Leadership Excellence Roundtable Event Leadership Roundtable handouts.… · Values Exercise 10...

Leadership Excellence – Roundtable Event

Two-Day Enterprise

Workshop

• An Interactive working

session coupled with

outstanding speakers

• Creating compelling

visions that can inspire

a generation

•Examining innovative

enterprise models and

approaches

•Discussing

transformational

strategies for growth

• Creating a guiding

coalition for change

Live Case Study

Day

Visit and meet two

contrasting yet

successful social

enterprises

See success in action

Explore and share

new ideas with leaders

who have a track

record of success

Work together in a

facilitated session to

resolve current

challenges

One-Day

Roundtable

Leadership

Excellence

Authentic debate and

consideration about

leadership excellence

Inspiring social

enterprise leaders

share their insights

Self- discovery work

sessions that will

support the coaching

session

Understanding of

different leadership

styles, traits and

behaviours

Peer-to-Peer

Learning Event

•Discuss real life issues

and develop a wide

reaching network of

peers

•Explore a range of

peer-to-peer learning

and networking

opportunities

•Work together to

tackle larger issues and

change bigger agendas

•Create on-line

networks and groups

that exist beyond the

programme

On-line Templates and Toolkits, Personal Development Planning and One-to-One Coaching

Overview of the Programme

2

What is the most pertinent leadership lesson to come out of the programme so far for you?

© 2011 Real Organisation “All rights reserved”

Real Partners Community Interest Company Registration No: 7178832

Structure for the Day


Real Partners Community Interest Company Registration No: 7178832 11/4/2011

Modern Leaders

4

Talent Developer

Change Facilitator

Visionary Crusader

Enterprise Organiser

Expert Negotiator

Ideas Generator



What is emotional intelligence?

Psychologist Daniel Goleman describes EI as "abilities such as being able to motivate oneself and persist in

the face of frustrations; to control impulse and delay gratification; to regulate one's moods and keep

distress from swamping the ability to think; to empathise and to hope.“

He also uses another interesting term to describe EI, "character.“

Goleman's definition seems to be an all-encompassing view that covers traits, values, personality,

motivation, and character. In fact, he almost defines it as everything that is not "IQ."

5



Self Awareness

Who are we



Why look at self?

Who I am as a leader?

What shapes & limits?



observable

invisible

Results; what I achieve

Actions & behaviours;

What we say/don‟t say

Do/don‟t do

Decisions made, assumptions,

fears & concerns, feelings, values,

hopes & dreams

Beliefs

7



Who are we?

Outside influences

Value and

Beliefs

8



How do you view the world?

9

What are your values, beliefs and assumptions?



Values Exercise

10

First, read the list of values below and place a tick against all the ones that are important to

you personally – they can be values which relate to your working life or you can consider

them as ones important to you in your wider life.

Second, re-read all the values you have ticked and decide your „top 10.‟ Finally eliminate 4

from your top 10 leaving you with the 6 values that are most important to you.

Achievement

Advancement and

Promotion

Adventure

Affection

Arts

Authority

Change and variety

Close Relationships

Community

Competence

Competition

Co-operation

Nationality

Creativity

Decisiveness

Ecological issues

Economic security

Effectiveness

Efficiency

Ethical practice

Excellence

Excitement

Expertise

Fame

Fast living

Fast paced work

Friendships

Growth

Family life

Helping other

people

Helping society

Honesty

Independence

Influencing others

Inner harmony

Integrity

Intellectual status

Involvement

Job security

Knowledge

Leadership

Learning

Location

Love

Loyalty

Market position

Meaningful work

Merit

Money

Nature

Order

Stability

Full use of potential

Tough problems

Financial gain

Physical challenge

Pleasure

Power and Privacy

Public service

Purity

Quality of work

Quality relationships

Recognition

Respect

Religious belief

Reputation

Responsibility

Security

Self respect

Serenity

Sophistication

Stability

Status

Supervising others

Time freedom

Truth

Wealth

Wisdom

Work hard

Work with others

Working alone

Write each of the values on a slip of paper, now you are ready to trade.



Impact on you as a leader

11

• What strengths do these core values give you as a leader – how do you use them?

• What does this mean for you in terms of an Achilles heel? What are your blind spots? And

how does this impact you as a leader?



Disclosure – important for trust

• Inspiring leaders seek feedback and use disclosure to build bond of trusts with

people.

• Working with pairs/ threes ask:

• What did you first think of me?

• Has that impression changed as you have got to know me?

• Share something that will give a deeper insight in to who you really are.

