Transcript
Page 1: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

MAKING TOMORROW’S LEADERS

Philip Mayers February 2014

Page 2: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

….in an environment that is challenged by multiple role ambiguities – how does a competent team player transition into a BOLD leader?

Page 3: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

Role ambiguity occurs when people are unclear about

expectations within their role, their workplace, their industry

sector, and challenged by societal pressures

Page 4: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

In the words of George Costanza

“It’s like when worlds collide”

Page 5: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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 (there’s never enough to go around)- Often overshadowed by compliance- At tea break we rubbish the bosses we’re supposed to respect

Page 6: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

“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

Page 7: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

Becoming the emboldened

leader

Page 8: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

Who can refuse higher salary, status and the ability to make decisions?!

Page 9: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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

Page 10: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

Promotion = Stress

Page 11: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

Two possibilities

- What have I let myself in for?

- You’ve just been given a major career opportunity. Don’t spoil it!

Page 12: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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

Page 13: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

A complicating factor *

* HR Monthly February 2014

Page 14: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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

Page 15: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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

Page 16: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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

Page 17: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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

Page 18: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

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

Page 19: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

Your job has changed – it’s not about being popular, it’s 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.

Page 20: MAKING TOMORROW’S LEADERS Philip Mayers February 2014

Creating tomorrow’s 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


Recommended