experience Choice? worked example
Unit 8: Relatedness and Competence 22 lessons, 1 lecture part
Lecture: Watch · 25:41
- 176 Relatedness
- 177 Safe Haven and Secure Base
- 178 Coworkers Matter
- 179 Marcus
- 180 Openings Revert
- 181 Familiarity Is Not Connection
- 182 Why Forced Team-Building Fails
- 183 How Leaders Model Connection
- 184 Do People Feel Connected? worked example
- 201 Competence
- 202 Mastery Experiences
- 203 Four Sources of Self-Efficacy
- 204 Competence Frustrated
- 205 Diego
- 206 The Next Six Months
- 207 The Zone of Proximal Development
- 208 Calibrating the Stretch
- 209 Feedback That Builds
- 210 The ARC Complete
- 211 When One Need Is Missing
- 212 Interdependence review
- 213 The Reconciliation Team
Unit 10: Trust 12 lessons, 1 lecture part
Lecture: Watch · 15:51
- 226 The Climate
- 227 Willingness to Be Vulnerable
- 228 Ability, Benevolence, Integrity
- 229 Trust and Team Performance
- 230 Trust and the Brain
- 231 Two Kinds of Trust
- 232 Nora and Mr. Halden
- 233 Director Okonkwo
- 234 The Trust Account
- 235 Built Slowly, Lost Fast
- 236 Can I Be Real With You?
- 237 When Good Leadership Is Not Enough
Unit 11: Distrust and Repair 20 lessons, 1 lecture part
Lecture: Watch · 26:39
- 251 Distrust Is Not the Absence of Trust
- 252 Trust and Distrust Coexist
- 253 The Distrust Filter
- 254 Integrity Versus Competence Violations
- 255 Bad Is Stronger Than Good
- 256 Andre and Ms. Collins
- 257 Integrity Under Pressure
- 258 Quiet Violations
- 259 Distrust Spreads
- 260 The Repair That Failed
- 261 Matching Repair to the Violation
- 262 Repair Early
- 263 Repair Is a Process
- 264 The Five-Step Repair Process worked example
- 265 The Non-Apology
- 266 Director Paxton
- 267 When the Leader Is the Violator
- 268 Three Phases of Recovery worked example
- 269 Director Okwu review
- 270 Do People Feel Safe? worked example
Unit 12: Culture 14 lessons, 1 lecture part
Lecture: Watch · 17:38
- 276 Culture Is Learned
- 277 Three Levels
- 278 The Gap
- 279 Culture and Performance
- 280 How Leaders Embed Culture
- 281 The Posters and the Silence
- 282 What Happens to People Like Me?
- 283 Reward, Tolerate, Model, Ignore
- 284 Culture Selects
- 285 Why Culture Change Fails
- 286 Behavioral Targeting worked example
- 287 Reinforce, Don't Enforce
- 288 Changing a Culture of Blame
- 289 When You Leave the Room worked example
Unit 13: The Activator and the Inhibitor 23 lessons, 1 lecture part
Lecture: Watch · 26:28
- 301 Environmental Architects
- 302 From Personality to Practice
- 303 Daniel
- 304 A Practice, Not a Conversion
- 305 When Activation Works
- 306 When Not to Activate
- 307 Keisha
- 308 Support Without Takeover
- 309 The Mutual Benefit Test
- 310 What Great Activators Share
- 311 The Development Mindset
- 312 The Developmental Assignment Matrix worked example
- 313 The Stretch Band
- 314 The Growth Edge
- 315 The Delegation Zone
- 316 Greg and Natasha
- 317 Are You Using the Right Tool? worked example
- 326 Protective Restraint
- 327 Protection or Control?
- 328 Jordan and Ms. Patel
- 329 Temporary, Targeted, Transparent
- 330 Unhealthy Inhibition
- 331 Does It Strengthen the ARC? worked example
Unit 15: Active Listening 12 lessons, 1 lecture part
Lecture: Watch · 18:24
- 351 Listening Changes the Speaker
- 352 The Diagnostic Tool
- 353 Suspending Your Agenda
- 354 Patience With Silence
- 355 Elena and Mr. Lawson
- 356 A Posture, Not a Conversation review
- 357 Listening to Behaviour
- 358 When Leaders Fail to Listen
- 359 Attention, Not Technique
- 360 Anthony and Ms. Guerrero
- 361 Self-Generated Insight
- 362 The ARC Beyond the Workplace
Unit 16: Followership, Collapse, and Who You Become 22 lessons, 1 lecture part
Lecture: Watch · 29:13
- 376 When the System Overrides
- 377 Realism, Not Despair
- 378 Followership Theory
- 379 Passive and Exemplary Followers
- 380 Shared Leadership
- 381 Director Hayes
- 382 When the Leader Leaves the Room review
- 383 Achievements as Cultural Artifacts
- 401 Psychological Before Operational
- 402 The Micromanager
- 403 The Ghost Leader
- 404 The Credit Thief
- 405 The Saboteur
- 406 The Tyrant
- 407 The Roots of Collapse
- 408 Unexamined, Not Incompetent
- 409 What the Integration Claims
- 410 Three Domains, One System review
- 411 Aligned and Misaligned
- 412 A Hand-Off, Not a Ripple
- 413 The Measure
- 414 Who Am I Becoming? worked example
Unit 18: Capstone: Applying the ARC 16 lessons, 1 lecture part
Lecture: Watch · 25:43
- 426 The Three Questions Revisited worked example
- 427 Where Is This Person?
- 428 Which Need?
- 429 What Is the Climate?
- 430 Activate, Inhibit, or Listen? worked example
- 431 The Department That Rose
- 432 Ninety Days
- 433 Reading Osei Through the ARC review
- 434 The Leader Who Rebuilt
- 435 No Forced Disclosure
- 436 Mistake Debriefs
- 437 Tell Me More
- 438 The ARC Is Structural
- 439 The Organizational ARC Diagnostic worked example
- 440 Ms. Nakamura's Redesign review
- 441 Going to the Sources
Who this subject is for
- Supervisors and team leads
- Managers stepping into leadership
- HR and people professionals
- Anyone who leads people or works on a team
Why The Lost ARC matters
Autonomy, relatedness and competence are the conditions under which people grow at work. It applies to:
- Leading teams
- Building and repairing trust
- Organizational culture
- Active listening
- Followership
Time to complete
- of lessons (232, measured)
- 2.1 h
- of lectures (13)
- 4.9 h
- learning hours on the certificate, with quizzes and the final
- 12.5 h
Times are measured from the recordings and the exam time limits. Go at your own pace; nothing expires.
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