Contemporary Scholars Conference Leadership Workshop · 2016-04-19 · Contemporary Scholars...
Transcript of Contemporary Scholars Conference Leadership Workshop · 2016-04-19 · Contemporary Scholars...
Contemporary Scholars ConferenceLeadershipWorkshop
Karen Brosnan 2013 ScholarAppian Point Consultants
Leadership Thinking and Reflection
What does Nuffield expect of me as a leader?
What do I expect of myself as a leader? (Behaviours/attitude)
What actions am I committing to?
What am I going to stop doing?
Agenda Introductions: what is self
leadership? Managing self through change Discussion on
challenges/opportunities facing the team
Personalities questionnaire Beliefs and expectations Team dynamics Stress management: inventory of
stressors
The only constant...
‘To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly.'
Bergson
The Why question...
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
Change happens for 2 reasons:
Piper Alpha disaster in the North Sea -the only survivors were those who leapt off the rig in defiance of instructionsand into the sea which was freezing cold and alight with oil. The burning platform forced a reappraisal of existing rules and the status quo.
Luck is what happens when preparation meets opportunity
Seneca circa 8AD
“It’s hard to detect good luck –it looks so much like something you’ve earned.”
Frank Clark
“The harder I practise the luckier I get”
Gary Player
Choosing our Attitude in the face of change.
“When the wind of Change blows
Some people build walls, Others build windmills”
Chinese proverb
Maximise chance opportunities Listen to lucky hunches Expect good fortune Turn bad fortune into good luck
Dr Richard Wiseman found lucky people use 4 basic principles:
Maximise Chance Opportunities
Low Scores
3 4 5 6 7 8
Medium Scores
9 10 11
High Scores
12 13 14 15
Build and maintain a strong network Have a relaxed attitude towards life Open to new experiences
Maximise Chance Opportunities
Listen to Lucky Hunches
Low Scores
2 3 4
Medium Scores
5 6 7
High Scores
8 9 10
Listen to gut feelings and hunches Take steps to boost your intuition
Listen to Lucky Hunches
Expect Good Fortune
Low Scores
0 - 35
Medium Scores
36 - 60
High Scores
61 - 80
Expect good luck to continue in the future
Attempt to achieve their goals, and persevere in the face of failure
Expect interactions with others to be lucky and successful
Expect Good Fortune
Turn Bad Fortune Into Good Luck
Low Scores
4 5 6 7 8 9 10
Medium Scores
11 12 13 14 15 16
High Scores
17 18 19 20
See the positive side of bad luck Convinced any ill-fortune will, in
the long run, work out for the best
Don’t dwell on ill-fortune Take constructive steps to
prevent more bad luck in the future
Turn Bad Fortune Into Good Luck
KUBLER-ROSS CHANGE CURVE
1 Shock
2 Denial
3Anger
4 Apathy
6 Optimistic
5 Experimenting
7 Normal
Purpose of Profiling
• Enhance self awareness and personal effectiveness• Foster mutual trust and understanding• Ensuring all team members to have a better
understanding of the natural talents of each team member
• Matching people to tasks• Building effective, balanced teams
Socrates on managing the mind
TUG “Is what I am thinking True, is it Useful to me, and does it make me feel Good?" If the answer to any of those was NO, or Not Sure, then just stop those thoughts in their tracks
Live a life of meaningViktor Frankl
In work (doing something significant), In love (caring for another person), In courage during difficult times. Frankl often refered to Friedrich Nietzsche's
words, "He who has a Why to live for can bear almost any How.“
Promoting a Coaching Culture“Coaching builds Awareness and Responsibility
Instruction lowers both” (Whitman 2010)
GROW Model: Goal: What do you want to achieve? Reality: What is happening now? Options/opportunity: What else could you do? Will/Wrap up: Precisely what will you do?
