Transcript Slide 1

The Leadership Challenge:
Building Capability in
Organisations
“If your actions inspire others to dream more,
learn more, do more and become more, you
are a leader.”
John Quincy Adams (1767 – 1948)
Disclaimer
Learner leader!
Supervision by a
licensed leader.
Scan constantly for
unexpected hazards.
Lack confidence to
overtake or merge with
other leaders.
Can’t lead while under
the influence of alcohol.
People travelling with
me are always relieved
to arrive safely!
L
Getting Started
• What might leadership look like?
• Thinking of a leader
• Leadership characteristics
Characteristics of Admired
Leaders
1.
2.
3.
4.
5.
Honest
Forward-looking
Inspiring
Competent
Intelligent
Martin Luther King Jnr
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Dame Whina Cooper
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Leadership
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Leadership
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A Different Definition of
Leadership
“The capacity of a human community to
shape its future, and specifically to sustain
the significant processes of change
required to do so.”
Senge, Kleiner, Roberts, Ross, Roth & Smith (1999) p. 16
Leadership in Mumbai
“Taj Mahal hotel staff displayed leadership and great
courage”, Rhys Blakely, Sunday Star Times, 30/11/08
Quick Exercise
If something as catastrophic as Mumbai 2008
happened in your organisation, do you think:
1. You’d be prepared to lead? - rate your
readiness on a scale of 1 (low) to 10 (high)
2. That enough people in your organisation
would be prepared to lead? – rate from 1
(low) to 10 (high)
Hero-Leader v. Leaderful
Focus on:
o Leadership positions at
senior level
o Top down approaches
o Leadership characteristics
& personalities
o Controlling power
o Processes & systems
o Skills through training
o Generating compliance
o Leaders are responsible
 Leadership capability
throughout organisation
 Collaborative approaches
 Leadership activities &
behaviours
 Distributing power
 Mindsets & values
 Learning culture
 Generating commitment
 We are all responsible
Organisations are products of
the way people in them think and
interact...
To change organisations for the
better you must give people the
opportunity to change the way
they think and interact.
Senge et al. 1999
5 Practices of Exemplary Leadership
Model the way
Clarify values: find your voice, affirm shared ideals
Set the example by aligning actions & shared values
Inspire a shared
vision
Envision the future: imagine exciting possibilities
Enlist others: appeal to shared aspirations
Challenge the
process
Search for opportunities: seize the initiative, look
outward for innovative ways to improve
Experiment & take risks: constantly generate small wins
& learn from experience
Enable others to
act
Foster collaboration: build trust & facilitate relationships
Strengthen others: increase their self-determination &
competence
Encourage the
heart
Recognise contributions: show appreciation for individual
excellence
Celebrate values & victories: create a spirit of community
Kouzes, J.M., & Posner, B.Z. (2007) The Leadership Challenge
Leadership as Partnership
Exchange of purpose
•Every employee at every level is responsible for
defining vision & values, the leader helps articulate a
widely accepted vision.
A right to say no
•A person can lose an argument but never a voice.
Joint accountability
•Each person is responsible for outcomes & the
current situation.
Absolute honesty
•When power is distributed, people are more likely to
tell the truth because they feel less vulnerable.
DuBrin, A.J. (2007) Leadership: Research, findings, practice, and skills.
3 Types of Leaders
1. Local line leaders : accountable for results
at the “coal-face” and test the practical
implications of new ideas
2. Internal networkers/community builders:
carry new ideas, support and stories through
informal networks to build commitment
3. Executive leaders: enable an environment
focussed on ongoing innovation and knowledge
generation
Senge et al. 1999
“In times of change, learners
inherit the Earth, while the
learned find themselves
beautifully equipped to deal
with a world that no longer
exists.” Eric Hoffer (1902 – 1983)
Learning Organisations
Build trust & organisational self-awareness
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New governing ideas & management methods
Learning rather training and teaching
Experiments and small wins
On-the-job training, simulations, post-activity
reviews, asking questions, talking about
problems openly & without penalty
• Team interaction & communication is key
Creating Uplift
“Leaders are more powerful role
models when they learn than
when they teach.”
Rosabeth Moss Kantor
Friedman’s Total Leadership …
“Leadership in
business isn’t just
about business. It’s
about life”
Friedman, S.D. (2008). Total
Leadership. Boston: Harvard
Business Press.
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Four domains - four-way wins
community
work
self
home
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Leadership:
redefining work & life
• Act with authenticity: clarify what’s
important; take the four-way view
• Act with integrity: respect the whole
person; talk to stakeholders
• Act with creativity: design experiments;
bring others along with you
• Reflect and grow
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Experimenting
Tracking & reflecting
Appreciating & caring
Focusing & concentrating
Revealing & engaging
Delegating & developing
Time-shifting & re-placing
Self-awareness
Fun & building trust
Being present
Sharing & listening
Working smarter
Flexibility & efficiency
• Result metrics
• Action metrics
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Communicating to Lead
“ No one, not even the CEO, owns the entire
truth, because no one can be in all places
at all times”.
“Our very lives succeed or fail gradually,
then suddenly, one conversation at a
time”.
Scott, S. (2002). Fierce conversations:
Achieving success at work and in life, one conversation at a time.
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Susan Scott’s advice
!
“Life is curly. Don’t try to straighten it out”
!
“No plan survives its collision with reality”
!
“If you know something must change,
then know that it is you who must
change it”
“The answers are in the room”
• Master the courage to interrogate reality
• Real thinking only occurs when everyone
is engaged in exploring differing
viewpoints
• Are my truths in the way?
• Don’t defend your ideas – ask questions
• Allow for multiple realities - remove “buts”
use “and” ....
Starters for 10...
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Do we understand our purpose?
Use “we” for inclusion; “I” for ownership
Get reality on the table for discussion
Confess preconceptions & assumptions
“ground truth” v official truth
Ask the right questions
Story-telling can be powerful
Things to try...
 Start with yourself – keep a leadership journal
 Involve your teams – check for shared values
 A revolving chair for meetings, practice
interrogating reality in a safe environment
 Bring your whole self to work and encourage
your teams to do the same
 Prompt your staff to call problem-sharing forums
 KPI related to a team learning culture
Exemplary leadership requires authenticity
and daily acts of personal courage
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Questions?
Thank you!
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