• How easy/hard did you find that exercise?

12



Social Awareness

Group Cultures and Social Norms



Group Cultures - Social Awareness

• Quadrant 2 is all about recognition of others

• Describe all of the important people and groups that you are involved with as a leader (i.e. your

stakeholders) ?

• A key stakeholder could be a member of more than one group (i.e. team member and union rep

/ community spokesperson and a service user)

14



How Group Cultures Evolve - Johnson‟s Cultural Web

Stories and

Myths

Symbols

Power

structures

Control

systems

Rituals and

routines

The Paradigm

Stories and

Myths

Stories and

Myths

Symbols Symbols

Power

structures

Power

structures

Control

systems

Control

systems

Rituals and

routines

Rituals and

routines

The Paradigm The Paradigm

Group Culture: Whatever the paradigm,

we find ways to support this in what we

see and what we hear.

Blame Culture Openness

Culture

Accusation Opinion

Threat Encouragement

“You didn’t do that so

well”

“I really hope you can

do better next time”

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Group Cultures

• Under each stakeholder group discuss what are the key characteristics of that

group – explore the stories and myths and ritual and routines that dominate

the group?

• What impact do they have as group on what you want to achieve / what

challenges do they provide you with?

• How do different groups that you work with respond to each other?

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How unhealthy large group cultures come about

Creation and implementation of a very

successful business model and strategy

Emerging dominant position in

their markets

Success and scale for the

organisation

Managers, not leaders, are

hired to cope with the

growing bureaucracy – as

they become executives

they often prevent emerging

leaders from becoming

executives

Pressures on managers

comes internally, building

and staffing the

bureaucracy. External

constituencies are less

focussed on

Managers begin to believe

they are the best and that

their idiosyncratic traditions

are highly superior. They may

become overconfident,

inflexible and unchangeable by

leaders

A strong and often arrogant culture develops – Customers and

stakeholders are not so valued. Insular behaviour prevails and leadership is

not valued. Initiative and innovation is stifled and centralised bureaucratic

behaviours exists.

17



There are three basic kinds of group cultures favoured by

organisation to enhance long-term performance

1. Strong cultures

2. Strategically appropriate cultures

3. Adaptive cultures

18

• Roots run deep

• Even changes to CEO will not to dramatically

effect the culture

• Shared values or creed/mission statement

• Can create unusual levels of motivation,

commitment and loyalty

• Provide structure and controls without

relying on bureaucracy

• Employees have a great sense of belonging

• Roots run deep

• Even changes to CEO will not to dramatically

effect the culture

• Shared values or creed/mission statement

• Can create unusual levels of motivation,

commitment and loyalty

• Provide structure and controls without

relying on bureaucracy

• Employees have a great sense of belonging

• Strong culture is only as successful as its

direction and its behaviours

• In strong cultures there is a dependency on

the leaders

• Strong cultures may develop an unchanging

mythology about the competency

requirements of high-performing managers

• Often are simplistic and unable to respond to

change

• Strong culture is only as successful as its

direction and its behaviours

• In strong cultures there is a dependency on

the leaders

• Strong cultures may develop an unchanging

mythology about the competency

requirements of high-performing managers

• Often are simplistic and unable to respond to

change

1. Strong Culture

Benefits Risks

• Key concept employed is “fit”

• No one generically strong culture

• Content (i.e values and behaviours) are as

important as strength

• Matches with the objective conditions of

industry addressed by the strategy

• Enhanced long-term economic performance

particularly in stable industries

• Key concept employed is “fit”

• No one generically strong culture

• Content (i.e values and behaviours) are as

important as strength

• Matches with the objective conditions of

industry addressed by the strategy

• Enhanced long-term economic performance

particularly in stable industries

2. Strategically Appropriate Culture

Benefits Risks

• “fit” is eroded as the environment of an

industry changes

• Economic events may have to threaten very

existence to prompt cultural change

• Culture change linked to strategy can happen

at a pace which seriously effects economic

performance

• Performance may be short-term

• “fit” is eroded as the environment of an

industry changes

• Economic events may have to threaten very

existence to prompt cultural change

• Culture change linked to strategy can happen

at a pace which seriously effects economic

performance

• Performance may be short-term

• Anticipates and adapts to

environmental/industry changes

• Proactive, innovative and supportive of

change

• Shared feeling of confidence and “can-do”

• Supports the creation of new ideas and

innovation

• Matches the objective conditions of a

competitive environment

• Anticipates and adapts to

environmental/industry changes

• Proactive, innovative and supportive of

change

• Shared feeling of confidence and “can-do”

• Supports the creation of new ideas and

innovation

• Matches the objective conditions of a

competitive environment

3. Adaptive Cultures

Benefits Risks

• Will involve risk-taking

• Requires high levels of trust

• Can result in change for change sake

• Continual adaptation of culture will only result

in enhanced performance if leadership strongly

care equally about the legitimate interests of

stakeholders, customers and employees.

