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Chris Parry

?Like with sex, everyone thinks they can do it well, often without the necessary experience, aptitude and technical knowledge. The trouble is that other people seldom fake it or co-operate for your benefit.Very few people are born leaders - most are born or natural followers. I have worked with

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Chris Parry

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    1. Chris Parry Some Reflections on Leadership

    3. MASLOW and his NEEDS

    4. Complexity and Change Complex contexts. Continuous change. Cooperation and competition. Constrained resources. Conflicting priorities.

    5. MANAGEMENT Steady State. Structures and Processes. Stable. Routine. Compliance. Quantitative. LEADERSHIP Dynamic. People (50/50). Unstable. Uncertain. Scope for intuition and initiative. Qualitative.

    6. Leadership, Authority and Management. Ambition, competence and conscience. Strategic, Operational and Tactical. Vocation and Duty. ‘Self before Service’. Making a positive difference. Intuition and Initiative. Delegation and abdication. ‘Mission command’.

    7. WHY LEADERS DON’T LEAD Cultural inhibitions. Under-confidence. Luddites/Spoilers. Weight of routine work. Career considerations. Gender issues. Place-holders. Committees. Fear of Failure. Aptitudes and abilities. Not trained.

    8. Meetings – what are they good for? BRAINSTORMING? BUY-IN? A SUBSITUTE FOR ACTION? THE ‘BUT’ REFLEX. NON-PLAYING MEMBERS. OUTCOMES, ACTIONS AND DECISIONS. AOB.

    9. Some Issues Moral courage versus an open mind. If it’s not impossible … Balance of traits. Personal lobbies and prejudices. ‘Compromise is the enemy of logic’. “The reasonable man adapts himself to the world; the unreasonable man persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.”

    10. “Almost every device of authoritarianism and accountancy management is designed to shorten and lower the focus of loyalty of an intelligent and patriotic serviceman from the distant horizon of national interest, down to his immediately superior officer, standing career-menacingly in front of him”

    12. Epitome of Leadership (Symptoms/Traits) Ability to inspire. Moral Courage. Intellect. Understanding of Human Nature. Will to prevail/solve problems. Energy. Instinctive ability to identify relevant facts and make coherent deductions & decisions. Flexibility/improvisation. Open Mind. “What about Luck?” I hear you say.

    13. “The leader can secure obedience only by really knowing what should be done, because he can convince others that he knows best, precisely as a good doctor makes his patients obey him”. Xenophon.

    14. When winds are steady and the skies are clear, Every hand the ship would steer; But soon as ever the wild winds blow, Every hand would go below. Euripides

    15. LEADERSHIP A psychological force that has nothing to do with morale or good character or even intelligence: nothing to do with ideals or idealism. It is a matter of relative will powers, a basic connection between one animal and the rest of the herd. Leadership is basically a process by which a single aim and unified action are imparted to the herd. Not surprisingly it is most evident in times and circumstances of danger or challenge. Leadership is not imposed like authority. It is actually welcomed and wanted by the led.

    16. “That he shall be put into a fight with as good a chance of victory and survival as possible”. Robert Blake, General-at-Sea and Admiral

    17. The ideal leader would be a device for receiving, processing and transmitting information for the maximum advantage at the minimum cost. A matter of faith – it subjective and not entirely amenable to analysis.

    18. A Leadership Culture Reflects value system and culture. Leaders at every level. Leaders and potential leaders. Change and the unexpected are normal. A 24/7 issue. Aerobic and anaerobic leadership. Structurally supportive. 360 degree leadership. Present and future expectations. Past, present and future.

    19. A LEADERSHIP COMMUNITY “Given enough information and the chance to talk things over, ordinary people are more than capable of understanding complex issues and making meaningful choices about them”.

    20. The Leadership Community The ‘Leaders and the Led’. Leaders and Managers. Human/Function issues. All the talents. Routine and change. Creativity and Innovation. Adaptive approaches – organic, not mechanical. The extended family. Work as entertainment – or even fun! Red Team.

    21. Leadership Importance of Context. Vision – view of the future. Change is normal. Common ethos and leadership culture. Balcony and Battlefield. Product and delivery, not process. Inspiration, not perspiration. The calm at the eye of the storm. Decision-maker of last resort. Making a positive difference. Challenging the pros. Humanity and humour. Popularity?

    22. EFFECTS - BASED LEADERSHIP Interpreting situations within which activity will occur. Identifying risk and opportunity. Focusing on (strategy and) outcomes. Sustaining momentum. Optimising team and other assets. Shaping the future. Tracking the unexpected. Maintaining morale. Lightning conductor.

    23. Strategy What it is not! Policy, resources and concepts. The Future. Ends, ways and means. Different levels of engagement: Strategic. Operational. Tactical.

    24. The Role of Strategy

    25. Strategy Implementation Analysis. Planning. Implementation. Assessment. But who owns the strategy?

    26. LEADERSHIP DEVELOPMENT Leadership culture. Top-level ownership. Common standards. Identification/Selection. Recruiting. Self-motivation. Mentoring. Training. Education. Reporting.

    27. CORPORATE/TEAM SELF ESTEEM

    28. THE COMMUNITY

    29. Turning your back on everybody does not mean that they are all behind you.

    30. LEADERSHIP CULTURE

    31. AFTER CARE

    32. MORAL COMPONENT Moral Cohesion. Shared Experience. Professional ethos. Self-esteem. Tradition.

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