Leadership Excellence Roundtable Event Leadership Roundtable handouts.… · Values Exercise 10...
Transcript of Leadership Excellence Roundtable Event Leadership Roundtable handouts.… · Values Exercise 10...
Leadership Excellence – Roundtable Event
Two-Day Enterprise
Workshop
• An Interactive working
session coupled with
outstanding speakers
• Creating compelling
visions that can inspire
a generation
•Examining innovative
enterprise models and
approaches
•Discussing
transformational
strategies for growth
• Creating a guiding
coalition for change
Live Case Study
Day
Visit and meet two
contrasting yet
successful social
enterprises
See success in action
Explore and share
new ideas with leaders
who have a track
record of success
Work together in a
facilitated session to
resolve current
challenges
One-Day
Roundtable
Leadership
Excellence
Authentic debate and
consideration about
leadership excellence
Inspiring social
enterprise leaders
share their insights
Self- discovery work
sessions that will
support the coaching
session
Understanding of
different leadership
styles, traits and
behaviours
Peer-to-Peer
Learning Event
•Discuss real life issues
and develop a wide
reaching network of
peers
•Explore a range of
peer-to-peer learning
and networking
opportunities
•Work together to
tackle larger issues and
change bigger agendas
•Create on-line
networks and groups
that exist beyond the
programme
On-line Templates and Toolkits, Personal Development Planning and One-to-One Coaching
Overview of the Programme
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What is the most pertinent leadership lesson to come out of the programme so far for you?
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Structure for the Day
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Modern Leaders
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Talent Developer
Change Facilitator
Visionary Crusader
Enterprise Organiser
Expert Negotiator
Ideas Generator
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What is emotional intelligence?
Psychologist Daniel Goleman describes EI as "abilities such as being able to motivate oneself and persist in
the face of frustrations; to control impulse and delay gratification; to regulate one's moods and keep
distress from swamping the ability to think; to empathise and to hope.“
He also uses another interesting term to describe EI, "character.“
Goleman's definition seems to be an all-encompassing view that covers traits, values, personality,
motivation, and character. In fact, he almost defines it as everything that is not "IQ."
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Self Awareness
Who are we
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Why look at self?
Who I am as a leader?
What shapes & limits?
What shapes & limits?
What shapes & limits?
observable
invisible
Results; what I achieve
Actions & behaviours;
What we say/don‟t say
Do/don‟t do
Decisions made, assumptions,
fears & concerns, feelings, values,
hopes & dreams
Beliefs
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Who are we?
Outside influences
Value and
Beliefs
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How do you view the world?
9
What are your values, beliefs and assumptions?
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Values Exercise
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First, read the list of values below and place a tick against all the ones that are important to
you personally – they can be values which relate to your working life or you can consider
them as ones important to you in your wider life.
Second, re-read all the values you have ticked and decide your „top 10.‟ Finally eliminate 4
from your top 10 leaving you with the 6 values that are most important to you.
Achievement
Advancement and
Promotion
Adventure
Affection
Arts
Authority
Change and variety
Close Relationships
Community
Competence
Competition
Co-operation
Nationality
Creativity
Decisiveness
Ecological issues
Economic security
Effectiveness
Efficiency
Ethical practice
Excellence
Excitement
Expertise
Fame
Fast living
Fast paced work
Friendships
Growth
Family life
Helping other
people
Helping society
Honesty
Independence
Influencing others
Inner harmony
Integrity
Intellectual status
Involvement
Job security
Knowledge
Leadership
Learning
Location
Love
Loyalty
Market position
Meaningful work
Merit
Money
Nature
Order
Stability
Full use of potential
Tough problems
Financial gain
Physical challenge
Pleasure
Power and Privacy
Public service
Purity
Quality of work
Quality relationships
Recognition
Respect
Religious belief
Reputation
Responsibility
Security
Self respect
Serenity
Sophistication
Stability
Status
Supervising others
Time freedom
Truth
Wealth
Wisdom
Work hard
Work with others
Working alone
Write each of the values on a slip of paper, now you are ready to trade.
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Impact on you as a leader
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• What strengths do these core values give you as a leader – how do you use them?
• What does this mean for you in terms of an Achilles heel? What are your blind spots? And
how does this impact you as a leader?
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Disclosure – important for trust
• Inspiring leaders seek feedback and use disclosure to build bond of trusts with
people.
• Working with pairs/ threes ask:
• What did you first think of me?
• Has that impression changed as you have got to know me?
