Workshops
PM8: Creating outstanding leadership
teams
Chair:
Denise Fellows, Director and CEO, Consultancy and Talent
Devel...
Executive Summary
1. Introduction
2. Organising the team
2.1 Team structure
2.2 Team membership
2.3 The team leader
2.4 Re...
Appendix 1 Summary of literature review
Appendix 2 Glossary
Appendix 3 Participating organisations
Appendix 4 Profile of p...
Building Outstanding Leadership Teams
Chair: Denise Fellows, Cass Centre for Charity Effectiveness
Speakers: Mike Hudson a...
Objectives of our research
1. To understand:
 how the leadership teams are organised and managed
 how they provide leade...
Objectives of this workshop
1. To present findings of our research
2. To give you an opportunity to reflect on how to stre...
Agenda
2.00 Welcome and context setting
2.05 Highlights of the research findings
2.30 Questions
2.45 Table discussions on ...
Our definition of the leadership team
Chief Executive
Core Group
Wider senior teamThe leadership team
Chief Operating
Offi...
What we did
1. Extensive literature review
2. Workshop with charity leaders
3. Identified 75 characteristics of leadership...
What does a ‘typical’ leadership team look like?
6 team
members 2 or 3 women
2 ‘long standing’
members,
in post 6 years+
1...
Summary of Compass Cass research model
LEADERSHIP TEAM
Organising the team Managing the team Leading the organisation
Team...
Overall performance
7%
8%
13%
8%
16%
23%
7%
9%
32%
55%
64%
60%
60%
66%
61%
55%
73%
58%
45%
30%
28%
27%
25%
21%
14%
17%
19%...
Example: Team development
19%
1%
18%
21%
43%
72%
0% 20% 40% 60% 80%
Actions taken in the last three years to invest in the...
Example: performance on leadership team development
5%
9%
19%
26%
29%
50%
57%
32%
44%
54%
35%
24%
45%
21%
8%
15%
9%
8%
0% ...
Enablers of high performance
LEADERSHIP TEAM
Organising the team Managing the team Leading the organisation
Team meetings
...
Drivers of outstanding leadership teams
GREAT TEAM WORKING
 Valuing style and personality differences
 Maintaining a coh...
Which key drivers are most often in place?
GREAT TEAM WORKING
 Valuing style and personality differences
 Maintaining a ...
Which key drivers are least often in place?
GREAT TEAM WORKING
 Valuing style and personality differences 52%
 Maintaini...
How well do leadership teams perform on key drivers?
0%
5%
10%
15%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Nu...
Which are the strongest performing teams?
Organisations with
higher income
and more staff
CEO has long tenure
and greater ...
Conclusions
1. Leadership of behaviour and great team working are key drivers
Key improvement areas:
 valuing style and p...
Practical implications
1. Start by getting the right people on the team
2. Ensure a balance of internal and external appoi...
Table discussions
1. How do our findings compare with your experience of leadership
teams?
2. What do you think is most im...
Key take way points
1. Effective leadership teams are crucial to impactful organisations
2. Getting skilled team players w...
How to purchase a copy of Building Outstanding Leadership Teams
 Visit the DSC stand located need to add info if known
 ...
Helping charity leadership teams become more effective
Compass Partnership works with chief executives and directors to re...
The first investigation by Compass
Partnership and Cass Business School
looked in detail at the governance of the
top 500 ...
Tel: 01628 478561
email: info@compassnet.co.uk
Publications
Managing Without Profit, Mike Hudson, (DSC,
2009) sets out the...
Evolve 2014
Creating outstanding leadership teams
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Creating outstanding leadership teams

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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.

Jacinta Ashworth, Research Consultant from Compass Partnership and Mike Hudson, Director from Compass Partnership explore how senior leadership teams are structured, managed and developed and the qualities needed in your leadership team to ensure your organisation thrives.