Qualities of New Leaders
Emotional Intelligence Coaching principles Wisdom before knowledge Intentionality and passion Whole system vision Agility and Resilience Authenticity and Humility Self-awareness, self-knowledge
Synthesis of CIPD conference 2010
Myths & Realities
Harmonious Group
No Conflict
People Like Teams
Teams are essential
Teamwork is a “soft” option
Diverse people
Conflict present
Many people are indifferent
Teams thrive on complexity
Teams are the most challenging option
Barriers to effective teams
Lack of agreement on objectives or unclear
Poor Decision Making Processes, killing commitment to action
No Agreement on Constraints or ignoring reality
Poor View of Team Members as a Resource
Team MaturityForming Storming Norming Performing
Defining goalsConfusionFeeling out othersAgreeing working Simple tasks
Ritual Sniff
Individual agendaCliques formedHigh FunctionalfocusTensionLeaderships struggle
Functional
ConsensusStandards setClear GoalsMultitaskCo-operative
Multitask & Role
High levels ofcreativity based onTrust & RespectFeelings openly sharedVery responsiveBreakthrough performances
Mature
D Driver/ Task
• Tendency to alter the environment in a way which will achieve well thought goals
• Seen as self assured and driven• Sometimes oblivious to other’s feelings• On a track of their own• When their vision is shared, they are seen as
heros and leaders who meet challenges with courage
• Can withstand greater stress levels• Planned. Defined goals and results• Can be: Arrogant, egotistical, impatient,
insensitive. Needs it done NOW!
A Analytical
• Attention to detail• Avoids being influenced by
environment and others• Alert to potential dangers or
inconsistencies• Avoids emotional intensity and
unpredictability• Needs intimacy as trust in others isn’t easily
attained• Logical analysis and correct performance
of tasks – needs to be right• Interest in fine arts• Logical, linear, micro focus• Resists change, slow decision maker
C Ideas• Intuitively explore the environment and
interact with it to assess outcome• Spontaneous exploration and expression of
ideas and feelings• Attempt to influence others though the creative
media of speaking, writing, dance, art or music.• Sell: selves, ideas, products which they believe
will be helpful, needs to be helpful & to entertain• They will go out of their way to help others
because they believe in the value of people• Intuitive and creative in their way of functioning• Macro focus
B Amiable• Strong tendency to adapt to people and
surroundings in order to promote harmony and comfort for self and others.
• Practical, friendly and naturally warm manner
• Desire to support others in order to gain a sense of validation and approval
• Logical and intuitive (balance)• Stubborn if challenged• Amiable, harmony - needs to be loved• Indirect, passive, takes things personally
Improving communication
DriverNeeds:• Bottom line focus• No soft stuff • To the point.
AnalyticalNeeds:• Communication in writing• Time to reflect• Evidence of effectiveness
IdeasNeeds:HumourStoriesTo be ‘sold’ ideas in terms of network/other players
AmiableNeeds:Social engagement; ‘cup of tea’RespectIdentification of how other people will be impacted
Belbin’s Team Roles
TASKANALYSIS
PEOPLE
IDEAS
Shaper
IMP
CF
ME
Co-orRI
Plant TW
Summary Characteristics
Potential Strengths Allowable WeaknessesShaper Dynamic, outgoing, highlystrung. Challenges, pressurizes, Finds ways round obstacles.
Prone to provocation andShort - lived bursts of temper.
Implementer Disciplined, reliable,conservative and efficient. Turns ideas into practical actions.
Somewhat inflexible, slow torespond to new possibilities.
Monitor Evaluator Sober, strategic and discerning. Sees all options. Judges accurately.
Lacks drive and ability to inspireothers.
Summary Characteristics
Potential Strengths Allowable WeaknessesCompleter Finisher Conscientious, anxious, Painstaking. Searches out errors andomissions. Delivers on time.
Inclined to worry unduly.Reluctant to delegate.
Coordinator Mature, confidentand trusting. A good chairman. Clarifies goals, promotes decision-making.
Not necessarily the most creative member of a group.
Teamworker Social, perceptive, mild,and accommodating. Listens, builds,averts friction.
Can be indecisive in crunch situations
Summary characteristics
Potential Strengths Allowable WeaknessesResource InvestigatorExtrovert, enthusiastic, communicative. Exploresopportunities. Develops contacts
Looses interest once initialenthusiasm has passed.
Plant Independent, clever, original, highly creative, imaginative,unorthodox. Solves difficult problems
. Can be weak in communicating and listening. Needs praise
PESTLE
Political Economic Social Technological Legislative Environmental
Thank You
Questions?