• Share something that will give a deeper insight in to who you really are.
• How easy/hard did you find that exercise?
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Social Awareness
Group Cultures and Social Norms
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Group Cultures - Social Awareness
• Quadrant 2 is all about recognition of others
• Describe all of the important people and groups that you are involved with as a leader (i.e. your
stakeholders) ?
• A key stakeholder could be a member of more than one group (i.e. team member and union rep
/ community spokesperson and a service user)
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How Group Cultures Evolve - Johnson‟s Cultural Web
Stories and
Myths
Symbols
Power
structures
Control
systems
Rituals and
routines
The Paradigm
Stories and
Myths
Stories and
Myths
Symbols Symbols
Power
structures
Power
structures
Control
systems
Control
systems
Rituals and
routines
Rituals and
routines
The Paradigm The Paradigm
Group Culture: Whatever the paradigm,
we find ways to support this in what we
see and what we hear.
Blame Culture Openness
Culture
Accusation Opinion
Threat Encouragement
“You didn’t do that so
well”
“I really hope you can
do better next time”
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Group Cultures
• Under each stakeholder group discuss what are the key characteristics of that
group – explore the stories and myths and ritual and routines that dominate
the group?
• What impact do they have as group on what you want to achieve / what
challenges do they provide you with?
• How do different groups that you work with respond to each other?
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How unhealthy large group cultures come about
Creation and implementation of a very
successful business model and strategy
Emerging dominant position in
their markets
Success and scale for the
organisation
Managers, not leaders, are
hired to cope with the
growing bureaucracy – as
they become executives
they often prevent emerging
leaders from becoming
executives
Pressures on managers
comes internally, building
and staffing the
bureaucracy. External
constituencies are less
focussed on
Managers begin to believe
they are the best and that
their idiosyncratic traditions
are highly superior. They may
become overconfident,
inflexible and unchangeable by
leaders
A strong and often arrogant culture develops – Customers and
stakeholders are not so valued. Insular behaviour prevails and leadership is
not valued. Initiative and innovation is stifled and centralised bureaucratic
behaviours exists.
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There are three basic kinds of group cultures favoured by
organisation to enhance long-term performance
1. Strong cultures
2. Strategically appropriate cultures
3. Adaptive cultures
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• Roots run deep
• Even changes to CEO will not to dramatically
effect the culture
• Shared values or creed/mission statement
• Can create unusual levels of motivation,
commitment and loyalty
• Provide structure and controls without
relying on bureaucracy
• Employees have a great sense of belonging
• Roots run deep
• Even changes to CEO will not to dramatically
effect the culture
• Shared values or creed/mission statement
• Can create unusual levels of motivation,
commitment and loyalty
• Provide structure and controls without
relying on bureaucracy
• Employees have a great sense of belonging
• Strong culture is only as successful as its
direction and its behaviours
• In strong cultures there is a dependency on
the leaders
• Strong cultures may develop an unchanging
mythology about the competency
requirements of high-performing managers
• Often are simplistic and unable to respond to
change
• Strong culture is only as successful as its
direction and its behaviours
• In strong cultures there is a dependency on
the leaders
• Strong cultures may develop an unchanging
mythology about the competency
requirements of high-performing managers
• Often are simplistic and unable to respond to
change
1. Strong Culture
Benefits Risks
• Key concept employed is “fit”
• No one generically strong culture
• Content (i.e values and behaviours) are as
important as strength
• Matches with the objective conditions of
industry addressed by the strategy
• Enhanced long-term economic performance
particularly in stable industries
• Key concept employed is “fit”
• No one generically strong culture
• Content (i.e values and behaviours) are as
important as strength
• Matches with the objective conditions of
industry addressed by the strategy
• Enhanced long-term economic performance
particularly in stable industries
2. Strategically Appropriate Culture
Benefits Risks
• “fit” is eroded as the environment of an
industry changes
• Economic events may have to threaten very
existence to prompt cultural change
• Culture change linked to strategy can happen
at a pace which seriously effects economic
performance
• Performance may be short-term
• “fit” is eroded as the environment of an
industry changes
• Economic events may have to threaten very
existence to prompt cultural change
• Culture change linked to strategy can happen
at a pace which seriously effects economic
performance
• Performance may be short-term
• Anticipates and adapts to
environmental/industry changes
• Proactive, innovative and supportive of
change
• Shared feeling of confidence and “can-do”
• Supports the creation of new ideas and
innovation
• Matches the objective conditions of a
competitive environment
• Anticipates and adapts to
environmental/industry changes
• Proactive, innovative and supportive of
change
• Shared feeling of confidence and “can-do”
• Supports the creation of new ideas and
innovation
• Matches the objective conditions of a
competitive environment
3. Adaptive Cultures
Benefits Risks
• Will involve risk-taking
• Requires high levels of trust
• Can result in change for change sake
• Continual adaptation of culture will only result
in enhanced performance if leadership strongly
care equally about the legitimate interests of
stakeholders, customers and employees.
