· web viewthe overall aim of these workouts is to bring participants together to reflect on and...

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Me whakaaro rangatiraThink like a leader

Facilitator pre-Workout checklist

Aim of this Workout

The overall aim of these Workouts is to bring participants together to reflect on and deepen the learnings from the development and action guides. They also provide participants with the opportunity to work with other new people leaders to consolidate their understanding of how leaders can connect effectively with their teams.

Learning outcomes Mindset development priority

In order to achieve the development priority of MINDSET – TE TIROHANGA, participants will need to be able to:

1. articulate the key differences between the team member’s and the people leader’s roles2. identify their own leadership style3. articulate the pros and cons of each leadership style, and when to use each style4. identify their personal leadership values and how these values will guide them.

As a leader, I understand that people will look up to me and treat me differently. I always act in a way that shows I represent the organisation.

Resources A large bag of coloured boiled sweets Flip-chart paper and markers, sticky notes, A4 paper or a large roll of

brown paper for the advice activity Projector or TV, speakers, laptop for video viewings Whiteboard and markers

Advice from within the New Zealand public service | LDC

www.ldc.govt.nz/resources-2/videos/FilterForm?Category=1&action_doFilter=Go

Display advice from previous participants around the room (if available). Mindset, Motivation and Leadership | Carol Dweck www.youtube.com/watch?v=yYknuaoIdME

Drinks with Hogan: Identity vs Reputation | Rebecca Millerwww.youtube.com/watch?v=YqhZpxeVVzQ

Wayfinding Leadership | Chellie Spiller www.youtube.com/watch?v=d1-gmU04jhs&feature=youtu.be

Preparation

1. Ensure you have an internet connection for the videos and, if possible, queue them before you start the session. 2. Ensure you have worked through the guide and have organised any resources that are required.3. Buy a large bag of coloured boiled sweets (like the kind that are dished out on aeroplanes).

FACILITATOR WORKOUT GUIDE: MINDSET| TE TIROHANGA 1

http://www.youtube.com/watch?v=d1-gmU04jhs&feature=youtu.be

http://www.youtube.com/watch?v=YqhZpxeVVzQ

http://www.youtube.com/watch?v=yYknuaoIdME

http://www.ldc.govt.nz/resources-2/videos/FilterForm?Category=1&action_doFilter=Go

Activity Detail Facilitator notes/resources Timing

Introductions Say: Kia ora. Tēnā koutou. Ko (Name) ahau. Welcome to the Mindset – Te tirohanga Workout.

Share one or two things that you think you will have in common with the participants, eg, you have also been a leader; you have also worked in government.

Say: Now I would like you to introduce (or re-introduce) yourselves to each other. Share your name/role/organisation and how long you have been a people leader. If you are comfortable and would like to practise, we would be excited for you to share your mihi.

5 min

Housekeeping Say: Now that we have all met, let’s quickly run through the housekeeping.

Ensure you cover:

location of bathrooms. emergency procedures any relevant site-specific information.

Group expectations

Say: Let’s spend a few minutes setting expectations and protocols for how we will work together in the Workout. Who would like to make the first suggestion?

Note down on the flip chart any protocols and expectations, such as being on time, phone etiquette, etc.

Group expectations (notes for facilitator)If this going to be a consistent group, it is worth spending time on this aspect so that the points can be revisited in future Workouts.

If this group will only be attending this particular Workout together, use your discretion around setting a few expectations about how the group should work together, eg, participation, confidentiality, timeliness. Or, you might encourage the group to provide some expectations of their own.

You can do the “housekeeping” before the introductions if you wish.

10 min

Overview Say: Let’s have a look at what we are covering in this Workout. Refer to PP slide 2. 2 min



Walk through slide 2, signposting what is to come.

Ask: Has anybody got any questions about what we will be covering today?

Ice breaker (optional)

Use an icebreaker if you have time and feel it will add benefit, eg, if the participants are not familiar with each other.

Say: OK, let’s get to know each other a little bit better.

Lolly activity – instructions

1. Pass around a bowl of coloured lollies.2. Ask everyone to take as many as they like (at least 1) but not to eat of them (yet).3. Reveal a list of pre-written questions relating to a sweet colour that each person must answer,

depending on the sweets they have chosen. 4. Ask each person the question that corresponds to the colour of the sweet they chose.

Examples questions

Red: What’s your favourite book?Orange: What’s your favourite holiday spot?Green: What’s your TV guilty pleasure?Yellow: What’s your favourite food?White: Tell us something interesting about yourself.

Refer to PP slide 3.

You will need coloured lollies and bowl.

