Kim Ryley Whole System Leadership 291112


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Kim Ryley Whole System Leadership 291112

  1. 1. Whole System Leadership (of place)A New Approach for Challenging Times Kim Ryley Chief Executive
  2. 2. Places as “whole systems”...“Look at what connects and separatespeople” – I ChingLeaders as “alchemists” ...Not asGandalf!
  3. 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. 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. 5. Leadership A New Decision Making Framework Far from EngagementAgreement RISK Disrupt the system Rational choice Far from Close to Certainty
  6. 6. Devolution, Accountability and theLeadership of Place - the need fornew models Local governance Democratic accountability The role of elected officials
  7. 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. 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. 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. 10. Future leadership attributes intellectual reach (strategic thinking) managerial competence “political” acumen emotional intelligence “personal” authority