• Will involve risk-taking
• Requires high levels of trust
• Can result in change for change sake
• Continual adaptation of culture will only result
in enhanced performance if leadership strongly
care equally about the legitimate interests of
stakeholders, customers and employees.
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Group Cultures and Norms
• How can you use this information to create better decisions and drive your
organisation forward?
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Self Management
Adapting Leadership Styles
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Meet the Leaders
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Karen Lowthrop is Chief Executive Officer and co-founder of Hill Holt
Wood, an internationally renowned environmental social enterprise. Hill
Holt Wood is a community-owned business that illustrates how to use
woodland resources to affect rural regeneration and create a sustainable
local economy.
As a former “high-flying” representative of a major drug company, Karen‟s
early business life was driven by stock performance and the “bottom-line”.
Her road to Damascus occurred when she met her future husband
(entrepreneur Nigel Lowthrop) and realised that her passion and drive
could be better focused on those in greater need. Out of that desire, Hill
Holt Wood was born. They bought the wood in 1995 and after developing
the business model, they passed control to the local community in 2002.
In 2009 Karen was awarded the High Sherriff's award for community
service. The business has won many national and international awards for
both their innovative approach to managing woodland and for their
pioneering eco-design building projects. Karen is a fellow of the Royal
Society for the encouragement of Arts, Manufactures and Commerce, a
Social Enterprise Ambassador and Director of Social Enterprise Coalition.
Colin Crooks has a successful track record as a sole trader, consultant
and award winning social entrepreneur.
Colin successfully ran Green-Works, a leading social enterprise and
registered charity dedicated to the reuse, re-manufacture and recycling of
redundant office furniture. Colin founded Green-Works with minimum
resource in 2000. It now turns over £2m and employs more than 80
people directly and indirectly, helping to fulfill one of the company‟s social
aims. Green-Works has recently been awarded the prestigious Queen‟s
Award for Enterprise 2008 - Sustainable Development. Current projects
also include donations to Africa for schools, hospitals and local facilities
helping to redevelop many war-torn communities.
Colin‟s first business was Papercycle, a successful commercial paper
recycling business which he set up and ran for five years, employing up to
fifteen people, primarily long term unemployed and ex-offenders. In 1994
he founded a consultancy called 3Re to provide waste auditing services in
the business sector.
Colin has also been the Chief Executive of the Renew Trust, a second tier
not-for-profit organisation setting up projects that provide training and
employment in white goods refurbishment. As a local councilor, 1998 –
2002 Colin was closely involved in agreeing the waste strategy for the
western Riverside Waste Authority for the period to 2020. He is a
member of the Chartered Institute of Waste Management and has an MSc
in Environmental Conservation.
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Key Leadership Styles Developing Balance and Flexibility
authoritative authoritative
coaching coaching coercive coercive
affiliative affiliative pacesetting pacesetting
democratic democratic Mobilises people
towards a vision
Develops people and
teams for the future
Demands immediate
compliance
Sets high performance
standards
Creates harmony and
builds emotional bonds
within teams
Forges consensus
through participation
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Relationship Management
Building Bridges
Impact and Influence
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Ladder of Engagement
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To: Co-creating direction and
strategy, aligning people, motivating
and inspiring.
From: Managing, organising,
resourcing, controlling and problem
solving .
Partnering
Collaborating
Involving
Consulting
Informing
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Leadership actions to influence changes in behaviours
• Develop a shared vision and engage everyone is this process
• Simplify process, systems and policies
• Leaders always role model and communicate why new behaviour is needed
• Openly endorse and support new ideas and activities proposed by others
• Change specific roles description or the criteria by which people are recruited and
promoted
• Leaders need to be consistent and patient
– Behavioural norms will begin to change to be more like the new vision and the
strategies
– Shared values will begin to change to be more like the new vision and the new
strategies
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Relationship Management
• Using the learnings from today, discuss how you would will build stronger
partnerships and relationship.
• What your strategies and approaches will be?
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