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

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Creating outstanding leadership teams

  1. 1. Workshops PM8: Creating outstanding leadership teams Chair: Denise Fellows, Director and CEO, Consultancy and Talent Development, Centre for Charity Effectiveness Speakers: Jacinta Ashworth, Research Consultant, Compass Partnership Mike Hudson, Director, Compass Partnership
  2. 2. Executive Summary 1. Introduction 2. Organising the team 2.1 Team structure 2.2 Team membership 2.3 The team leader 2.4 Recruitment and reward 3. Managing the team 3.1 Team meetings 3.2 Team working 3.3 Team development 4. Leading the organisation 4.1 Leadership of strategy and impact 4.2 Leadership of behaviour across the organisation 5. Improving leadership team performance 5.1 Overall effectiveness of leadership teams 5.2 Drivers of leadership team performance 5.3 How well leadership teams perform on the drivers 5.4 Prevalence of the drivers 5.5 Actions across the charity sector 6. Conclusions 7. Implications
  3. 3. Appendix 1 Summary of literature review Appendix 2 Glossary Appendix 3 Participating organisations Appendix 4 Profile of participants Appendix 5 Research methods Appendix 6 The full research model Published June 2014 Available from Directory of Social Change www.dsc.org.uk/bol Tel: 08450 77 77 07 Insightful, thought-provoking and long overdue research to assist chief executives to get the best from their leadership teams’. David Bilton, Chief Executive, Woodard Academies Trust
  4. 4. Building Outstanding Leadership Teams Chair: Denise Fellows, Cass Centre for Charity Effectiveness Speakers: Mike Hudson and Jacinta Ashworth, Compass Partnership NCVO Evolve Conference 2014
  5. 5. Objectives of our research 1. To understand:  how the leadership teams are organised and managed  how they provide leadership 2. To enable leadership teams to benchmark their performance 3. To identify the key drivers of outstanding leadership teams
  6. 6. Objectives of this workshop 1. To present findings of our research 2. To give you an opportunity to reflect on how to strengthening charity leadership teams
  7. 7. Agenda 2.00 Welcome and context setting 2.05 Highlights of the research findings 2.30 Questions 2.45 Table discussions on strengthening leadership teams 3.10 Feedback of top point from each table 3.25 Summary of key take away points
  8. 8. Our definition of the leadership team Chief Executive Core Group Wider senior teamThe leadership team Chief Operating Officer
  9. 9. What we did 1. Extensive literature review 2. Workshop with charity leaders 3. Identified 75 characteristics of leadership teams 4. Developed and tested 110 question survey 5. Received 102 responses from the top 500 charity chief executives 6. Corroborated feedback with sample of HR Directors 7. Correlated characteristics with team performance ratings 8. Identified key drivers of team effectiveness 9. Tested conclusions at workshop with charity leaders
  10. 10. What does a ‘typical’ leadership team look like? 6 team members 2 or 3 women 2 ‘long standing’ members, in post 6 years+ 1 member working part-time 4 externally appointed members 3 or 4 appointed by the current CEO 2 post graduates No-one or 1 from an ethnic minority
  11. 11. Summary of Compass Cass research model LEADERSHIP TEAM Organising the team Managing the team Leading the organisation Team meetings Team working Team development Leadership of strategy and impact Leadership of behaviour Team structure Team membership Team leader Team recruitment and reward
  12. 12. Overall performance 7% 8% 13% 8% 16% 23% 7% 9% 32% 55% 64% 60% 60% 66% 61% 55% 73% 58% 45% 30% 28% 27% 25% 21% 14% 17% 19% 32% 15% 0% 20% 40% 60% 80% 100% Investment in LT development Recruitment and reward of LT members Meetings of the LT Leadership of behaviour across the organisation Working as a team Delivering leadership of strategy and impact Team members, at leading the organisation Size and structure of the LT Chief Executive, at leading the LT OVERALL EFFECTIVENESS OF LEADERSHIP TEAM Extremely Very Quite Not very N/S Effectiveness of: Performance on the nine components of the Compass Cass model of leadership teams
