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Kim Ryley Whole System Leadership 291112
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Kim Ryley Whole System Leadership 291112

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  • 1. Whole System Leadership (of place)A New Approach for Challenging Times Kim Ryley Chief Executive
  • 2. Places as “whole systems”...“Look at what connects and separatespeople” – I ChingLeaders as “alchemists” ...Not asGandalf!
  • 3. Public Sector Leaders -Shaping the places in whichwe all live and work, to create… Greater resilience in an uncertain world An increased stock of local “capital”/ capacity An improved sense of wellbeing
  • 4. The leadership challengeswe face There is not yet a single, clear vision of emerging model(s) of public services in 2020. Our staff, the public, (and local politicians) are not psychologically prepared for what is to come. We need a compelling narrative to gain buy-in, to motivate, and to provide hope. The expectation of “fairness” will be difficult to meet, as we ration scarce resources in a society where inequality, social polarisation, and lack of social mobility are growing concerns.
  • 5. Leadership A New Decision Making Framework Far from EngagementAgreement RISK Disrupt the system Rational choice Far from Close to Certainty
  • 6. Devolution, Accountability and theLeadership of Place - the need fornew models Local governance Democratic accountability The role of elected officials
  • 7. “Social engineering” – the newpublic service professionalism.To do this well, we will need... To let go! Relationships which create trust and reciprocity. “Literacy” in social media and modern forms of communication/engagement. Greater social awareness and customer insight, through deeper engagement and a better understanding of needs, aspirations and preferences. Better measures of progress, based on evidence of what works best (in terms of quality of life outcomes)
  • 8. “Social engineering” – the newpublic service professionalism.To do this well, we will need... Techniques and incentives that motivate people to change their behaviour and be more self-sufficient and “neighbourly” (altruistic). A collaborative approach which integrates available resources and effort around prevention, early intervention, and co-production with citizens. The ability to build networks, alliances and relationships which impel people to take collective action.
  • 9. Future leaders will need to be ableto change the behaviour of … themselves their staff their providers and partners the public … based on a new “contract”/ relationship between the citizen and the (local) stateand will need to: create excitement about new opportunities inject passion for change give the courage to make change happen.
  • 10. Future leadership attributes intellectual reach (strategic thinking) managerial competence “political” acumen emotional intelligence “personal” authority