Developing Leadership Capacity

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Developing Leadership Capacity

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  • Thank you very much for your valuable inputs... Your presentation would be of help to our 'Leadership' class at the Ateneo Graduate School of Business, Rockwell, Makati City... All the best!!!
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Developing Leadership Capacity

  1. 1. Developing Leadership Capacity IDRC 2010
  2. 2. <ul><li>… ..Our best prevention/assistance for human disasters of this kind is to provide training to local people so they can respond without the delay of waiting for outside assistance… </li></ul><ul><li>Cathy Anthofer Director of Campus Safety and Security Earlham College Richmond, IN </li></ul><ul><li>(21 January 2010) </li></ul>
  3. 3. Definitions <ul><li>Leadership </li></ul><ul><ul><li>the ability to guide, direct, or influence people </li></ul></ul><ul><li>Crisis Leadership </li></ul><ul><ul><li>the ability to guide, direct, or influence people during periods of uncertainty or non-routine events </li></ul></ul><ul><ul><li>Or “Leadership in a Vacuum” </li></ul></ul>
  4. 4. A View of Leadership Leadership Impact Make Things Happen Have Tact Influence, Sell Visible & Approachable Thrive on Change Measured Risks Inspiration Vision Direction Ability to Identify Critical Issues Enthusiasm Energy Passion Judgment Involvement Autonomy & Trust Insight Share Knowledge, Experience & Ideas Engage & Motivate Integrity Honor, Trust Fair, Honest Consistent in Values Assured Resilient Engaged Empathetic
  5. 5. Leadership <ul><li>Myths: </li></ul><ul><ul><li>Leaders are born </li></ul></ul><ul><ul><li>We are prepared / educated to handled the unexpected </li></ul></ul><ul><li>Realities: </li></ul><ul><ul><li>Leaders are developed </li></ul></ul><ul><ul><li>Leadership is about skills, behaviours and attitudes which can all be learnt </li></ul></ul><ul><ul><li>Everyday is about improvisation </li></ul></ul><ul><ul><li>Leadership is about adaptive success </li></ul></ul>
  6. 6. Emergent Leadership <ul><li>For leader to be effective in today’s uncertain world, they have to understand the nature of complexity and adapt their leadership role in a manner that reflects the realities of the situation they are faced with </li></ul><ul><li>Sometimes the traditional leadership approaches are not appropriate </li></ul><ul><li>Non routine events may require non routine responses </li></ul>
  7. 7. Why We Did It? <ul><li>Saw that senior people understood crisis and emergency management </li></ul><ul><li>Very few junior managers part of crisis and emergency management teams, or knew what they did </li></ul><ul><li>No training available to assist middle and junior managers (high potential employees) to gain the knowledge, skills and attributes required </li></ul><ul><li>Limited education and learning budget </li></ul><ul><li>Crisis / emergency management not seen as “core business skills” </li></ul>
  8. 8. Putting Together the Pieces
  9. 9. How We Did It <ul><li>Conducted Gap / Need Analysis </li></ul><ul><ul><li>What education and learning opportunities were currently available to employees? </li></ul></ul><ul><ul><li>What were the knowledge, skills, attributes that the current crisis / emergency management team exhibited / used? </li></ul></ul><ul><ul><li>What leadership attributes were required for “normal” business and “non-routine” business </li></ul></ul><ul><ul><li>What was the best way to deliver the course </li></ul></ul><ul><ul><li>Who should attend </li></ul></ul><ul><ul><li>Who should facilitate </li></ul></ul><ul><ul><li>How should theory and practice be combined for the best effect </li></ul></ul>
  10. 10. Our Goal Is to Allow Them to Reach the Top
