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Developing Leadership Skills

Developing Leadership Skills. Hays Public Services Break-out session . Introductions. Heidi Adcock Deputy Director, Finance Group – DCSF Paula Duncan Associate Director at Hays Assessment & Development Charlotte Pond Senior Consultant at Hays Public Services

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Developing Leadership Skills

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  1. Developing Leadership Skills Hays Public Services Break-out session

  2. Introductions Heidi Adcock Deputy Director, Finance Group – DCSF Paula Duncan Associate Director at Hays Assessment & Development Charlotte Pond Senior Consultant at Hays Public Services Andie Cooper Regional Director at Hays Public Services

  3. Agenda • Evolution of finance professionals • Effective leaders • Consider your natural skill set • Influencing and engagement • Credibility • Future Actions

  4. Evolution of finance professionals Many routes to the top + teamwork technical excellence + stakeholder management + proactivity = Leadership

  5. CCAB Studier (part qualified) Includes studiers of ACCA, CIMA, ICAEW, ICAS and CIPFA • Assistant Management Accountant • Assistant Financial Accountant • Analyst • Assistant Accountant • Auditor • Budget Accountant • Systems Accountant • Cost Accountant Qualified Accountant • Senior Accountant • Finance Manager • Team Leader- Finance • Business Partner • Systems Accountant • Management Accountant • Financial Accountant • Auditor • Business Analyst • Accountant Evolution of finance professionals Internal Non- Finance • Policy • HR • IT • Procurement • Customer Service/Advisory • Audit • Research • Administration • Operations Internal Non- Finance: possible AAT studier • Data Entry Assistant • Financial Administrator • Accounts Assistant/Supervisor/Team Leader • Purchase Ledger Clerk/Supervisor/Team Leader • Sales Ledger Clerk/Supervisor/Team Leader • Finance Assistant • Finance Officer • Reconciliations Clerk • Payroll • Credit Control • Analyst External University Entrance External Applicants

  6. Effective leaders Achieve results through others • understand requirements • know the best way to achieve results • motivate and enable their team • influence peers and senior colleagues • ensure approach is fit for purpose

  7. Effective leaders Leaders in Government Finance Survey May/June 2009 • communication • integrity • vision

  8. Consider your natural skill set Take 5 minutes Review the brief list of descriptions of behaviour and choose the 3 most like you… These are your greatest assets However they could be your greatest weaknesses in certain circumstances…

  9. Enthusiastic Shrewd Independent Focused Charming Diligent Dutiful What is your Darkside? Volatile Mistrustful Detached Narrow-minded Manipulative Perfectionist Dependent

  10. Influencing and engagement 'You can only manage people if they are prepared to let you  manage them, Earning the respect of the team is therefore key.' (HoFP, Government Department) 'No man is good enough to govern another man without that other consent.' (Abraham Lincoln) How do you influence? • A wide range of strategies are available • We often only use the technique that works best on us

  11. Consider Your are working with a colleague on long term project, and you disagree on the approach to take. You are confident your preferred approach is right but they seem unwilling to take on board the facts you have provided. What do you do? Discuss next steps with your neighbour.

  12. Possible options

  13. Credibility 'The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.' (Martin Luther King) ‘If you're walking down the right path and you're willing to keep walking, eventually you'll make progress’ (Barack Obama) How credible are you as a leader?

  14. Building your credibility Think of a leader that you admire, someone who inspires people and leads them, President Obama perhaps, or one of your no less illustrious managers, either now or in a previous job that you have held? Take 5 minutes to talk about the top 3 things that make them a great leader…

  15. What kind of leader do you aim to be? Our recent survey of leaders in government finance hit on common themes including: Approachable Intellectual Communication Integrity Drive Honesty Role Model Self awareness Vision Passionate Commands Respect Committed InspiresTrust Empathy Decision Making Motivator

  16. What kind of leader do you aim to be? Which of the list fit well with your own key strengths and which are areas that you need to develop in? Take 5 minutes to list the 2 or 3 areas of leadership skills that you would like to develop next…

  17. Future Actions • Identify where you are • Identify where you want to be • Develop coping mechanisms • Monitor yourself • Ask for feedback from others • Put yourself forward: ‘Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek’ (Barack Obama) Feb 09

  18. Thank you for listening, we’re availableall day and tomorrow morning on the Hays stand to answer any questions.

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