Surviving and thriving at the top: current challenges for CEOs

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The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.

This presentation was chaired by Martin Farrell (ACEVO) and Richard Chapman (ACEVO).

Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference

Find out more about the work NCVO does around funding: http://www.ncvo.org.uk/practical-support/funding

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  • Martin
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  • Jenny gives context
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  • Jenny offer to done
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  • (find time to maintain these essential networks)

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  • Capture sheet
  • Offer http://www.get2thepoint.org/g2p/services-coaching-through-crisis.php as resource. NCVO to print some copies ?
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  • Surviving and thriving at the top: current challenges for CEOs

    1. 1. Workshops AM8: Surviving and thriving at the top: current challenges for CEOs Martin Farrell, ACEVO Richard Chapman, Consultant, ACEVO
    2. 2. Surviving and thriving • … staying sane and thriving … common leadership issues … good leadership matters… board that understands its role … practical workshop … chief executive, chair and board relationships …
    3. 3. Surviving and thriving • … staying sane and thriving … common leadership issues … good leadership matters… board that understands its role … practical workshop … chief executive, chair and board relationships … • … prevent a breakdown in relationships … lead when a crisis occurs ... leadership qualities …don’t waste a good crisis
    4. 4. Surviving and thriving • … staying sane and thriving … common leadership issues … good leadership matters… board that understands its role … practical workshop … chief executive, chair and board relationships … • … prevent a breakdown in relationships … lead when a crisis occurs ... leadership qualities …don’t waste a good crisis • … your mission not only survives but thrives.
    5. 5. By the end of this session … • What you could and will do to prevent a breakdown in your chief executive, chair, board and other significant relationships • How you can lead to prevent a crisis and lead if you’re in one
    6. 6. By the end of this session … • What you could and will do to prevent a breakdown in your chief executive, chair, board and other significant relationships • How you can lead to prevent a crisis and lead if you’re in one
    7. 7. Surviving and thriving Arriving 1 Some assumptions 2 My significant professional relationships 3 What have CEOs in crisis said? 4 What could I do to prevent a breakdown in my significant professional relationships? 5 Before and during crisis leadership qualities 6 What will I do Leaving
    8. 8. The times … they are a changin’
    9. 9. The times … they are a changin’ So get used to it
    10. 10. Suffering and struggle … • … is part of the human condition • … comes from what has happened before • … can be changed … • … by how we respond to it
    11. 11. A few words … • .. to describe your relationship with your (professional) significant others • Pairs  with your real significant others if they’re here and you both feel safe and OK to do so  Or someone who you do not know but think you would be happy to work with
    12. 12. What your fellow CEOs have said  Support of understanding close friends/partner  Meditation, practicing Yogic principles  Have diverse interests and other things to focus on.  Pets …
    13. 13. What your fellow CEOs have said  Know your truth, know what actually happened, what you did and didn't do  Invite honest comment from others about what happened and your part in it  See what's happening now in context of what has gone before.  Recover in the way you want for as long as you need  When you've recovered enough, do something. Take action.
    14. 14. What your fellow CEOs have said  Give to other people for free  Know it can happen to you  Drink less caffeine  Go for a run and take exercise you can enjoy at least bit (fresh air’s good for you)
    15. 15. What your fellow CEOs have said  Locate and use factual information and get practical support - is critical to surviving  So getting some 'on tap' emotional support - vital  Find opportunities to support others - a healing activity do some good, personal growth could come out of an awful experience.  Working out what nourishes you and giving some time to that  Be kind to yourself (so easy to blame yourself but remember that the roots of relationship breakdown are rarely one-sided  Thing what you would do and say to help a good friend in that situation, and apply it to yourself
    16. 16. What your fellow CEOs have said  Think about how committed you are to the cause (have you put your heart and soul into it as founder or is it a job you feel good about but know you could feel good about other jobs too)  Know that one day you will look back … and see it as a time in your life
    17. 17. Think about words and actions such as If it difficult- choose talking not email Don’t ‘reply all’ to painful mail .. start new Honour the past Hold and state the vision Have integrity – be consistent Say only what you know to be true and believe will be helpful Be consistently respectful
    18. 18. Intention … words .. actions They’re all yours … you choose
    19. 19. Intention … words .. actions They’re all yours … you choose • What habitual way of responding could you change … • To (further?) improve your relationship with your significant professional others
    20. 20. Intention … words .. actions They’re all yours … you choose • What habitual way of responding could you change … • To (further?) improve your relationship with your significant professional others
    21. 21. What could you do …  to prevent a breakdown in your significant professional relationships and getting into an internally generated preventable crisis?
    22. 22. Some leadership qualities and practices that may help to avoid a crisis and be of help during a crisis Which are the ones which take you into your learning zone?
    23. 23. What will you do …  to prevent a breakdown in your significant professional relationships and getting into an internally generated preventable crisis?  to prepare yourself to lead out of in a externally generated crisis
    24. 24. Building National Resilience to Global Risks World Economic Forum report 2013 • Systemic shocks … catastrophic events … increasingly interdependent and hyperconnected world … ripple effect on others. • Ability to withstand, adapt and recover from shocks is becoming more critical. • Global risks ... no country alone can prevent their occurrence.
    25. 25. Risks • Preventable risks, such as breakdowns in processes and human error • Strategic risks, which are undertaken voluntarily after weighing them against the potential rewards • External risks, which are beyond one’s capacity to influence or control
    26. 26. Resilience - World Economic Forum Robustness, Redundancy and Resourcefulness design into the system … build inherent resilience capabilities + Response and Recovery
    27. 27. http://reports.weforum.org/global- risks-2013 … special report on national resilience www.get2thepoint.org/g2p/services- coaching-through-crisis.php
    28. 28. Is there a next action? (Tell someone …)
    29. 29. Good luck! solutions@acevo.org.uk
    30. 30. Evolve 2014

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