Me whakaaro rangatiraThink like a leader

Content – Ngā kaiCONTEXT – HE TAKINGA.................................................................................................................................. 1

HOW THIS GUIDE WORKS – KO TĀ TĒNEI PUKA...............................................................................................2

REFLECT – WHAKAAROHIA.............................................................................................................................. 3

LEARN – ĀKONA...............................................................................................................................................7

PLAN – WHAKATAU TAKUNE......................................................................................................................... 13

ACT – WHAKATINANA....................................................................................................................................16

REFLECT – WHAKAAROHIA............................................................................................................................ 17

NEXT STEPS – KI TUA......................................................................................................................................18

NOTES – MŌ TE TUHI WHAKAARO................................................................................................................ 18

Your timeYou should allow between 3 and 5 hours to complete this development and action guide. Some of the tasks are likely to be a part of your day-to-day activities, which you can incorporate into your work without allocating extra time to complete them. You’ll be expected to have conversations with your direct-reports, so the total time needed to complete those conversations will depend on how many direct-reports you have.

To help with your learning and planning your time, we recommend you that skim read the guide first and schedule activities where required.

JULY 2019 Release 01

Context – He takingaCongratulations on becoming a people leader. This guide will help you identify the skills, behaviours, and mindset you need to succeed in your new role.

Through consultation with agency representatives, we have identified the seven most important development priorities for you to focus on in the first 12 months of your transition into this role. These priorities build on leadership characteristics and come from the Leadership Success Profile (LSP). This isn’t everything you need in order to become a great leader; but it offers the essentials to focus on during the transition.

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To be successful at managing people and building an effective team, you’ll need new and different skills from the ones you have gained through working as a team member. To achieve in your new role, you will need to make the following shift:

How this guide works – Ko tā tēnei pukaThis guide pulls together a range of learning material for you to watch, read, and engage with. It will take you through a self-paced learning process based on an adapted version of Kolb’s learning cycle; the key components being reflection, learning, planning, action, and more reflection.

You may have the chance to discuss and embed what you learn from this guide by attending a facilitator-led Workout. Check with your HR team on the options available to you.

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Reflect – WhakaarohiaOn your leadership – Ō pūkenga whakahaereDeveloping our skills and mindsets requires us to reflect and take the time to understand our current strengths, weaknesses, and opportunities for development.

What strengths do you bring to your new role?

What are the biggest challenges in your new role?

What are you most excited about as a new people leader?

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What are you most afraid of as a new people leader?

What differences can you make to your team and organisation by becoming a great people leader?

How would you like your team to describe your leadership and management style in 12 months’ time?

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Reflect – WhakaarohiaOn great leadership – Te whakahaere kia tika Think of some of your best leaders. You remember them because they stood out – why? In this section, we want you to reflect on what made these leaders so great and how you can bring some of their success into your role.

What skills and attributes have your best leaders displayed?

What made them great leaders?

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List all the things you believe great leaders think, do, and believe.

What is the difference between positional power and mana (links to the Wayfinding Leadership video on page 7)? This will be explored further in the Mindset facilitator-led Workout, if you are attending.

How will you enhance your team’s mana (links to the Wayfinding Leadership video on page 7)? This will be explored further in the Mindset facilitator-led Workout, if you are attending.

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Learn – ĀkonaWatch, read, reflect – Mātakihia, pānuitia, whakaarohiaTo build knowledge and understanding, we need to invest time in reading, watching, listening, and talking to others. Below are some resources to help you.

You will need to work through the following resources before you attend any facilitator-led Workout.

Quiz Resource TickWhat Sort of Leader are You? Read time < 5 min

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

Watch Resource TickMindset, Motivation and Leadership | Carol Dweck: Watch time > 4 min www.youtube.com/watch?v=yYknuaoIdME

Drinks with Hogan: Identity vs Reputation | Rebecca Miller: Watch time > 2 min www.youtube.com/watch?v=YqhZpxeVVzQ

Wayfinding Leadership | Chellie Spiller: Watch time > 19 min

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

Advice from within the New Zealand Public Service | LDC: Watch time < 1 min

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

Read Resource Tick6 Leadership Styles and When You Should Use Them | Robyn Benincasa, Fast Company: Read time < 5 min

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

Do You Have a Manager’s Mindset? | Katy Tynan, Harvard Business Review: Read time < 5 min

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

What Are Your Values? | Mind Tools: Read time < 5 min

www.mindtools.com/pages/article/newTED_85.htm

4 Big Challenges New Leaders Have to Overcome | Nicole Fallon, Business News Daily: Read time < 5 min

www.businessnewsdaily.com/8151-new-leader-challenges.html

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Learn – Ākona Deeper dive – Rukua te rētōHere are some extra resources that are worth exploring. If you are not attending a facilitator-led Workout, then we recommend you complete all the resources listed in this guide.