  13. 13. Example: Team development 19% 1% 18% 21% 43% 72% 0% 20% 40% 60% 80% Actions taken in the last three years to invest in the development of the leadership team Used external assistance to support development Discussed how team works, without support Conducted a review of performance of the LT Worked with someone from within organisation Other No such actions taken in the last 3 years
  14. 14. Example: performance on leadership team development 5% 9% 19% 26% 29% 50% 57% 32% 44% 54% 35% 24% 45% 21% 8% 15% 9% 8% 0% 20% 40% 60% 80% 100% Extremely Very Quite Not very N/S OVERALL EFFECTIVENESS OF TEAM AT INVESTING IN ITS OWN DEVELOPLENT Value of team coach to team development Team's capacity for learning and development How good at celebrating success Quality of plans for improving team effectiveness
  15. 15. Enablers of high performance LEADERSHIP TEAM Organising the team Managing the team Leading the organisation Team meetings Team working Team development Leadership of strategy and impact Leadership of behaviour Team structure Team membership Team leader Team recruitment and reward ESSENTIAL BUILDING BLOCKS ENABLERS OF HIGH PERFORMANCE ENABLERS OF HIGH PERFORMANCE
  16. 16. Drivers of outstanding leadership teams GREAT TEAM WORKING  Valuing style and personality differences  Maintaining a cohesive team  Being open about mistakes and weaknesses  Good at compromising EFFECTIVE LEADERSHIP OF BEHAVIOUR  Modelling desired behaviour  Acting as a team outside meetings  Communicating well with managers  Managing stakeholder relations EFFECTIVE TEAM MEETINGS  Listening to each other  Using each other’s talents during meetings  Following through agreed actions  Taking good decisions CLEAR LEADERSHIP OF STRATEGY AND IMPACT  Tracking achievement of strategic objectives  Focussing on strategic issues  Focussing on achievement of impact  Bringing innovation and new ideas INVESTMENT IN TEAM DEVELOPMENT  Days spent on working better as a team  Reviewing performance of the team  External support for the team  Planning to improve team effectiveness INCREASING IMPACT ON TEAM PERFORMANCE OUTSTANDING LEADERSHIP TEAMS
  17. 17. Which key drivers are most often in place? GREAT TEAM WORKING  Valuing style and personality differences  Maintaining a cohesive team 68%  Being open about mistakes and weaknesses 63%  Good at compromising EFFECTIVE LEADERSHIP OF BEHAVIOUR  Modelling desired behaviour 61%  Acting as a team outside meetings 60%  Communicating well with managers 59%  Managing stakeholder relations EFFECTIVE TEAM MEETINGS  Listening to each other 66%  Using each other’s talents during meetings  Following through agreed actions 66%  Taking good decisions 82% CLEAR LEADERSHIP OF STRATEGY AND IMPACT  Tracking achievement of strategic objectives  Focussing on strategic issues 70%  Focussing on achievement of impact 65%  Bringing innovation and new ideas INVESTMENT IN TEAM DEVELOPMENT  Days spent on working better as a team  Reviewing performance of the team  External support for the team  Planning to improve team effectiveness INCREASING IMPACT ON TEAM PERFORMANCE OUTSTANDING LEADERSHIP TEAMS
  18. 18. Which key drivers are least often in place? GREAT TEAM WORKING  Valuing style and personality differences 52%  Maintaining a cohesive team  Being open about mistakes and weaknesses  Good at compromising 56% EFFECTIVE LEADERSHIP OF BEHAVIOUR  Modelling desired behaviour  Acting as a team outside meetings  Communicating well with managers  Managing stakeholder relations 51% EFFECTIVE TEAM MEETINGS  Listening to each other  Using each other’s talents during meetings 50%  Following through agreed actions  Taking good decisions CLEAR LEADERSHIP OF STRATEGY AND IMPACT  Tracking achievement of strategic objectives 58%  Focussing on strategic issues  Focussing on achievement of impact  Bringing innovation and new ideas 50% INVESTMENT IN TEAM DEVELOPMENT  Days spent on working better as a team 42%  Reviewing performance of the team 23%  External support for the team 30%  Planning to improve team effectiveness 26% INCREASING IMPACT ON TEAM PERFORMANCE OUTSTANDING LEADERSHIP TEAMS