  11. 11. Leadership Capability Modules <ul><li>Module 1 – Leading & Leadership </li></ul><ul><li>Module 2 – Plans & Planning </li></ul><ul><li>Module 3 – Organization & Organizing </li></ul><ul><li>Module 4 – Resources & Resourcing </li></ul><ul><li>Module 5 – Directing </li></ul><ul><li>Module 6 – Controls & Controlling </li></ul><ul><li>Module 7 – Communications & Communicating </li></ul>
  12. 12. 4 hrs reading 8 hours Nominal Learning time for this module EM CBL Package Workbook Central Presentation EM CBL Workbook Questionnaire (nominal 1 hrs) Discussion Session and debrief (nominal 1 hrs) <ul><li>Implement the basic elements of leadership and management </li></ul><ul><ul><li>Implementing plans to carry out objectives </li></ul></ul><ul><ul><li>Discuss the employment of people and other resources to achieve the common aim </li></ul></ul><ul><ul><li>Monitoring to determine progress </li></ul></ul><ul><ul><li>Leadership to determine objectives </li></ul></ul>EM CBL Package Workbook Central Presentation EM CBL Workbook Questionnaire (nominal 1 hrs) Discussion Session (nominal 1 hrs) <ul><li>Identify the relationship between Authority and Responsibility </li></ul><ul><ul><li>Legal – Personal – Technical (Authority) </li></ul></ul><ul><ul><li>Recognising how to get the right things done </li></ul></ul><ul><ul><li>Set the common goal </li></ul></ul><ul><ul><li>Identify key areas and prioritise the efforts of the team via leadership principles </li></ul></ul><ul><ul><li>Manage your own personal effort and prioritise own and others outputs </li></ul></ul><ul><ul><li>Reflection on leaders in the current media </li></ul></ul>EM CBL Package Workbook Central Presentation Pre-reading (nominal 1 hr) Discussion Session (nominal 1 hr) <ul><li>Identify 3 characteristics of good leadership </li></ul><ul><ul><li>Discuss the characteristic that make an effective and efficient leadership style for the EM workspace </li></ul></ul><ul><ul><li>Discuss the characteristics that are most desirable in small groups and for the EM environment </li></ul></ul>EM CBL Package Workbook Central Presentation Pre-reading (nominal 1 hr) Discussion Session (nominal 1 hr) <ul><li>Identify 3 leadership styles </li></ul><ul><ul><li>Pre reading on leadership styles </li></ul></ul><ul><ul><li>Discussion of leadership styles </li></ul></ul><ul><ul><li>Determining leadership styles that work in the EM environment </li></ul></ul><ul><ul><li>Discuss tools and tips for development of leadership styles </li></ul></ul><ul><ul><li>Tools and tips for developing Leadership skills in the team and your subordinates </li></ul></ul>Reference Mode and Time Estimate Module 1 Leadership - Element Objectives
  13. 13. Supporting Resources <ul><li>DVD </li></ul><ul><ul><li>E.g. Apollo 13 </li></ul></ul><ul><li>Workbooks </li></ul><ul><ul><li>Participants </li></ul></ul><ul><ul><li>Facilitators </li></ul></ul><ul><li>Guest Presenters </li></ul><ul><li>Reading Materials </li></ul><ul><li>Advisors </li></ul><ul><li>Knowledge Network </li></ul>
  14. 14. The Good and the Bad <ul><li>Initial program was under intense scrutiny to demonstrate value </li></ul><ul><ul><li>Skeptics </li></ul></ul><ul><li>Demonstrated the link between “normal” business skills and “non-routine” skills </li></ul><ul><li>High potential employees saw themselves as wanted by the organization </li></ul><ul><li>Participants wanted to be part of the crisis / emergency management teams </li></ul><ul><li>Approval for more programs to be undertaken </li></ul><ul><li>Senior Management participation in workshops </li></ul>
  15. 15. The Good and the Bad <ul><li>Didn’t use the best examples as part of the facilitated workshops </li></ul><ul><li>Competency assessment was not readily accepted by participants and senior management initially </li></ul><ul><li>Length of initial workshops too long – focused on speaking rather than interaction </li></ul><ul><li>Didn’t have the most appropriate facilitators </li></ul>
  16. 16. The Goal of Leadership Capacity Building
  17. 17. The Future of Leadership – Its Your Choice Source: The Economist

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