leadership - changing perspectives & implications for practice - 18november2015

© 2015 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 1

18 November 2015

Sarah ColemanDirector, Business Evolution LtdFellow Association for Project Management & former NEDFellow Chartered Management Institute

Leadership:Changing perspectives & implications for practice

An opinion piece


Career start-up: software developer & business analyst working across industry sectors

Current: Consultant, educator, author, facilitator, coach,

mentor Shaping, designing, planning and delivering

business critical initiatives and change Across industry sectors in the UK and abroad Design and deliver learning and development

programmes Fellow of the Chartered Management Institute, the

Institute of Leadership & Management, the Institute of Consulting, the Association for Project Management

Guest speaker at conferences, seminars & business schools.


….. and why should I be interested?

what is project leadership?

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=KUbAfyvRIObjDM&tbnid=g8vhAZ4yjMlxMM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.savemarinwood.org%2F2013%2F02%2Ften-reasons-why-marinwood-village-plan.html&ei=42EjUuvWBOSf0QX3-4GgAw&psig=AFQjCNG65EluvHKdo0GTe7b0ODfrelqEyw&ust=1378136919963319


discuss:

Where do you find leadership within your organization?

What’s the difference between “leader” and “leadership”?

Which 3 words would you use to describe your own leadership style?

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=F1VSJFLjEH4G7M&tbnid=MPY0FGkw0ue-NM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.careersynergy.com%2Fglobal-media.html&ei=2ZX4UuHLGqms0QXetoHACw&bvm=bv.60983673,d.ZG4&psig=AFQjCNFp9wk044jNHrILI_9czIjRCdFuqA&ust=1392109392375205


Leading vs Managing

“Management is efficiency in climbing the ladder of success;

leadership determines whether the ladder is leaning against the right wall.”

Stephen R. Covey

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://scottrossonline.com/the-law-of-the-ladder-leadership-call-43/&ei=QG7XVLHkNKWi7AbSvoH4CA&bvm=bv.85464276,d.ZGU&psig=AFQjCNE7j9aXU-SnxIzsNy7KnUbrpSuxkg&ust=1423490986064313


getting to leadership ……

“ ….. to make the transition successfully, executives must navigate a tricky set of changes in their leadership focus and skills

….. seven seismic shifts. “

Specialist GeneralistAnalyst IntegratorTactician StrategistBricklayer ArchitectProblem solver Agenda setterWarrior DiplomatSupporting cast member Lead role.

“How Managers Become Leaders” Michael D. Watkins, Harvard Business Review, June 2012


visionary leadership …..

Source: Edward Monkton©

http://www.buy-fineart.com/buyfineart.asp?p=7629


http://www.airliners.net/photo/Germany---Air/Sikorsky-(VFW-Fokker)-CH-53G/2510860/


Eight Lookings overview

Looking outwards – The clientManaging the client, end user and external stakeholders (including suppliers and subcontractors) to ensure the project meets their expectations.

Looking upwards – The Executive BoardManaging your governance team to achieve organisational commitment and engagement.Wiring into

stakeholders

Looking externally – The client’s visionUnderstanding and aligning to the vision and strategy for the client and their stakeholders.

Looking internally – The organisation’s visionUnderstanding and aligning to the vision and strategy for the organisation and its stakeholders.

Achieving the vision

Looking forwards – The futurePlanning in order to ensure that the team sets realistic targets, and obtains appropriate resources to achieve those targets.

Looking backwards – The pastMonitoring progress with appropriate control systems, to ensure that the project meets its targets and the team learns from its mistakes.

Keeping on the ball

Looking downwards – The team’s performanceManaging the team to maximize their performance as individuals and collectively. Managing the visible and invisible, across disciplines, divisions, countries and cultures.

Looking inwards – My performanceManaging yourself, by reviewing your performance to ensure that your leadership is a positive contribution to the project.

Focussing on results

Source: Coleman & MacNicol, 2015


www.youtube.com/watch?v=fW8amMCVAJQ


resides with specific individuals

linked to & validated by formalized role, title, hierarchy

centralized, command & control

the “lone” hero unconscious bias? Models & theories: Max

Weber, Henry Fayol, Frederick Taylor, Elton Mayo, Douglas McGregor, etc.

traditional vs modern views of leadership …..


pragmatic, opportunistic, incremental dispersed throughout the organization leadership is not only left to the

designated leader social, collaborative leadership as a shared effort by more

than one person the roles of a leader and follower are

dynamic every manager needs elements of

leadership capability to be effective Models & theories: John Adair, Warren

Bennis, Charles Handy, John Kotter, Daniel Goleman, etc.

traditional vs modern views of leadership …..

