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 off 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 opportunity 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

Dr Richard Wiseman found lucky people use 4 basic principles:  Maximise chance opportunities  Listen to lucky hunches  Expect good fortune  Turn bad fortune into good luck

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

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

High Scores 8 9 10 Listen to Lucky Hunches Medium Scores 5 6 7 Low Scores 2 3 4

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

High Scores 61 - 80 Expect Good Fortune Medium Scores 36 - 60 Low Scores 0 - 35

Expect Good Fortune  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

Turn Bad Fortune Into Good Luck 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Low Scores Medium Scores High Scores

Turn Bad Fortune Into Good Luck  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

KUBLER-ROSS CHANGE CURVE 7 Normal 1 Shock 2 Denial 6 Optimistic 3Anger 5 Experimenting 4 Apathy

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

Barriers to effective teams  Lack of agreement on objectives 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 Individual agenda Consensus High levels of Defining goals Cliques formed Standards set creativity based on Confusion High Functional Clear Goals Trust & Respect Feeling out others focus Multitask Feelings openly Agreeing working Tension Co-operative shared Simple tasks Leaderships struggle Very responsive Breakthrough performances Ritual Sniff Functional Multitask & Role Mature

D Driver/ Task A Analytical • Tendency to alter the environm ent in a way • Attention to detail which will achieve well thought goals • Avoids being influenced by • Seen as self assured and driven environment and others • Sometimes oblivious to other’s feelings • Alert to potential dangers or • On a track of their own inconsistencies • When their vision is shared, they are seen as • Avoids emotional intensity and heros and leaders who meet challenges with unpredictability courage • Needs intimacy as trust in others isn’t easily • Can withstand greater stress levels attained • Planned . Defined goals and results • Logical analysis and correct performance • Can be: Arrogant, egotistical, impatient, of tasks – needs to be right insensitive. Needs it done NOW ! • Interest in fine arts • Logical, linear, micro focus • Resists change , slow decision maker C Ideas B Amiable • Intuitively explore the environment and • Strong tendency to adapt to people and interact with it to assess outcome surroundings in order to promote harmony • Spontaneous exploration and expression of and comfort for self and others. ideas and feelings • Practical, friendly and naturally warm • Attempt to influence others though the creative manner media of speaking, writing, dance, art or music. • Desire to support others in order to gain a • Sell: selves, ideas , products which they believe sense of validation and approval will be helpful, needs to be helpful & to entertain • Logical and intuitive (balance) • They will go out of their way to help others • Stubborn if challenged because they believe in the value of people • Amiable , harmony - needs to be loved • Intuitive and creative in their way of functioning • Indirect, passive, takes things personally • Macro focus

Improving communication Driver Analytical Needs: Needs: • Bottom line focus • Communication in writing • No soft stuff • Time to reflect • To the point. • Evidence of effectiveness Ideas Amiable Needs: Needs: Humour Social engagement; ‘cup of tea’ Stories Respect To be ‘sold’ ideas in terms of Identification of how other network/other players people will be impacted

Belbin’s Team Roles ANALYSIS TASK ME IMP Shaper CF RI Co-or PEOPLE IDEAS Plant TW

Summary Characteristics Potential Strengths Allowable Weaknesses Shaper Dynamic, outgoing, highly Prone to provocation and strung. Challenges, pressurizes, Short - lived bursts of temper. Finds ways round obstacles. Implementer Disciplined, reliable, Somewhat inflexible, slow to conservative and efficient. Turns respond to new possibilities. ideas into practical actions. Monitor Evaluator Sober, strategic Lacks drive and ability to inspire and discerning. Sees all options. others. Judges accurately.

Summary Characteristics Potential Strengths Allowable Weaknesses Completer Finisher Conscientious, Inclined to worry unduly. anxious, Painstaking. Searches out Reluctant to delegate. errors and omissions. Delivers on time. Coordinator Mature, confident Not necessarily the most creative and trusting. A good chairman. member of a group. Clarifies goals, promotes decision- making. Teamworker Social, perceptive, Can be indecisive in crunch mild, situations and accommodating. Listens, builds, averts friction.

Summary characteristics Potential Strengths Allowable Weaknesses Resource Investigator Looses interest once initial Extrovert, enthusiastic, enthusiasm has passed. communicative. Explores opportunities. Develops contacts Plant Independent, clever, original, . Can be weak in communicating highly creative, imaginative, and listening. Needs praise unorthodox. Solves difficult problems

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

Questions? Thank You