leadership february 2010
DESCRIPTION
One-day training course in London for Directors and Senior Managers for a construction consultancy.TRANSCRIPT
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Leadership
by Fluid
February 2010
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Contents
3-4 Introduction to Fluid5-7 Disabled leaders8-9 Becoming a better leader10-11 Authentic leadership12-13 Exercise A14-15 Balancing act16-17 Upward leadership18-22 Implementing a leadership
development programme23-24 Seven failings of really useless
leaders25-26 Attributes of a top CEO27-28 Leading by example29-30 Six styles of leadership31-32 Collaborative leaders33-34 Engaging leadership35-36 Unlocking leadership potential37-39 Hiring leaders40-41 Building a leadership pipeline42-44 Looking after your leaders45-47 Good practice for leaders48-49 Exercise B50-51 Case studies52-53 Conclusion and questions
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Introduction
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Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
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Disabled leaders
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Disabled leaders 1 of 2
• Visible leadership showing that the organisation values difference and openness about hidden experiences of disability and health conditions
• Ensuring occupational health checks are not used to screen people unfairly out of jobs-never permit health checks before a provisional job offer, that way there can be no covert discrimination
• Supporting managers by giving them the full bank of reasonable adjustments and good management practices
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Disabled leaders 2 of 2
• Sharing with employees examples of adjustments others have found helpful
• Identifying and supporting talented disabled people, and ensuring their career development is tailored to their needs
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Becoming a better leader
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Becoming a better leader
• Know you team• Change your thinking• Reward appropriately• Manage performance• Employee behaviour• Manager’s observation• Behaviour reinforcement
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Authentic leadership
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Authentic leadership
• Do what they say, and practice what they preach
• Element of coherence• Comfort with self
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Exercise A
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Exercise A
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Balancing act
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Balancing act
• Knowing and showing yourself-enough• Taking personal risks• Reading and rewriting the context• Remaining authentic-but conforming
enough• Managing social distance• Communicating with care
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Upward leadership
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Upward leadership
• Understand the organisation and its constraints• Understand your boss• Build a real rapport• Link your ideas to business benefits• Deal with facts• Deliver solutions, not problems• Aim to work as a partnership• Listen• Stick to your guns
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Implementing a leadership
development programme
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Implementing a leadership development programme 1 of 4
• Define what you mean by leadership and what sort of leadership your organisation requires
• Look at the current behaviours of your management team and gauge where there are gaps or mismatches
• Aim to provide a safe yet challenging learning environment
• Recognise that leadership is about behaviours rather than tools and techniques
• If your programme is about development, make it clear there is not an assessment element to it as well
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Implementing a leadership development programme 2 of 4
• Know what you want to achieve, have a clear vision of the sort of leaders you want, and accept that leadership is not about one size fitting all
• Try to encourage people to invest fully-get them to turn off mobiles and log-off from emails
• Encourage an atmosphere of self-managed leaning, with participants making decisions about what will be the most useful thing for them to learn
• Use coaching, role-plays and scenarios to drive the message home, and don’t be afraid to experiment
• Look at how you are going to evaluate the programme’s success, perhaps combining anecdotal with statistical evidence
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Implementing a leadership development programme 3 of 4
• Begin with board, for top-level buy-in and participation is absolutely essential for the credibility and success of the programme
• Get help, because often you and your colleagues will be too close to the issues to recognise the solution, so it can be very useful to have an independent third party to facilitate your discussions
• Articulate your goals, values and behaviours in clear language that means something to the leaders in your organisation-avoid the temptation to speak in corporate jargon
• Ensure you have a mechanism to measure success• Provide post-event follow up
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EFFECTIVE METHODSAction learning360 degree feedbackCoachingMentoringClassroom-style learningFormal, external, accredited coursesPlacements/secondmentsBlended learningPsychometricsDevelopment reviews and appraisals
Implementing a leadership development programme 4 of 4
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Seven failings of really useless leaders
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Seven failings of really useless leaders
• Kill enthuisiasm• Kill emotion• Kill explanation• Kill engagement• Kill reward• Kill culture• Kill trust
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Attributes of a top CEO
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Attributes of a top CEO
• A track record or experience• Consistent growth of turnover or
shareholder value• Innovation and the ability to respond to
changing market conditions• A clear vision and the ability to carry
management with them• The ability to recognise and manage risk
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Leading by example
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Leading by example
• You don’t have a choice• Be strategic• Walk the talk• Be aware of symbolism• Show your tough side• Be visible• Validate• Broaden your audience
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Six styles of leadership
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Six styles of leadership
• Authoritative• Coaching• Democratic• Affiliative• Pacesetting• Coercive
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Collaborative leaders
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Collaborative leaders
• Have courage and act long term• Prepare for conflict• Invest in personal relationships• Continually develop interpersonal
leadership skills• Find the personal motivation
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Engaging leadership
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Engaging leadership
• Engaging stakeholders from the outset to shape the nature of the service
• Collective vision of good-quality service• Non-hierarchical teams• Supportive culture• Successful change management
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Unlocking leadership potential
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Unlocking leadership potential
• Allow it to roam• Don’t prevent people from doing things beyond
their brief• Ensure job descriptions don’t limit people• Encourage people to take on responsibilities
outside their normal remit• Encourage the building of broad and diverse
networks• Look for leaders who know how to develop the
leadership potential of others
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Hiring leaders
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Hiring leaders 1 of 2
• Customer service-focused companies should look for leaders who will empower their employees, actively demonstrate that they support the organisation’s values and act with integrity
• Organisations that focus on efficiency need leaders who will encourage employees to think for themselves and get involved in decision making
• Where organisations are based more on image, leaders should have the ability to build credibility both internally and externally
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Hiring leaders 2 of 2
• Leaders in innovative organisations should allow employees to take risks
• In organisations centred on quality, leaders should be concerned for the wellbeing of employees and encourage free exchange of information between different departments
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Building a leadership pipeline
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Building a leadership pipeline
• Define your leadership strategy and align it with business requirements
• Define your unique leadership success profile
• Assess the current and future pipeline of leadership talent
• Build and implement a systematic development process
• Measure progress along the way
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Looking after your leaders
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Looking after your leaders 1 of 2
• Encourage leaders to tackle issues of stress and low morale in your organisation
• Inspire leaders to create a culture of dignity and respect in the workplace, by actively defining and promoting positive working relationships
• Help the top team to lead by example and to follow the espoused values of the organisation by providing training
• Present networking opportunities where leaders can meet peers who can give them a different perspective about their role and the organisation
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Looking after your leaders 2 of 2
• Support leaders by providing an executive coach or mentor who can help them to build their self awareness, set better goals, identify their developmental needs, overcome their personal challenges and improve their effectiveness, decision-making, work relationships and creativity
• Help leaders unlock the talent within the organisation
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Good practice for leaders
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Good practice for leaders 1 of 2
• Show a clear understanding of the business drivers in the organisation
• Help the organisation add value and move up the value chain
• Establish a clear vision and strategy for people development
• Involve others and engage stakeholders in a transparent and open way
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Good practice for leaders 2 of 2
• Have a good overview of what is needed to advance in the long-term and also of the short-term priorities
• Use processes and techniques appropriately
• Apply metrics to demonstrate value• Understand the legacy that learners bring
with them and adjust their interventions accordingly
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Exercise B
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Exercise B
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Case studies
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Case studies
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Conclusion & Questions
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Conclusion
• Summary• Questions