Daniel GolemanWorld Economic Forum 2011


“no such thing as a born leader” …..

21st century successful leadership should be based on three traditions: Western, Eastern and tribal

Western tradition: the generic role of the leader & the qualities & skills neededEastern approach: a true leader has humility “you don't have to be a great extrovert or egotist, or have the charismatic presence people think are central to leadership. It is more self-effacing.”Tribal: integrity and moral soundness; leaders chosen & approved by their peers. “… a great emphasis on involving people in decisions, listening to them and consulting – something we often lose in the West."

John Adairwww.johnadair.co.ukChair of Leadership StudiesUnited Nations System Staff College

http://www.johnadair.co.uk/


emotional intelligence …..

the capacity for recognizing your own feelings & those of others; managing emotions well in ourselves & in our relationships

5 components: self-awareness, self-regulation, motivation, empathy, social skills. www.danielgoleman.info

core concept self-awareness: – having an accurate understanding of how you behave– how other people perceive you– recognizing how you respond to others– being sensitive to your feelings– intents & general communication style at any given moment– being able to accurately disclose this awareness to others.

http://www.danielgoleman.info/


IQ: 140 EQ: 0

http://www.time.com/time/covers/0,16641,19951002,00.html

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=etDbfH0yuClltM&tbnid=BqCSS1JGzsAJbM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.onislam.net%2Fenglish%2Ffamily%2Fyour-society%2Fself-development%2F450195-controlling-anger-an-islamic-approach.html&ei=8agMUo3KLqLV0QXepIGYAg&psig=AFQjCNEtGyIbNuy82ur7PN1OxIJHD3jw5A&ust=1376647793813794


“Leadership and learning are indispensable to each other"

A quote from the speech that John F. Kennedy prepared for delivery in Dallas, 22 November 1963

Which qualities (competencies, skills and behaviours) do you admire in leadership and believe are particularly useful?


Emphasizes the biological basis of behaviour, as well as that gained through life experience

Has identified:o how the human brain develops from in utero, through adolescence

to ageingo the relation between changes in the brain and behaviour, plasticity,

and cognitive developmento the diagnosis and treatment of disorders related to development.

Developmental neuroscience brings together a range of different approaches, including behavioural studies, genetics, neural circuits, computational modelling, imaging, cell biology and psychology.

“ …..provides insights into how our brains perceive, process and respond ….. so helping us to understand how we best learn, focus, and motivate ourselves and others.”

Professor Walsh, Institute of Cognitive Neuroscience, UCL

neuroscience …..


Source: www.chimpmanagement.com

Human: the conscious, thinking, analysing being that works with facts and truth and then makes deductions using logical thinking.

Chimp: an independent thinking brain that works with feelings and impressions and acts for us without our permission.

Computer: repository for information gained through knowledge & experience, and used for reference.

Emotional & Survival Thinking: Flight, fight, freezeReactive; right here, right now; immediateJumps to an opinionThinks in black & whiteParanoidCatastrophicIrrationalEmotive judgement.“What is my automatic reaction?”

Logical & Rational Thinking: Evidence basedIn context & with perspectiveShades of grey & balanced judgement“Have I seen this before? What choices do I have? What do I think about them? What is my preferred action?”


www.youtube.com/watch?v=StNCvT2-Z8o


what does this all mean for us as practitioners? Understanding the future? Understanding ourselves, our style preferences,

how we learn? How we support our teams in times of change and

uncertainty? Planning our future development & career? Taking action to achieve our aims? What support we need from our organization?


transition modelleaving behind the familiar & embracing the new

• Values: on the basis that what you value is what you focus on, you must change what you value about your individual contribution.

• Time: a shift in two dimensions is needed:- What you spend your time doing- Horizon you are looking over

• Skills: accept losing familiar skills, welcome the discomfort of learning new skills.

New skills

Enhanced

Delegated

Dropped

Existing

Source: Coleman & MacNicol, 2015


thank you …..

e: [email protected] w: www.businessevolution.com: +44 (0)7999 879870 t: +44 (0)1636 893716

http://uk.linkedin.com/in/sjcoleman @business_evolve

leadership - changing perspectives & implications for practice - 18november2015

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