• Will involve risk-taking

• Requires high levels of trust

• Can result in change for change sake

• Continual adaptation of culture will only result

in enhanced performance if leadership strongly

care equally about the legitimate interests of

stakeholders, customers and employees.



Group Cultures and Norms

• How can you use this information to create better decisions and drive your

organisation forward?

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Self Management

Adapting Leadership Styles



Meet the Leaders

21

Karen Lowthrop is Chief Executive Officer and co-founder of Hill Holt

Wood, an internationally renowned environmental social enterprise. Hill

Holt Wood is a community-owned business that illustrates how to use

woodland resources to affect rural regeneration and create a sustainable

local economy.

As a former “high-flying” representative of a major drug company, Karen‟s

early business life was driven by stock performance and the “bottom-line”.

Her road to Damascus occurred when she met her future husband

(entrepreneur Nigel Lowthrop) and realised that her passion and drive

could be better focused on those in greater need. Out of that desire, Hill

Holt Wood was born. They bought the wood in 1995 and after developing

the business model, they passed control to the local community in 2002.

In 2009 Karen was awarded the High Sherriff's award for community

service. The business has won many national and international awards for

both their innovative approach to managing woodland and for their

pioneering eco-design building projects. Karen is a fellow of the Royal

Society for the encouragement of Arts, Manufactures and Commerce, a

Social Enterprise Ambassador and Director of Social Enterprise Coalition.

Colin Crooks has a successful track record as a sole trader, consultant

and award winning social entrepreneur.

Colin successfully ran Green-Works, a leading social enterprise and

registered charity dedicated to the reuse, re-manufacture and recycling of

redundant office furniture. Colin founded Green-Works with minimum

resource in 2000. It now turns over £2m and employs more than 80

people directly and indirectly, helping to fulfill one of the company‟s social

aims. Green-Works has recently been awarded the prestigious Queen‟s

Award for Enterprise 2008 - Sustainable Development. Current projects

also include donations to Africa for schools, hospitals and local facilities

helping to redevelop many war-torn communities.

Colin‟s first business was Papercycle, a successful commercial paper

recycling business which he set up and ran for five years, employing up to

fifteen people, primarily long term unemployed and ex-offenders. In 1994

he founded a consultancy called 3Re to provide waste auditing services in

the business sector.

Colin has also been the Chief Executive of the Renew Trust, a second tier

not-for-profit organisation setting up projects that provide training and

employment in white goods refurbishment. As a local councilor, 1998 –

2002 Colin was closely involved in agreeing the waste strategy for the

western Riverside Waste Authority for the period to 2020. He is a

member of the Chartered Institute of Waste Management and has an MSc

in Environmental Conservation.



Key Leadership Styles Developing Balance and Flexibility

authoritative authoritative

coaching coaching coercive coercive

affiliative affiliative pacesetting pacesetting

democratic democratic Mobilises people

towards a vision

Develops people and

teams for the future

Demands immediate

compliance

Sets high performance

standards

Creates harmony and

builds emotional bonds

within teams

Forges consensus

through participation

22



Relationship Management

Building Bridges

Impact and Influence



Ladder of Engagement

24

To: Co-creating direction and

strategy, aligning people, motivating

and inspiring.

From: Managing, organising,

resourcing, controlling and problem

solving .

Partnering

Collaborating

Involving

Consulting

Informing



Leadership actions to influence changes in behaviours

• Develop a shared vision and engage everyone is this process

• Simplify process, systems and policies

• Leaders always role model and communicate why new behaviour is needed

• Openly endorse and support new ideas and activities proposed by others

• Change specific roles description or the criteria by which people are recruited and

promoted

• Leaders need to be consistent and patient

– Behavioural norms will begin to change to be more like the new vision and the

strategies

– Shared values will begin to change to be more like the new vision and the new

strategies

25



Relationship Management

• Using the learnings from today, discuss how you would will build stronger

partnerships and relationship.

• What your strategies and approaches will be?

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Leadership Excellence Roundtable Event Leadership Roundtable handouts.… · Values Exercise 10...

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