Transcript Slide 1
Charity Talk - Successful Leadership
Camila Batmanghelidjh,
Chief Executive, Kids Company
Ruth Lesirge,
Cass Centre for Charity Effectiveness
Chair: Professor Ian Bruce
The Question….
How can we make the most of learning from our
exceptional leaders?
Ruth Lesirge, December 2008
Leading Kids Company
Integrative approach
‘emotional vocational leadership’
spiritually driven
No compromises re ethics and principles
Total focus is on the children
Ruth Lesirge, December 2008
Leading Kids Company
Resulting characteristics of the organisation:
Motivated and committed workforce
High initial investment in staff training & quality provision
Fluid organisational structure
Holistic approach – to physical, intellectual, emotional needs
Working from practice to create theoretical understandings
Ruth Lesirge, December 2008
A Definition of leadership
“Consistently achieving results beyond expectations by creating a
climate in which others can shine” *
Applies to leadership in an organisation
Applies to leader at any level within an organisation
Assumes leader’s motives are honourable (excludes tyrannical leaders)
‘ Expectations’ – of team members, the organisation, stakeholders
‘Others’ primarily team members, also colleagues,external partners etc
‘ Creating a climate…’ ref. Complete Leadership, S. Bloch & P.
Whiteley)
*www.knowhownonprofit.org
Ruth Lesirge, December 2008
A Definition of leadership
“Consistently achieving results beyond expectations by creating a
climate in which others can shine” *
Key actions required to make this happen:
Build trust
Demonstrate courage
Challenge
Provide focus
Communicate effectively
*www.knowhownonprofit.org
Ruth Lesirge, December 2008
Thinking about learning from Camila’s
leadership …
Theoretical models of leadership are helpful in encapsulating aspects of
skills, knowledge and behaviours.
Each model offers only a partial view – as through one turn of the
kaleidoscope.
Useful to inform thinking about and learning from Camila’s leadership
style
Come on the journey with me as far as I have got……
Ruth Lesirge, December 2008
PETER DRUCKER:
What makes an effective executive?
Regardless of their style, effective executives…..
Ask “what needs to be done?”
Ask “what is right for the enterprise?”
Develop action plans
Take responsibility for decisions
Take responsibility for communicating
Focus on opportunities rather than problems
Run productive meetings
Say and think “we” rather than “I”
Ruth Lesirge, December 2008
JAMES KOUZES & BARRY POSNER :
Exemplary Leadership
5 practices:
1
MODEL the way
2
INSPIRE a shared vision
3
CHALLENGE the process
4
ENABLE others to act
5
ENCOURAGE the heart
Ruth Lesirge, December 2008
WARREN BENNIS :
Four leadership competencies
1
Management of attention – does not waste time
2
Management of meaning – makes things intelligible and tangible
3
Management of trust – people know what the leader believes and stands for
4
Management of self – knows own skills (& weaknesses); deploys them
effectively
Ruth Lesirge, December 2008
JOHN ADAIR :
action centred leadership
Achieve the
task
Develop
the
Individual
Motivate the
team
Ruth Lesirge, December 2008
R. GOFFEE & G. JONES:
4 qualities of inspirational leaders
1. Selectively show their weaknesses
2. Rely on intuition re appropriate timing and course of actions (aided
by ability to collect & interpret soft data)
3. Manage staff with tough empathy; care intensely about the work
staff do
4. Reveal their difference and capitalise on it
NB. What is special is ability to capture ‘hearts and minds’, not just
grow the business
Ruth Lesirge, December 2008
The 4 Quadrant model of leadership
Charismatic
Enabler
More
codified
controls
Less
codified
controls
Systematic
Enabler
Ruth Lesirge, December 2008
The 4 Quadrant model of leadership
The model suggests:
The more charismatic the leadership style, the less
codified controls are likely to be
Autonomy for key people in the organisation
A high level of delegation to the CE by the Board
Ruth Lesirge, December 2008
Learning from exceptional leaders
There are endless variations of how people lead
There are skills, knowledge and behaviours that leaders can learn
and/or improve
It is essential to ‘live’ the core values
Emotional intelligence is an important attribute
Ruth Lesirge December 2008
So what….?
Our ambition should be to :
Recognise their gifts
Celebrate their achievements
Be generous about their shortcomings
Not to copy but to learn from their work
Work out how to craft a personal leadership style which has
personal authenticity
Ruth Lesirge, December 2008