The Leadership Challenge: Building Capability in Organisations

1. The Leadership Challenge: Building Capability in Organisations “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams (1767 – 1948)

2. Disclaimer L Learner leader! Supervision by a licensed leader. Scan constantly for unexpected hazards. Lack confidence to overtake or merge with other leaders. Can’t lead while under the influence of alcohol. People travelling with me are always relieved to arrive safely!

3. Getting Started • What might leadership look like? • Thinking of a leader • Leadership characteristics

4. Characteristics of Admired Leaders • Honest • Forward-looking • Inspiring • Competent • Intelligent

5. Martin Luther King Jnr www.ravenfoundation.org

6. Dame Whina Cooper www.teara.govt.nz

7. Leadership www.msc.navy.mil

8. www.encylopediaofalabama.org

9. Leadership www.tiritiowaitangi.govt.nz

10. www.tpo.tepapa.govt.nz

11. A Different Definition of Leadership “The capacity of a human community to shape its future, and specifically to sustain the significant processes of change required to do so.” Senge, Kleiner, Roberts, Ross, Roth & Smith (1999) p. 16

12. Leadership in Mumbai

13. “Taj Mahal hotel staff displayed leadership and great courage”, Rhys Blakely, Sunday Star Times, 30/11/08

14. Quick Exercise If something as catastrophic as Mumbai 2008 happened in your organisation, do you think: • You’d be prepared to lead? - rate your readiness on a scale of 1 (low) to 10 (high) • That enough people in your organisation would be prepared to lead? – rate from 1 (low) to 10 (high)

15. Hero-Leader v. LeaderfulFocus on: • Leadership positions at senior level • Top down approaches • Leadership characteristics & personalities • Controlling power • Processes & systems • Skills through training • Generating compliance • Leaders are responsible • Leadership capability throughout organisation • Collaborative approaches • Leadership activities & behaviours • Distributing power • Mindsets & values • Learning culture • Generating commitment • We are all responsible

16. Organisations are products of the way people in them think and interact... To change organisations for the betteryou must give people the opportunity to change the way they think and interact. Senge et al. 1999

17. Kouzes, J.M., & Posner, B.Z. (2007) The Leadership Challenge

18. DuBrin, A.J. (2007) Leadership: Research, findings, practice, and skills.

19. 3 Types of Leaders • Local line leaders : accountable for results at the “coal-face” and test the practical implications of new ideas • Internal networkers/community builders: carry new ideas, support and stories through informal networks to build commitment • Executive leaders: enable an environment focussed on ongoing innovation and knowledge generation Senge et al. 1999

20. “In times of change, learners inherit the Earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” Eric Hoffer (1902 – 1983)

21. Learning Organisations Build trust & organisational self-awareness • New governing ideas & management methods • Learning rather training and teaching • Experiments and small wins • On-the-job training, simulations, post-activity reviews, asking questions, talking about problems openly & without penalty • Team interaction & communication is key

22. Creating Uplift

23. “Leaders are more powerful role models when they learn than when they teach.”Rosabeth Moss Kantor

24. Friedman’s Total Leadership … “Leadership in business isn’t just about business. It’s about life” Friedman, S.D. (2008). Total Leadership. Boston: Harvard Business Press.

25. Four domains - four-way wins

26. Leadership: redefining work & life • Act with authenticity: clarify what’s important; take the four-way view • Act with integrity: respect the whole person; talk to stakeholders • Act with creativity: design experiments; bring others along with you • Reflect and grow

27. Experimenting Tracking & reflecting Appreciating & caring Focusing & concentrating Revealing & engaging Delegating & developing Time-shifting & re-placing • Result metrics • Action metrics Self-awareness Fun & building trust Being present Sharing & listening Working smarter Flexibility & efficiency

28. Communicating to Lead “ No one, not even the CEO, owns the entire truth, because no one can be in all places at all times”. “Our very lives succeed or fail gradually, then suddenly, one conversation at a time”. Scott, S. (2002). Fierce conversations: Achieving success at work and in life, one conversation at a time.

29. Susan Scott’s advice ! “Life is curly. Don’t try to straighten it out” “No plan survives its collision with reality” “If you know something must change, then know that it is you who must change it” ! !

30. “The answers are in the room” • Master the courage to interrogate reality • Real thinking only occurs when everyone is engaged in exploring differing viewpoints • Are my truths in the way? • Don’t defend your ideas – ask questions • Allow for multiple realities - remove “buts” use “and” ....

31. Starters for 10... • Do we understand our purpose? • Use “we” for inclusion; “I” for ownership • Get reality on the table for discussion • Confess preconceptions & assumptions • “ground truth” v official truth • Ask the right questions • Story-telling can be powerful

32. Things to try... • Start with yourself – keep a leadership journal • Involve your teams – check for shared values • A revolving chair for meetings, practice interrogating reality in a safe environment • Bring your whole self to work and encourage your teams to do the same • Prompt your staff to call problem-sharing forums • KPI related to a team learning culture

33. Exemplary leadership requires authenticity and daily acts of personal courage www.sfgate.com

34. Questions? Thank you! Lee-Ann.Jordan@wintec.ac.nz