Context Say: The overall aim of this Workout is to bring participants together to reflect on and deepen the learnings from the development and action guide. It also gives you the chance to work with other new people leaders to consolidate your understanding of how to connect effectively with your team.

Say: The transition from being a team member or individual contributor to a people leader is the most difficult of all leadership transitions and often requires the biggest shift in mindset. This is especially true when leading a team who were previously your colleagues. Being a people leader will require a completely different skillset, and mindset, to the one you developed while being a team member.

Say: We are going to discuss the challenges and successes you have experienced so far and explore how successful people leaders have developed the appropriate mindset to become great leaders.

Say: As a new people leader, you will need to focus on 7 development priorities (Mindset,

5 min



Context continued

Connect, Purpose, Achieve, Feedback, Develop, and Processes). These priorities build on leadership characteristics and come from the Leadership Success Profile (LSP).

Say: There are development and action guides for each of the development priorities, and you can choose to do each one as a standalone or in combination with a facilitator-led Workout like this one.

Processes does not have a Workout or form part of a programme. It has a guide, and that guide covers more general day-to-day details that you need to know as a people leader.

Say: The 7 development priorities cover the key things that new people leaders should concentrate on first.

Mindset: We need to think about what it means to be a leader and challenge our current mindset, habits, and behaviours.

Connect: We need to connect with our staff personally and create a climate where their diversity of thought is encouraged.

Purpose: We need to connect our people with the organisation’s vision and give them purpose; we must be clear on our expectations around “how we work” and what we all are responsible for doing so each team member knows the contribution they are making / the value they are adding.

Achieve: We need to empower others to achieve through effective planning, prioritisation, and delegation of work.

Feedback: We need to get good at giving feedback to improve/enhance performance.

Develop: We need to help our people grow individually to advance as they desire and/or the organisation needs.




Processes: We need to complete our management responsibilities, which can be confusing and time consuming for a new people leader. Processes vary but generally include finance, HR, procurement, and technology.

Say: During this Workout, we will focus on the first development priority Mindset – Te tirohanga. To be successful in your new role, you need to make the following shift.

Ask: Before we begin discussing individual sections of the guides in more detail, I’m interested in knowing how you got on doing the tasks?

What stood out to you the most?


Transition from team member to new people leader

Say: I want you to work with the person beside you or with your table and share some of the challenges you have faced personally in the transition from team member to new people leader.

Expect responses along these lines:

Colleagues treat me differently. I feel like I should know all the answers. I used to be one of the team, and now I’m on the outside. I produce less work than I used to. The skills required are different.

Ask: What challenges did you come up with? Who would like to share first? (Discuss as a group).

25 min



Poster activity

Fix two large sheets of flip-chart paper, labelled “Team member” and “People leader”, onto the wall.

Say: Think about what it means to be a team member (TM) in your team, and what it is like to be a people leader (PL) in the team. Think about both challenges and enjoyable things. Take a few minutes to write a sticky note for each thought.

Expect responses along these lines:

I am one of the team; we have fun, make jokes, socialise outside work. (TM) I can just do my job. (TM) People treat me differently, or I feel like they do. (PL) I must be more responsible and professional than I used to be. (PL) People look to me for answers. (PL) Team members are accountable for their own tasks and deliverables. (TM) People leaders are accountable for the task and deliverables of their team. (PL) Team members generally focus on the short term and getting work completed on time. (TM) People leaders generally need to be more strategic and future focussed. (PL)

Say (whole group): One big thing about the change from being a “doer” to “managing the doing” is how you measure success.

Ask: In your role as people leader, how do you measure your success?

Say: A shift in your mindset from team member to people leader can be challenging as it is fundamentally a change in identity. There will be some things you enjoyed about being a team member that you may need to let go of, and there may be some things about being a people leader that will be challenging, but your success will largely depend on your overall mindset.Say: If you think of any other challenging and enjoyable mindset shifts/differences throughout the day, feel free to add a sticky note to the posters.


2 pre-prepared posters

Sticky notes

People leadermindsetactivity

Say: Now let’s take a deeper look into the people leader mindset. In your development and action guide, you will have worked through several resources. In the HBR article ‘Do You Have a Manager’s Mindset? by Kathy Tynan, you explored the various changes you need to make in terms of your mindset when you become a people leader.


Participants will have read this article in the development and action guide.

10 min


Activity Detail Facilitator notes/resources TimingAsk: Who would like to share any insights from the article? What resonated with you the most?

Say: In small groups or pairs, I’d like you to work through the scenario and discuss the following questions:

What advice would you give to Tina as a new people leader? What mindset shifts should Tina focus on?