  19. 19. How well do leadership teams perform on key drivers? 0% 5% 10% 15% 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Number of drivers in place % of organisations with drivers in place %oforganisations Strength of team performance: Weaker 25% Medium 46% Stronger 29% Average = 11
  20. 20. Which are the strongest performing teams? Organisations with higher income and more staff CEO has long tenure and greater breadth of experience At least half are externally appointed members More than two thirds are post graduates With a deputy CEO or COO Ethnically diverse
  21. 21. Conclusions 1. Leadership of behaviour and great team working are key drivers Key improvement areas:  valuing style and personality differences  compromising  stakeholder relations 2. Team meetings and leadership of strategy are next most important Key improvement areas:  using each other talents in meetings  tracking achievement of strategic objectives  innovation 3. Investment in team development is the weakest aspect Learning how to do this better is the crucial issue for the future
  22. 22. Practical implications 1. Start by getting the right people on the team 2. Ensure a balance of internal and external appointments 3. Invest time in getting the group to work as a team 4. Strive to maintain reasonable stability in team membership 5. Discuss expectations of behaviour openly 6. Review team performance regularly 7. Agree ways of improving team performance
  23. 23. Table discussions 1. How do our findings compare with your experience of leadership teams? 2. What do you think is most important in strengthening charity leadership teams?
  24. 24. Key take way points 1. Effective leadership teams are crucial to impactful organisations 2. Getting skilled team players with strategic perspective on the team is the starting point 3. Focus on leadership of behaviour and team working to achieve outstanding performance
  25. 25. How to purchase a copy of Building Outstanding Leadership Teams  Visit the DSC stand located need to add info if known  Email: publications@dsc.org.uk  Online: www.dsc.org.uk/bol  Tel: 0845 077 7707  ISBN – 978 1 906294 93 9  Price £40 Discounted price for charities £32
  26. 26. Helping charity leadership teams become more effective Compass Partnership works with chief executives and directors to review team performance, coach teams to increase their effectiveness, and strengthen team relationships. We:  Conduct 360°assessments of the performance of your leadership team  Highlight strengths and weaknesses and pinpoint key actions to improve leadership team effectiveness  Deliver team coaching programmes to enhance team performance  Benchmark team performance with similar organisations. Please contact Debbie Emerson on 01628 478561 or demerson@compassnet.co.uk to arrange a free confidential face-to-face discussion on how to enhance the performance of your leadership team.
  27. 27. The first investigation by Compass Partnership and Cass Business School looked in detail at the governance of the top 500 charities in the UK and identified the key drivers of governance effectiveness. Available from DSC via their website or by phone: www.dsc.org.uk/guc publications@dsc.org.uk Tel: 0845 077 7707
  28. 28. Tel: 01628 478561 email: info@compassnet.co.uk Publications Managing Without Profit, Mike Hudson, (DSC, 2009) sets out the theory and practice of creating highly successful nonprofit organisations. Delivering Effective Governance, Mike Hudson, Jacinta Ashworth, (DSC 2012), identifies drivers of governance performance and highlights actions to achieve improvements in governance. Building Outstanding Leadership Teams, Mike Hudson. Jacinta Ashworth, (DSC 2014) identifies key drivers of effective leadership teams and actions to improve their performance Available from www.dsc.org.uk Compass Partnership provides consultancy on the governance and management of independent civil society organisations. Over the last 30 years we have worked with more than 800 organisations in health, social welfare, housing, education, international development, arts, religion and the environment. We work with chairs and chief executives to strengthen governance, management and strategy and we strive always to be at the cutting edge of best practices. Compass Partnership
  29. 29. Evolve 2014

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