Watch ResourceWhy work doesn’t happen at work | Jason Fried: Watch time > 15 min

www.ted.com/talks/jason_fried_why_work_doesn_t_happen_at_work

Why good leaders make you feel safe | Simon Sinek: Watch time > 11 min

www.youtube.com/watch?v=lmyZMtPVodo

Lessons in Leadership | Sir Peter Blake Trust: Watch time > 8 min

https://sirpeterblaketrust.org/posts/2016/4/21/lessons-in-leadership

Read Resource3 Reasons All Great Leaders Have Mentors (And Mentees) | Brian Rashid, Forbes: Read time < 5 min

www.forbes.com/sites/brianrashid/2017/05/02/3-reasons-all-great-leaders-have-mentors-and-mentees/

Promoted from Peer to Leader? 17 Ways to Make a Smooth Transition | Forbes Coaches Council: Read time < 5 min

www.forbes.com/sites/forbescoachescouncil/2017/06/29/promoted-from-peer-to-leader-18-ways-to-make-a-smooth-transition

Leadership styles and when to use them | Ministry of Business, Innovation and Employment: Read time < 5 min

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

Deloitte CEO: Want to be a leader? Carry the team’s bags | Sam Walker, The Wall Street Journal: Read time < 5 min

https://deloitte.wsj.com/cio/2018/04/09/deloitte-ceo-want-to-be-a-leader-carry-the-teams-bags/

Five key values of strong Māori leadership | Dr Maree Roche, The Conversation: Read time < 5 min

https://theconversation.com/five-key-values-of-strong-maori-leadership-105565

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Notes – Mō te tuhi whakaaroFrom Watch, read, reflect – Mai i tō Mātakihia, pānuitia, whakaarohia

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Reflect – WhakaarohiaLeadership styles – Ngā tū whakahaereComplete the leadership styles quiz from the resources listed on page 7. What sort of leader are you? At each space below, identify specific situations where you have used the particular style and describe how it worked for you in that situation. This article 6 Leadership Styles And When You Should Use Them has more information on each style.

Coercive (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.

Pace-setting

Expects results; has high standards; is results driven.

Authoritative (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.

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Affiliative

Is about people first; focusses on strong emotional trust, relationship building and team support; encourages teams to get on well.

Democratic

Builds 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.

Coaching

Recognises strengths and weaknesses; supports personal and professional development; delegates; gives feedback; encourages a positive environment.

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Learn – ĀkonaEngage with others – Te hono ki te tangataA powerful way to learn is through social learning and learning through the experiences of others. We recommend you seek out at least two people to engage with on this topic MINDSET – TE TIROHANGA. Think about someone who has recently transitioned into a people leader role as well as someone who has been a people leader for much longer.

When engaging with busy people leaders, it’s important to be well planned and prepared. Some people might appreciate some questions in advance so that they can give considered responses to the topics.

Here are some suggested questions as a guide to get you started.

1. What would you say were your guiding principles as a leader?2. What changed in your mindset when you transitioned from individual contributor to people leader?3. How has your leadership style evolved since you first became a people leader?4. If you could make the transition again from team member to a first-time people leader, what would you do

differently? Or what do you wish you knew then that you know now?5. What has been the biggest mistake you have made leading your team and how did you bounce back?

Your additional questions

Who will you engage with?

Summary notes from your engagements

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Plan – Whakatau takuneDefine your values – Kia mārama ō uaraAs a people leader, it’s important you are clear about your values.

Read the article What Are Your Values? and work through the six steps for identifying your values.

Step 1

Step 2

Step 3

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Step 4

Step 5

Step 6

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Act – WhakatinanaEngage with mentors – Te hono ki te tuakanaAs a new people leader, it’s important that you create a support network of mentors and peers to act as a sounding board and help with your development.

Use the following questions to help you create a list of potential mentors, and then select one or two to approach to be your mentor.

Who can support you in reducing your focus on the technical work and increase your focus on leading?

Who can act as a sounding board?

Who do you know has recently transitioned to being a new people leader?

Your potential mentor(s):

Reach out to the person/people you believe will be a suitable mentor(s). If they agree, arrange a time to talk.

Discuss your insights and ideas from the first section of this guide, share your values and create a plan to meet regularly. You could base your meetings around each of these seven development and action guides.

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Reflect – WhakaarohiaContinue, stop, start – Kia mau, mutu, tīmataReflect on your current leadership style and the ideas and inspirations you’ve had from working through this guide.

What will you continue doing?

What will you stop doing?

What do you need to start doing?

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Next steps – Ki tuaNow that you’ve completed MINDSET – TE TIROHANGA, you’re ready to start working through the new people leader development and action guide: CONNECT – TE WHAKAWHANAUNGATANGA.

If you would like to explore the material in this guide in more detail, ask HR about opportunities to attend a facilitator-led Workout or investigate the New People Leader Development Programme.

You can find more development resources at the LDC Leadership Learning Hub.

Identify your development needs – Kia whai whakawhanakeUsing the seven development priorities as a guide (as well as what you have learned as a result of completing this development and action guide), identify what leadership capabilities you would like to develop further.

Talk to your manager and complete a development plan as a record that you can refer to frequently throughout the year. Remember that you learn mostly through experience, through others, and through formal learning, so ensure you take this in to account when completing your development plan.

During your transition into being a new people leader, your initial development and actions will focus on some of the LSP elements. As your development moves beyond the transition, you will need to focus on other parts of the LSP.

There is an LSP 360 assessment, which is based on 16 related capability areas, aligned to the LSP's five core leadership and management areas. The results of the 360 assessment will give you an overview of your strengths and development needs and how they align to the LSP.

For more information, see the State Services Commission’s Leadership Success Profile.

Notes – Mō te tuhi whakaaroUse the following pages to make additional notes, or use them to record your thoughts from the facilitator-led Workout.

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This guide is part of learning material available to new people leaders in New Zealand Public Service.

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