Ask: Share these thoughts with the group as a whole.

Ask: What has been your experience in “letting go” of the work?

Do You Have a Manager’s Mindset? | Katy Tynan, HBR

https://hbr.org/2015/10/do-you-have-a-managers-mindset

Growth vs fixed mindset

Say: We have focussed predominantly on shifting the mindset from team member to people leader, but we can’t possibly run a session on Mindset without mentioning the work of Carol Dweck, who is a pioneer in research into the field of mindset and why people succeed (or don’t).

Play: The first 30 seconds of the video or show the screenshot as a reminder.

Ask: What are the key points you took away from this video? What does this mean for you as a leader both for your own mindset and that of your team members? Can you give me a concrete example of when you have experienced someone with a fixed or growth mindset? How will having a growth mindset help you make this transition?

Say: The key takeaway message I would want you to have at this point is that you are a new people leader; don’t expect that you will have all the skills you need already. This is your starting point, and if you have a growth mindset, you can learn what you need to learn.


Mindset, Motivation and Leadership | Carol Dweck www.youtube.com/watch?v=yYknuaoIdME

10 min

Break This may be a good time to take a 10-minute comfort break. 10 min

Identity vs reputation

Say: If we agree that you might not have all the skills you need (yet) but that you can learn them, let’s have a look at one of the key tools you have at your disposal. Insights and feedback.

Play: The first 1:17 minutes of the video or show the screenshot as a reminder.

Say: The point of this video is to highlight the importance of leaders understanding how people perceive them. We can better understand how people perceive us through asking for feedback and through psychometrics (personality and leadership styles assessments). We are going to spend a


Drinks with Hogan: Identity vs Reputation | Rebecca Miller www.youtube.com/watch?v=YqhZpxeVVzQ

5 min









bit of time understanding our own leadership styles and how each of us behaves in certain environments and circumstances, and how this may impact on how others perceive us.

It is worth noting that there is a whole development priority dedicated to feedback, so we won’t be exploring that topic in detail in this Workout. If you want to discuss feedback further we would encourage you to attend that workout.

Leadership styles

Say: You will have completed the assessment of leadership styles activity on pages 11 and 12 of your development and action guide. These styles come from the work of Daniel Goleman. We are going to explore these styles in a bit of detail.

1. Coercive (or commanding)2. Pace-setting3. Authoritative (or visionary)4. Affiliative5. Democratic6. Coaching.

Split the room into 6 groups (or 3 groups and give them 2 styles per group). Pass out a piece of flip-chart paper for each of the styles.

Say: I’d like you to work in groups to discuss the questions on the slides and note your responses on your flip-chart paper.

Allow 10–15 minutes for the groups to discuss and note responses, allow 10–15 minutes for groups to briefly share the key points of each style that they noted.

You can refer to the key points below for guidance.

Coercive (or commanding)Takes charge; has lots of direction; has little room for creativity; wants things done a certain way; makes decisions without consultation; is compliance focussed. Pros: Works well in a crisis or with problematic people.Cons: Can create a negative environment.Pace-settingExpects results; has high standards; is results driven.

Refer to PP slides 10 and 11.

It is worth printing out slide 10 so that individuals can have a copy to look at while they are answering the questions on slide 11.

Participants will have completed the leadership style quiz.

What Sort of Leader are You? www.skillsyouneed.com/ls/index.php/325444

Facilitator resource: Leadership styles and when to use them

www.business.govt.nz/business-performance/management-and-leadership/leadership-styles-and-when-to-use-them

6 Leadership Styles and When You Should Use Them | Robyn Benincasa, Fast Company

www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them

30 min


http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them



http://www.business.govt.nz/business-performance/management-and-leadership/leadership-styles-and-when-to-use-them



http://www.skillsyouneed.com/ls/index.php/325444

http://www.skillsyouneed.com/ls/index.php/325444

Activity Detail Facilitator notes/resources TimingPros: Works well to get quick results from a highly competent team. Cons: Can create a negative environment.

Authoritative (or visionary)Makes time for continuous improvement; looks for better ways; takes people on the journey of bringing visions to life; rallies people to achieve their goals; is big-picture focussed. Pros: Works well when a clear direction or change is needed; creates a positive environment.Cons: May miss detail.

AffiliativeIs about people first; focusses on strong emotional trust, relationship building, and team support; encourages teams to get on well.Pros: Works well to heal rifts in teams or motivate people in stressful times; creates a positive environment.Cons: May find relationship challenges difficult.

