Contemporary Scholars Conference Leadership Workshop Karen - - PowerPoint PPT Presentation

Contemporary Scholars Conference Leadership Workshop

Karen Brosnan 2013 Scholar Appian Point Consultants

Leadership Thinking and Reflection

 What does Nuffield expect of me as a leader?  What do I expect of myself as a leader?

(Behaviours/attitude)

 What actions am I committing to?  What am I going to stop doing?

Agenda

 Introductions: what is self

leadership?

 Managing self through change  Discussion on

challenges/opportunities facing the team

 Personalities questionnaire  Beliefs and expectations  Team dynamics  Stress management: inventory of

stressors

The only constant... ‘To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly.' Bergson

The Why question...

 http://www.ted.com/talks/simon_sinek_how

_great_leaders_inspire_action.html

Change happens for 2 reasons:

 Piper Alpha disaster in the North Sea -

the only survivors were those who leapt

• ff the rig in defiance of instructions

and into the sea which was freezing cold and alight with oil. The burning platform forced a reappraisal of existing rules and the status quo.

Luck is what happens when preparation meets

• pportunity

Seneca circa 8AD

“It’s hard to detect good luck – it looks so much like something you’ve earned.”

Frank Clark

“The harder I practise the luckier I get”

Gary Player

Choosing our Attitude in the face of change. “When the wind of Change blows Some people build walls, Others build windmills”

Chinese proverb

 Maximise chance opportunities  Listen to lucky hunches  Expect good fortune  Turn bad fortune into good luck

Dr Richard Wiseman found lucky people use 4 basic principles:

Maximise Chance Opportunities

Low Scores 3 4 5 6 7 8 Medium Scores 9 10 11 High Scores 12 13 14 15

 Build and maintain a strong network  Have a relaxed attitude towards life  Open to new experiences

Maximise Chance Opportunities

Listen to Lucky Hunches

Low Scores 2 3 4 Medium Scores 5 6 7 High Scores 8 9 10

 Listen to gut feelings and hunches  Take steps to boost your intuition

Listen to Lucky Hunches

Expect Good Fortune

Low Scores 0 - 35 Medium Scores 36 - 60 High Scores 61 - 80

 Expect good luck to continue in the

future

 Attempt to achieve their goals, and

persevere in the face of failure

 Expect interactions with others to be

lucky and successful

Expect Good Fortune

Turn Bad Fortune Into Good Luck

Low Scores 4 5 6 7 8 9 10 Medium Scores 11 12 13 14 15 16 High Scores 17 18 19 20

 See the positive side of bad luck  Convinced any ill-fortune will, in

the long run, work out for the best

 Don’t dwell on ill-fortune  Take constructive steps to

prevent more bad luck in the future

Turn Bad Fortune Into Good Luck

KUBLER-ROSS CHANGE CURVE

1 Shock 2 Denial 3Anger 4 Apathy 6 Optimistic 5 Experimenting 7 Normal

Purpose of Profiling

• Enhance self awareness and personal effectiveness
• Foster mutual trust and understanding
• Ensuring all team members to have a better

understanding of the natural talents of each team member

• Matching people to tasks
• Building effective, balanced teams

Socrates on managing the mind

 TUG “Is what I am thinking True, is it Useful

to me, and does it make me feel Good?" If the answer to any of those was NO, or Not Sure, then just stop those thoughts in their tracks

Live a life of meaning

Viktor Frankl

 In work (doing something significant),  In love (caring for another person),  In courage during difficult times.  Frankl often refered to Friedrich Nietzsche's

words, "He who has a Why to live for can bear almost any How.“

Promoting a Coaching Culture

“Coaching builds Awareness and Responsibility Instruction lowers both” (Whitman 2010) GROW Model:

 Goal: What do you want to achieve?  Reality: What is happening now?  Options/opportunity: What else could you do?  Will/Wrap up: Precisely what will you do?

