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Values at the heart of leadership

Values at the heart of leadership. National Association of Police Fleet Managers – 3 June 2014 Justin Featherstone MC FRGS. Distributed and Shared Leadership.

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Values at the heart of leadership

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  1. Values at the heart of leadership National Association of Police Fleet Managers – 3 June 2014 Justin Featherstone MC FRGS

  2. Distributed and Shared Leadership • Is a systemic view of leadership in which a greater number of people are involved in leading within their organisation a more resilient and sustainable model? • What part do values play in this model?

  3. “Leadership is the art of accomplishing more than the science of management says is possible.” • Colin Powell from The Powell Principlesby Oren Harari, 2003

  4. Major General Sir John ‘Shan’ Winthrop HackettGCB CBE DSO (Bar) MC • “The whole pattern of life of the professional man-at-arms is designed in a deliberate effort to foster moral values, not just because they are morally desirable in themselves, but because they are essential to military efficiency.”

  5. What are your values? • What are your top 6 personal values? • What are the top 6 values of your police force as you experience them? • When last did you demonstrate one of these in difficult circumstances?

  6. Learning (operational) Zones

  7. The Leadership Challenge: The Five Practices of Exemplary Leadership* • Model the way • Inspire a shared vision • Challenge the process • Enable others to act • Encourage the heart *Kouzes & Posner, 1987 & 2012

  8. What in your view is military leadership?

  9. Core Values – the moral glue • British Army’s core values: • Selfless Commitment • Courage • Discipline • Integrity • Loyalty • Respect for Others

  10. Case Study 1 - When values meet reality

  11. Reflections

  12. CIMIC House – the environment • The most attacked British Unit since the Korean War (The Times, Stephen Grey). • The longest continued defence of a static location by a British Unit since World War 2.

  13. Tactical environment • 309 Mortar attacks (760 Rounds). • 595 Rounds over 5-28 Aug 04. • 6 x 107mm Rocket attacks. • 62 x RPG 7 attacks. • 88 major contacts against patrols. • 100+ against Cimic House over 5-28 Aug. • 14 Casualties (48 in 1PWRR BG) – 4 Combat Stress in Y Coy.

  14. Maintaining high performance • Values must be real, relevant and practised • Empathy and authenticity. • Trust. • “Drink more tea.” • A single Y Company family. • All valued and valuable.

  15. Combat – Encourage The Heart • Exhilarating, enervating, roller-coaster. • Most extreme environment possible. • Crossing the Rubicon.

  16. The Medhi Army uprising 5 – 28 Aug 2004

  17. Sustaining high performance • Humanity – the emotional landscape. • Clarity in chaos – linking individual contribution to the collective effort. • Stress. • The small things count.

  18. Coming home • Sustaining the values. • Supporting the family. • Maintaining the identity.

  19. Discussion 1: AC130 Spectre Strike • Yesterday you called in an airstrike on an insurgent mortar position. The strike was successful but 3 civilians were killed when the mortar ammunition exploded (one baby, one old man and a woman). • Divisional HQ legal tell you that you may not apologise or admit responsibility/liability before they have investigated the case fully, which might take weeks. • Sharia law dictates reparations must be made within 2 weeks to avoid a blood feud and the local population wish to meet you. • What will you do? • Use your values list and that of the British Army to support your decision.

  20. A sniper’s tale – doing the right thing? Discussion

  21. Case study 2 – owning the values

  22. What does a great leader look and sound like? • What does a great team look like? • Can values be consistently upheld in new teams facing unfamiliar territory?

  23. Case Study 2: Inspiring a Shared Vision – Ecuador 2007

  24. Ecuador

  25. Values in action • Capability not disability • We will understand each other’s function and not focus on dysfunction • One voice at a time and everyone’s opinion to be heard and valued • We will support each other all of the time • We will challenge others when our values are not being upheld

  26. Beyond Boundaries 3

  27. Case Study 2 - discussion • What has happened and why has this situation occurred? • What might Julie and the rest of the team have done to reduce the likelihood of this situation occurring? • What lessons from the whole case study might transfer to your environments?

  28. Ethical Leadership principles (Northouse, P., 2010) Serves others

  29. “Leaders honour their core values, but they are flexible in how they execute them.” • Colin Luther Powell

  30. What place have values in supporting operational effectiveness?

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