What drives you as a leader?

1. What drives you as a leader?

2. What does it mean to be a leader? 1 Why would anyone want to be led by you? 2 What can you do to be a more effective leader? 3 The map for this session What kind of leader do you espouse to be? What drives you? What expectations do others have of you?

3. What drives you as a leader?

4. Who inspires you?

5. What kind of leader do you espouse to be? An individual must want to be a leader to be effective I.e. to connect, excite and inspire others to follow What is it that drives you - What do you care passionately about? Are you clear about your purpose and values and can you use these in your leadership role?

6. What does it mean to be a leader? • `“A leader is a dealer in hope"Napoleon Bonaparte • Leadership is creating a world to which others want to belong’ (Gilles Pajou) • `Leadership defines what the future should look like, aligns people with that vision and inspires people to make it happen despite the obstacles’ (John Kotter) • `Leadership is a relationship through which one person influences the behaviour or actions of other people’ (L Mulling)

7. Leadership comes from the self

8. Leadership Something we do with others not to others? Leadership is a dynamic relationship between the leader and their followers, without them there is no relationship and no leadership Effective leaders have an overarching sense of purpose together with sufficient self knowledge of their potential leadership assets

9. Leadership We can be more effective leaders if we recognise: • Leadership is situational -What is required of us will depend upon the situation • Leadership is non hierarchical -hierarchy is neither a necessary nor sufficient condition for the exercise of leadership • Successful organisations seek to build leadership capability widely and give people the opportunity to exercise it • Leadership is relational -You cannot be a leader without followers -Successful leaders actively and reciprocally engage in a complex series of relationships that require cultivation and nurture • Leaders need to know how to excite their followers to become great performers Adapted from Goffee & Jones

10. Leadership is situational

11. Leadership is situational Achieve task Develop individuals Build team Action-Centred Leadership John Adair

12. Action-Centred Leadership Achieve task Allocating resources Organising duties and responsibilities Focusing on goals Planning work Controlling quality Checking performance Reviewing progress

13. Action-Centred Leadership Maintaining morale and building team spirit Build team Maintaining communication within the group Setting standards and maintaining discipline Ensuring systems support the work of the team

14. Action-Centred Leadership Develop Individuals Meeting the needs of individual Attending to personal problems Developing and training the individual Giving praise and recognition

15. If you accept that leadership is situational: -You need to develop excellent situation sensing abilities -Pick up what’s going on -Adapt without losing sense of self -Use your own behaviour to change the situation -i.e. exemplify an alternative context

16. Leadership is relational, so what do followers want? Community Engender a sense of belonging so that it is clear why I am here Authenticity Know yourself and show yourself skilfully so that I am proud to be led by you Significance Recognise my contribution Make me feel valued Excitement Excite me to higher levels of performance and commitment I want to see your passion

17. Authenticity is key Authenticity is integral to the relationship between leaders and followers I.e. a consistency between words and deeds, a coherence between different roles and a comfort with being yourself To demonstrate authenticity: • Know your strengths and use them to your advantage • Deploy your differences in a way that attracts followers • Be yourself in context I.e. read and respond appropriately

18. Balancing Authenticity and Skill High A U T H E N T I C I T Y Maverick Low Low High SKILL

19. Leaders need to be able to excite others To perform exceptionally in pursuit of a goal How do you do this in your organisation? What previous experience do you have to draw on?

20. So, why would anyone want to be led by you? Which personal strengths form the basis of your leadership capability? Which strengths could excite others? What are the values that underpin your approach to leadership? Which personal weaknesses do you reveal to those you are leading? The foibles that make you more attractive as opposed to the ones that irritate Are you able to read different contexts? How well do you pick up the subtle shifts in the behaviour of others? (team, customers, competitors etc) Do you conform enough? How do you gain acceptance with others? How adept are you at identifying a common goal? How skilful are you at moving between closeness and distance? Do you evoke loyalty and affection whilst also reminding your followers of the collective endeavour you are engaged in? How well do you manage the shifts between closeness and distance? How well do you communicate? Do you use the appropriate mode of communication taking into account the context, the people and your own strengths?

21. So what does drive you?

22. TRANSACTIONAL ANALYSISDRIVERS • Different internal pressures we place on ourselves • Make us use different kinds of energy than we otherwise might to satisfy self imposed expectations • Cause us to communicate and interact in particular ways • Can cause stress for us, as we seek to fulfil a never ending pressure Eric Berne

23. EXAMPLES OF DRIVERS • Improve performance – be perfect • Get a move on – hurry up • Don’t show my emotions - be strong • Look after others – please people • Persevere – try hard

24. DRIVERS CAN HELP US TO • Understand the demands we subtly impose on ourselves and others • Understand the impact of our style of communication on others • Explain some of the conflicts that occur between people with different drivers • Make us more aware of when its helpful to be our natural self and when to be different

25. BE PERFECT Believe that the only satisfactory outcome is one that is exactly right At their best when their critical faculty can be deployed Anxious not to make a mistake Tend to be well organised Highly Self-Critical whilst seeking to avoid criticism from others at all costs Can be perceived as picky by others, double checking and embellishing Find decision making difficult - want it to be perfect

26. BE STRONG Believe that being in control and coping with tough demands is most important At their best when managing a crisis Will always remain calm and strong under pressure and when faced with conflict Anxious to control emotion at all cost Never ask for help or support and look on people who ask for help as weak May be seen by others as cool or remote with a stiff upper lip

27. HURRY UP Believe there is merit in completing tasks in the shortest possible time At their best when faced with a tight deadline Energetic and excitable by nature Able to energize others whose own impetus has worn off Anxious about delays and inaction Can be perceived as frenetic, overloaded,disorganised, inattentive to detail Leave things to last minute and often take on too much with the effect that quality suffers With others can be impatient, interrupt, finish off sentences

28. PLEASE PEOPLE Believe that somebody must be pleased by everything they do At their best when restoring or building relationships Seek to create harmony around them Good Team Players Anxious to gain approval Dependant on others opinions of them Won’t criticize others, avoid confrontation Completely tolerant, accommodating and Chameleon like Smile, nod and agree a lot (with anybody)

29. TRY HARD Believe persevering is all important At their best when starting things off with lots of energy Tenacious and loyal by nature Enjoy gathering information & developing expertise in a subject area Believe they must keep going, and are never finished Start off many tasks but find it difficult to see them through to completion Often repeat themselves, and talk in a very detailed way May be perceived by others as over complicating things

30. So what does drive you as a leader?

31. Task Team Individuals On your tables Relating each of the drivers to the Adair model of leadership: • Which aspects of leadership will those with this driver relish? • What might be their leadership blind spots? • What would someone with this driver need to do to maximise their effectiveness?

32. Further Reading • Berne, E. The psychology of human relationships. 1973 • Goffee, R & Jones, G. Why should anyone be led by you. 2006 - Kotter, J. What leaders actually do. 1999 Contact Details Sally Cray, Department of Leadership and Management Development, Salomons Campus. Canterbury Christ Church university 01892 507620 sally.cray@canterbury.ac.uk