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Developing Emerging Leaders A Case Study: Surf Life Saving

Developing Emerging Leaders A Case Study: Surf Life Saving . Presentation Overview. Key question Emerging Leaders Leadership context Case study; Surf Life Saving Ways forward – a collaborative approach?. Key Question.

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Developing Emerging Leaders A Case Study: Surf Life Saving

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  1. Developing Emerging LeadersA Case Study: Surf Life Saving Stephen Neal Consulting LP

  2. Presentation Overview Key question Emerging Leaders Leadership context Case study; Surf Life Saving Ways forward – a collaborative approach? Stephen Neal Consulting LP

  3. Key Question How can volunteer based organisations develop their emerging leaders in a manner that is…Proactive & Affordable? Stephen Neal Consulting LP

  4. Emerging Leaders - who are they? 18-30 years Likely to be in a leadership role or have a leadership ‘track record’ of some sort Characteristics; Strong or emerging sense of purpose (vision) Risk taker Approachable and relate well to others Able to take feedback & be accountable Stephen Neal Consulting LP

  5. Emerging Leaders - Why are they important? • Senior leaders of the future • Governers, thought leaders, change agents • Current leadership is aging • Critical time for development • ELs forming their sense of purpose & finding their place. • Laying the foundations for leadership effectiveness…people are map makers…packing v unpacking Stephen Neal Consulting LP

  6. Emerging Leaders - Why are they important? • Vulnerable to… • Poor leadership environments, • Not successfully transitioning to higher level leadership roles • Little support Stephen Neal Consulting LP

  7. Leadership context • ’Crisis of purpose’…deep social change, professionalisation, globalisation etc • Fragmented, conservative, limited resources • Long hours, ‘difficult’ stakeholders, usually limited support • But…a strong sense of purpose & meaning…many opportunities to demonstrate leadership Stephen Neal Consulting LP

  8. Leadership pathways Strategic National Regional Local Volunteer Professional Delivery Stephen Neal Consulting LP

  9. Senior leadership requirements • Vision…with resilience and realism • Politically astute …understands and works with the motivations and interests of others • Commercially astute …able to claim sports share. • …a collaborative style • networker, facilitator, politician, planner • able to share power & influence, mobilise others, manage conflict, build trust, sustain effort Stephen Neal Consulting LP

  10. General approaches to leader development • Chance – ‘we hope…’ • predominant approach 2. Planned – ‘clear objectives, proactive management’, • few examples – developing focus with professional athletes. Stephen Neal Consulting LP

  11. Surf Life Saving - A case study of a new approach Community focused organisation Learning and leadership culture Stephen Neal Consulting LP

  12. Challenges for young leaders at Surf Life Saving • Breaking through ‘road blocks’ • Surviving mistakes & bad experiences • Avoiding learning bad habits • Adjusting leadership styles to suit the context • Patrol captain to regional chair Stephen Neal Consulting LP

  13. Past approach to leader development • National programme & some regional activity • 15 participants per year, 2 year programme, formal learning and major project • Benefits • Goodwill, Confidence, Recruitment • Weaknesses • Relatively few people getting access • No on-going support infrastructure Stephen Neal Consulting LP

  14. New approach • Guiding competency framework • Next slide • Delivery framework • Centralised management • Leverage development ‘funnel’ • Provide support at a regional level • Leaders database Stephen Neal Consulting LP

  15. Stephen Neal Consulting LP

  16. Development ‘Funnel’ Senior leaders 30-40 years ‘High potentials’ 18-20 years Talent ID Lifesaving Awards Programme Stephen Neal Consulting LP 13-14 years

  17. Regional Support • Local development support • Coaching • Leadership tasks High Potentials Assessment Member development database Stephen Neal Consulting LP

  18. ROI • Participants; • Confidence, networks, transferability of learning • Organisation; • Recruitment – from ‘known’ talent pool • Improved leader retention • Better decision making and execution Stephen Neal Consulting LP

  19. Critical success factors • Long term view • Coach quality • Integration into current learning and development activity • The emphasis on continuous improvement • Centralised management of the ‘talent pool’ Stephen Neal Consulting LP

  20. Key Question… How can volunteer based organisations develop their emerging leaders in a manner that is; Proactive? Affordable? Useful? Stephen Neal Consulting LP

  21. Opportunities to expand access Collaboration between organisations Wellington pilot ? Stephen Neal Consulting LP

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