Transcript Document

LEADERSHIP
HOW TO GET RESULTS
THROUGH
INSPIRING LEADERSHIP
TIM CUMMING
MD: Scatterlinks
Outline
1. Leadership essentials (what it is, how it works)
2. Leadership processes (what one does)
3. Building leadership competencies (tips for improvement)
What is Leadership?
What is Leadership?
A Google search for the ‘Essentials of leadership’
returns ± 23 m pages.
The ‘Secrets of leadership’
returned > 34 m pages
(some secret!)
Leadership essentials
Leadership is NOT:
- management
- about getting people to do things
- about decision-making & authority
Leadership IS :
- about getting people to want to do things
- about shaping Beliefs, Desires and Priorities
- the primary means by which the world is changed
It’s about achieving influence;
not about securing compliance
Leadership Psychology
Traditional vs New views
Traditional views:
Mostly about relevant phenomena at the individual level
e.g.: personal traits and qualities - i.e.: an “I” thing
Contemporary views:
How leaders and followers come to see each other as part of a
common team or group - the same “in-group”
e.g.: the causes of “togetherness” - i.e.: a “We” thing
Ref: “New Psychology of Leadership” – Haslam, Reicher and Platow
4 tenets of the “new psychology”
1. Leaders must be seen as “one of us”
2. Leaders must be seen to “do it for us”
3. Leaders must craft a “sense of us”
4. Leaders must “make us matter”
Leadership Processes
Leadership processes
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Countless models and methods
Most models can be contained in the following simple
process:
Envision
Relate
Deliver
(ER/DR)
Reflect
Step 1 - Envision
Envision
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What sort of future do you envision
– for you?
– for your company?
What are you‘on about’?
What do you care about?
What do you want to lead for?
What would success look like? (vs. achievement)
What is your ‘Why’?
Simon Sinek’s “Golden Circle”
The importance of “Why”
Envisioning
Sinek’s
Golden Circle
Perceived and felt
Why
Human
Brain
How
What
Neo-cortex
(rational)
Limbic
(emotional)
Readily observed
Ref: ‘Start with Why’ – Simon Sinek 2010
Step 2 - Relate
Relate
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Leaders don’t “do” – they create the environment for
others to “do”
This can only be done through the enrollment of
others
Engagement is the basis for developing that
enrollment
Levels of engagement – committed/enrolled vs.
willingly/begrudgingly compliant
The “Relationship to Results” Pyramid
‘Relationship to Results’ pyramid
Results
You need
relationships
Big enough
to get the
job done
Actions
Leadership is about
what you’re like and how
you come across
– not what techniques
you’ve got to bring to the
party or processes you want
to install
Opportunities, Priorities
Possibilities, Ideas
Relationships
Ref: Radcliffe 2010
Commonly
observed
size
Desired
size
Step 3 - Deliver
Deliver
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To excel in‘Deliver you must first have done a great job in
‘Envision’ and ‘Relate’
Deliver through others – Leader mode vs. Manager/Operator
mode
It’s not “What shall I do” but “Who do I want/need to engage
and what is the Request I need to make of them”
You have to mean it!
Develop others so you can deliver more later
The Leader’s Conversations for Delivery:
1. Make Big Requests
2. Maximise Probability of Delivery
3. Delivery is Acknowledged
4. Non-delivery is Addressed
5. The Wrap-up
Adapted from Radcliffe 2010
Step 3 - Deliver
Action follows Vision
Vision without Action is merely a dream.
Action without Vision is merely passing time.
Vision with Action can change the world
Nelson Mandela
Step 4- Reflect
Reflect
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Need to make space in one’s calendar for Review and Reflection
Both at the personal level and the team level
Review relevant data
- What patterns are emerging?
- What might they tell you?
- What were the triggers or inflection points?
- What can you (or the team) do better tomorrow / in future?
- What needs to change?
- “What’s wanting to happen?”
- Have you honestly sought to uncover your‘blindspots’?
Building Leadership Competencies
Key Leadership Aspects
There are many desirable/necessary leadership traits
but:
One key essential competency -
Awareness
of Self & Others
and
Two key focal points –
Purpose & Relationships
(with‘others’– as well as with‘self’and‘work’)
Being the Best you can Be
Fears
Doubts
Uncertainties
Limiting
beliefs
What you care about
What you value
What’s important
What you want
to see
Develop a clear understanding about what pulls you forward
- and what pulls you back
Work on those factors!
Be mindful of the 4 energies
Results
Actions
Opportunities, Priorities
Possibilities, Ideas
Relationships
Note: ‘Spirit’energy is about vitality, about‘being alive. It’s linked to people’s
passions and the sense of possibility. It’s not about‘spiritual’energy.
Ref: Radcliffe 2010
4 ways to boost leadership growth
1. Be clear about “what you’re up to”
2. Know - and then extend beyond - your limits
3. Practice leadership in real life – consciously
4. Build your own personal Support Team
Ref: Radcliffe 2010
Last thought:
Good leaders versus Bad Leaders - either might be leading
for ‘Good Causes’ or
for ‘Bad Causes’
The difference between Good and Bad
makes all the difference in the world