DemocraticBuilds consensus and team participation/input; listens first, acts second; makes sure everyone’s voice is heard; won’t impose own decisions; generates a positive environment. Pros: Works well to create consensus or get input. Cons: Impacts on quick decision-making.

CoachingRecognises strengths and weaknesses; supports personal and professional development; delegates; gives feedback; encourages a positive environment. Pros: Works well to create consensus or get input. Cons: Can be frustrating in a time-poor environment.

Say: We are often much stronger and more comfortable using one style than some of the others, however, it is important to recognise that each style has its strengths in certain situations. Make sure you spend some time reflecting on your own leadership style, getting feedback on how others may perceive you and identifying which leadership styles you need to add to your toolkit to increase your effectiveness.



Values Say: Just as important as understanding your leadership style is knowing what your values are as a leader, since your values will drive a lot of your thinking and behaviour.

Say: I’d like you to refer to the development and action guide where you defined your values. Let’s do a “popcorn round” and shout out some of the top values we identified.

Say: I would like you to work in small groups now to discuss the following questions.

Why did you choose these values? What does it mean for the way you will lead? In what context as a leader could your values be compromised or challenged? What does it look like when your values come under pressure?

If you have time, ask the participants to share their insights with the wider group.

Refer to PP slide 12. 20 min

Mana Play: From minute 9.49 to minute 11.49 as a brief reminder of the Ted Talk (if needed).

Say: In pairs, discuss your key insights from the video (2 min).

Ask: Please could you take a few minutes to reflect on what you wrote in your development and action guide and share these reflections with the people at your table?

Say: In your small group, reflect and discuss the following questions.

What is the difference between positional power and mana? How will you enable the development of your team’s mana? What could you do to understand more about how you and your team can enhance mana?

The third bullet question above is an additional question not in the guide, but the participants can explore it in their small groups.

Ask: Please could you share these insights with the group as a whole?

Refer to PP slides 13 and 14.

Wayfinding Leadership | Chellie Spillerwww.youtube.com/watch?v=d1-gmU04jhs&feature=youtu.be

15 min

Advice for future new people leaders (optional if time allows)

This is an optional activity if time allows. The preceding activities may take longer if there is a lot of discussion. Jump to the wrap up if time does not allow for this activity.

Show: 1 or 2 of the Advice from within the New Zealand public service videos.

Display: On the wall any written advice from previous participants that you have and allow participants some time to read these pieces of advice.

Ask: Please could you share the piece of advice that resonated with you the most?

You have some options for this activity; the purpose is to get some advice for future participants.


Advice from within the New Zealand public service (short videos) | LDC

www.ldc.govt.nz/resources-2/videos/FilterForm?Category=1&action_doFilter=Go

20 min







Activity Detail Facilitator notes/resources TimingYou can either decide to go with 1 option for the whole group or present the 3 options to the group and let them choose their preference.

Say: You’re now going to get the chance to share your own advice for future new people leaders. We will share this advice in future MINDSET Workouts. In pairs or small groups, take a few minutes to think of the top 2 pieces of advice around MINDSET that you would give to a new people leader.

Option 1

Participants share their advice with future new people leaders by writing it down on a piece of A4 paper. These can then be put up around the room for future participants to read.

Option 2

Participants share their advice with future new people leaders by writing it down on a large sheet of brown paper, like a graffiti wall. The sheets of paper can then be put up around the room for future participants to read.

Option 3

Participants record their snippets of advice using their phone camera recorders. They will need to send the file to you, and you can present the files in future Workouts.

If you offer Option 3, you must make it clear to all participants that these files may be used in future sessions and may be placed on the LDC website.

Say: We are almost at the end of this Workout; let’s reflect on what we have learned.

Refer to PP slide 16–18.

Wrap up Ask: Please could you write down on sticky notes the key things you are going to work on before the next Workout. Put these up on a flip chart and ask the participants to sign the bottom of the chart. You will keep this and refer to it in the next Workout. Share a few of the ideas as a wider group.

Sticky notes 5 min

Next steps Say: We have covered the first development priority today. There are other priority modules that you can also complete. Remember, the resources can be used as standalone development and action guides, and you can also attend other Workouts.

Share future Workout details and include instructions on how participants can access the other development and action guides.

Refer to PP slide 19. 5 min


Activity Detail Facilitator notes/resources Timing Ask: Does anyone have any other questions? End the session by thanking participants for their input.


This guide is part of learning material available to New Zealand Public Service agencies to support new people leader development.

JULY 2019 Release 01

© 2019 LEADERSHIP DEVELOPMENT CENTRE www.ldc.govt.nz

· web viewthe overall aim of these workouts is to bring participants together to reflect on and...

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