MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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MAKING TOMORROWS LEADERS Philip Mayers February 2014 Slide 2 .in an environment that is challenged by multiple role ambiguities how does a competent team player transition into a BOLD leader? Slide 3 Role ambiguity occurs when people are unclear about expectations within their role, their workplace, their industry sector, and challenged by societal pressures Slide 4 In the words of George Costanza Its like when worlds collide Slide 5 Typical layers of ambiguity - Caring is an holistic responsibility - Carers are qualified professionals - Carers advocate for clients - Carers support workmates - Money is a sordid subject (theres never enough to go around) - Often overshadowed by compliance - At tea break we rubbish the bosses were supposed to respect Slide 6 The whole balance of power between leaders and followers has shifted - with leaders becoming weaker (having less authority) and followers growing stronger (questioning authority) Professor Barbara Kellerman Slide 7 Becoming the emboldened leader Slide 8 Who can refuse higher salary, status and the ability to make decisions?! Slide 9 The reality - Moving from buddy to boss, jealousy - Out of your comfort zone - One of the people you used to rubbish - Additional time demands - New skills and knowledge required - Headaches about decisions - Accountability for others - Managing budgets Slide 10 Promotion = Stress Slide 11 Two possibilities - What have I let myself in for? - Youve just been given a major career opportunity. Dont spoil it! Slide 12 Culture is the key The whole rights revolution has changed everything * Why should anyone be led by you? ** The leadership paradigm needs to create a culture that welcomes emerging Leaders and supports the contribution of Followers * Barbara Kellerman ** Goffee & Jones Slide 13 A complicating factor * * HR Monthly February 2014 Slide 14 Working towards a culture change The CEO must demonstrate exemplary leadership competencies (very well dealt with by Kouzes & Posner in The Leadership Challenge ) When leaders are at their personal best there are FIVE core practices common to all Slide 15 Model the Way Establish principles about the way people should be treated and goals pursued. Set standards of excellence, achieve small wins, unravel bureaucracy, provide signposts, create opportunities for victory Inspire a Shared Vision Passionately believe that you can make a difference, enlist others in your dreams, breathe life into your visions Slide 16 Challenge the Process Look for innovative opportunities to improve your organisation, experiment and take managed risks, accept the inevitable disappointments as learning opportunities, enable others to act Enable others to Act Foster collaboration and mutual respect, create an atmosphere of trust and human dignity, make each person feel capable and powerful Slide 17 Encourage the Accomplishing big things is hard work, so recognise individuals contributions, share the rewards of efforts, celebrate accomplishments and make people feel like heroes Slide 18 Handy Hints Peer consultation groups Experiential learning in a risk managed environment Leading work projects Secondments Promotion into another department Work out a game plan for you and your team to best work together to achieve goals and objectives Slide 19 Your job has changed its not about being popular, its about leading and helping others to achieve results Stop gossiping Ask your HR Manager for training and support Treat each person fairly and with respect Go out and make yourself useful (Peter Drucker) Take time to THINK......... and start a STOP-doing list (Jim Collins) Handy Hints cont. Slide 20 Creating tomorrows leaders is a shared responsibility Shared by the CEO who shapes an enabling culture The individual who can focus on the future and systematically cut through the multiple layers of ambiguity that might sometimes trip you up