lcd networking event your role as a leader of place · you’re too comfortable, you’re not...
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Your role as a leader of place
Dr Rob WorrallEnabler
9th November 2019Tullamore Court Hotel, Tullamore
LCD Networking Event
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Who am I?
• Enabler - working with leaders across Ireland, UK and internationally building their individual and collective capability of leaders to collaborate more effectively to achieve collective impact
• Passionate about the transformational power of place-based leadership development on people, places and problems
• Starting from what we have and where we are so that Innovators (like you) can reach their true potential
• Embracing complexity/messiness – working with the world as it is –getting it to how we would like it to be
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Productive Discomfort
In a standing position- Fold your arms one way, then the other (don’t stop)
Find a partner
-Share how it feels
- Discuss why?
Form a larger group-Fold and unfold in time with each other
- Discuss how you -are feeling now
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“We need a place of productive discomfort … if
you’re too comfortable, you’re not productive. And if you’re
too uncomfortable, you’re not productive. Like Goldilocks, we can’t be too hot or too
cold.”
Daniel H. Pink, author of “Drive: The Surprising Truth About What Motivates Us” (Riverhead, 2009).
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Place-based leadership development involves cross sector groups of leaders
sharing knowledge, developing relationships and building collective leadership capability across a local
authority area.
{Worrall, R. (2015). Illuminating the Way: An Emergent Theory of Place-Based Leadership Development, Doctoral Thesis, Anglia Ruskin University,
Cambridge, UK}
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Leader Development
Intrapersonal
Leadership Development
Interpersonal
And then from the
outside looking in how
this identity is perceived to
influences their leadership
in their interaction with
others.
This involves getting people
from the inside looking
out to reflect on how their
experiences have shaped
their values, behaviours,
attitudes and ultimately
their identity as a person, a
professional and a leader.
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What types of challenges are we facing at the local
level?
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Commander
Manager
Collaborator/Enabler/Change
Agent
Critical
Tame
Wicked/Adaptive
Increasing uncertaintyabout solution to the problem
Increasing requirementfor collaborative approach
Provide answer
Organize process
Ask Questions
Force Control Influence
{Adapted from Grint, 2005}
Types of Problems
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Why do some places seem to be more effective at
addressing the challenges they face?
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Case Study A
Worcestershire
Case Study B
Leicestershire
Case Study C –
Suffolk
Mainly Rural shire county (small
city and towns)
Two tier local government
system
Participants from public,
private and third sectors
Senior leaders (including
politicians)
High levels of prosperity/
Pockets of deprivation
Independent facilitation
Rural county/Unitary city (large
city and towns)
Two tier (but unitary city)
Mainly public sector (limited
third sector)
Emerging Leaders
No politicians
Academic element - delivered
by a Higher Education
Institution
Medium Prosperity/Significant
areas of deprivation
Rural and urban county (large
town)
Two tier
Public and not for profit
Senior Leaders
No politicians
Independent facilitation
High levels of prosperity
Pockets of deprivation
A Story of Three County Collaboratives
{Source: Worrall, R. (2014). Illuminating the Way: Towards an Emergent Theory of Place-Based Leadership Development, Paper presented at the Doctoral Colloquium, British Academy of Management, Ulster University, Belfast, 8 September. }
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Exploratory Research informing Practice
Developing initial Place-Based Leadership
Development (P-BLD) Framework (from literature (theory) and experience(A)
Testing out initial P-BLD against people’s lived
experience (75 in-depth interviews
Emergence of a more complex P-BLD
Approach
{Source: Worrall, R. (2015). Illuminating the Way: An Emergent Theory of Place-Based Leadership Development. Doctoral Thesis, Anglia Ruskin University, Cambridge, UK. https://arro.anglia.ac.uk/700620/6/Worrall_2015.pdf
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And after working with some very different places…..
Cuilapa, Dept of Santa Rosa, Guatemala
Mbale, Uganda
Nakuru and Naivasha Muncipalities, Kenya
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{Kania, J., & Kramer., J. (2011). Collective Impact, Stanford Social
Innovation Review, Winter, 36-41}
“a solution embodied in
a single
organization/sector
with the hope that most
effective organizations
will grow or replicate to
extend their impact
more widely”
Isolated Impact Collective Impact
“there is scant evidence that isolated initiatives are the best way to solve many social problems in today’s complex and interdependent world…”
vs.
{Kania, J., Hanleybrown, F., Splansky Juster, J. (2014).
Essential Mindset Shifts for Collective Impact, Stanford
Social Innovation Review, Fall 2-5}
The commitment of a
group of important
actors from different
sectors to a common
agenda for solving a
specific social
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Place-based innovation
{Hambleton et al. (2013). Public Sector Innovation and Local Leadership in the UK and the Netherlands. York: Joseph Rowntree Foundation, June.}
potential zones of innovation
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What is your role?
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You as a leader?
Being – who you are? Beliefs &
Values
Knowing/Thinking
Experience Education
Doing –
skills & competencies
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What are yourmain sources of
power?
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Personal (influence)
Positional Resources
What is the
most effective?
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Influence is a more sustainable form of power. It does not require formal authority/power, but does require trust and good relationships.
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Behaviours bring values to life
People demonstrate and model their values in action in their
personal work and social behaviours, decision making,
contribution, and interpersonal interaction
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And… how do we start?
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It starts with you and your MINDSET!
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“What does effective collaboration require of you,
and more specifically your mindset?”
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Four essential elements of a collaborative mindset
Collaborative
Mindset
We/not I
Sharing information
and outcomes
Build trust and have
faith
Communicate Frequently and
openly
Simoons, P. (2017). The Four Essential Elements of a Collaborative Mindset https://www.petersimoons.com/2017/03/four-elements-
collaborative-mindset/
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Who is involved?
(attitude)
Getting the right eyes on the
problemHow progress happens?
(purpose)
Adaptive >Technical
Engage in continuous learning and adaptation – feedback
loops
Resources, innovations = rapid learning
How people work together? (values)
Relation > Rational
Speed of trust & Diffusion
Kania, J., Hanleybrown, F., Splansky Juster, J. (2014). Essential Mindset Shifts for Collective Impact, Stanford Social Innovation Review, Fall 2-5}
Essential Mindset Shifts
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{Blanchard, K., Ripley, J. & Parisi-Carew, E. (2015). Collaboration Begins with You: Be a Silo Buster London: Pengiun Random House}
..end result is worked out among
all of the participants
Leadership of the Process
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Leader Presence
Communication
-
Active Listening
Seek to Understand then be understood
Choose language carefully
Being-
Give people your full attention and
focus
Assumptions –
Suspend Judgment
Be open to being challenged
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If your leadership was a song… what would it be?
And why?
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