Developing Leadership Capacity


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Developing Leadership Capacity

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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