Qualities of New Leaders

 Emotional Intelligence  Coaching principles  Wisdom before knowledge  Intentionality and passion  Whole system vision  Agility and Resilience  Authenticity and Humility  Self-awareness, self-knowledge

Synthesis of CIPD conference 2010

Myths & Realities

 Harmonious Group  No Conflict  People Like Teams  Teams are essential  Teamwork is a “soft” option  Diverse people  Conflict present  Many people are indifferent  Teams thrive on complexity  Teams are the most

challenging option

Barriers to effective teams

 Lack of agreement on

• bjectives or unclear

 Poor Decision Making

Processes, killing commitment to action

 No Agreement on

Constraints or ignoring reality

 Poor View of Team

Members as a Resource

Team Maturity

Forming Storming Norming Performing

Defining goals Confusion Feeling out others Agreeing working Simple tasks

Ritual Sniff

Individual agenda Cliques formed High Functional focus Tension Leaderships struggle

Functional

Consensus Standards set Clear Goals Multitask Co-operative

Multitask & Role

High levels of creativity based on Trust & Respect Feelings openly shared Very responsive Breakthrough performances

Mature

D Driver/ Task

• Tendency to alter the environment in a way

which will achieve well thought goals

• Seen as self assured and driven
• Sometimes oblivious to other’s feelings
• On a track of their own
• When their vision is shared, they are seen as

heros and leaders who meet challenges with courage

• Can withstand greater stress levels
• Planned. Defined goals and results
• Can be: Arrogant, egotistical, impatient,
• insensitive. Needs it done NOW!

A Analytical

• Attention to detail
• Avoids being influenced by

environment and others

• Alert to potential dangers or

inconsistencies

• Avoids emotional intensity and

unpredictability

• Needs intimacy as trust in others isn’t easily

attained

• Logical analysis and correct performance
• f tasks – needs to be right
• Interest in fine arts
• Logical, linear, micro focus
• Resists change, slow decision maker

C Ideas

• Intuitively explore the environment and

interact with it to assess outcome

• Spontaneous exploration and expression of

ideas and feelings

• Attempt to influence others though the creative

media of speaking, writing, dance, art or music.

• Sell: selves, ideas, products which they believe

will be helpful, needs to be helpful & to entertain

• They will go out of their way to help others

because they believe in the value of people

• Intuitive and creative in their way of functioning
• Macro focus

B Amiable

• Strong tendency to adapt to people and

surroundings in order to promote harmony and comfort for self and others.

• Practical, friendly and naturally warm

manner

• Desire to support others in order to gain a

sense of validation and approval

• Logical and intuitive (balance)
• Stubborn if challenged
• Amiable, harmony - needs to be loved
• Indirect, passive, takes things personally

Improving communication

Driver Needs:

• Bottom line focus
• No soft stuff
• To the point.

Analytical Needs:

• Communication in writing
• Time to reflect
• Evidence of effectiveness

Ideas Needs: Humour Stories To be ‘sold’ ideas in terms of network/other players Amiable Needs: Social engagement; ‘cup of tea’ Respect Identification of how other people will be impacted

Belbin’s Team Roles

TASK ANALYSIS PEOPLE IDEAS Shaper IMP CF ME Co-or RI Plant TW

Summary Characteristics

Potential Strengths Allowable Weaknesses Shaper Dynamic, outgoing, highly

• strung. Challenges, pressurizes,

Finds ways round obstacles. Prone to provocation and Short - lived bursts of temper. Implementer Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Somewhat inflexible, slow to respond to new possibilities. Monitor Evaluator Sober, strategic and discerning. Sees all options. Judges accurately. Lacks drive and ability to inspire

• thers.

Summary Characteristics

Potential Strengths Allowable Weaknesses Completer Finisher Conscientious, anxious, Painstaking. Searches out errors and

• missions. Delivers on time.

Inclined to worry unduly. Reluctant to delegate. Coordinator Mature, confident and trusting. A good chairman. Clarifies goals, promotes decision- making. Not necessarily the most creative member of a group. Teamworker Social, perceptive, mild, and accommodating. Listens, builds, averts friction. Can be indecisive in crunch situations

Summary characteristics

Potential Strengths Allowable Weaknesses Resource Investigator Extrovert, enthusiastic,

• communicative. Explores
• pportunities. Develops contacts

Looses interest once initial enthusiasm has passed. Plant Independent, clever, original, highly creative, imaginative,

• unorthodox. Solves difficult problems

. Can be weak in communicating and listening. Needs praise

PESTLE

 Political  Economic  Social  Technological  Legislative  Environmental

Thank You Questions?