Upload
eleanor-webster
View
218
Download
1
Tags:
Embed Size (px)
Citation preview
Governors Conference
The Art of Leadership Liz Cross
21 April 2009
Outcomes from workshop
• To grow skills and knowledge of tools to help Governors improve the impact of their leadership
• To benefit from the experiences of one another and of the facilitator to solve real issues (or gain insight into how to solve them
• To consider how, as leaders, Governors can impact parents and the community
Leadership: The art of getting someone else to do something you want done because he wants to do it.”
Dwight David Eisenhower
What leadership challenges are on your agenda?
Business Vision / Strategy
EXTERNAL ENVIRONMENT
SCHOOL VISION, GOALS
& VALUES
BOARDSTRUCTURE
BOARDPROCESSES
BOARDLEADERSHIP
BOARDCAPABILITIES
CLIMATE & CULTURE
DELIVERING HIGH PERFORMANCE
All four areas need to be aligned to achieve best results 60% of climate is driven by leadership actions
Operating in one zone won’t produce results
You can’t optimise
performance without
delivering climate
The Four Elements of Trust
RELIABILITY
OPENNESS
ACCEPTANCE
CONGRUENCE
People you relate to want to know if you do what you say you will do. It’s hard to have confidence in a person who makes promises they don’t keep!
People tend to want to co-operate best with people who will “level” with them, not hide anything and give them the whole story (even though it may not all be good news).
All people want to be accepted for who they are. Not judged criticised or made to feel inferior.
The final element of trust is congruence – the knowledge that what you are is reflects what you believe, what you know to be true and what you do.
Creating a shared agenda
Yours
Mine Ours
Levels of Governance
• Corrective - Monitoring • Guardians• What’s wrong
• Co-ordinate - Strategic• Strategists• What’s the plan
• Co-create - Generative• Sense makers• What’s the question
Influence
The art of getting into the head of another and determining what you say and how you say it to have the desired outcome
Influences on their Views
• Previous Experience• Pressure of Work/community life• Priorities and Personal
Characteristics• Interests and Affiliations• Perceived Benefits• Vested Interests• Turf Issues
Influencing Styles Task
People
Safety
Risk
Banker Logical Persuasion
Driver Rewards &PressuresBuilder
ParticipationAnd Trust
Expressive CommonVision
Bankers – Logical Persuasion• BANKERS are likely to be influenced by such
words and phrases as:-
Right, correct, systematic, detailed, logical thorough, considered, caution etc.
– 'this will guarantee consistency' – 'this will prevent errors' – 'it provides a structured and cost-effective option’
Drivers – Rewards and Pressures
• DRIVERS are likely to be influenced by such words as:-
dynamic, high profile, bonus, target achievement, get results, risk, high pressure, quick etc
– 'this will get fast results' – ‘exceeding targets' – ‘meeting deadlines' – ‘get people into action'
Builders – Participation and Trust • BUILDERS are likely to be influenced by such
words and phrases as:-
Supportive, developing, helpful, caring, HRD, people centred, working together, harmony etc
– ‘I need your help' – ‘working it out together' – ‘providing people with opportunities'
Expressives – Common Vision• EXPRESSIVES are likely to be influenced by such
words and phrases as:-
exciting, exploring, entrepreneurial, visionary, stretching, novel etc
– 'the future scenario could look like...’– 'this is a real opportunity to capture...’– 'In a couple of years it could ...'
Choosing your priorities
• Totally – in our control • Partially – in our control • Not at all – in our control
1.Which agendas should you tackle on your own?
2.Which partners do you need if you have less control ?
Management and Leadership
HIGH
HIGH
LOW
LOW
Amountof
Change
Complexity of Operation
SignificantLeadership
LittleManagement
LimitedLeadershipandManagement
SignificantLeadership
SignificantManagement
SignificantManagement
LittleLeadership