LDP Day 1 Slides


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LDP Day 1 Slides

  1. 1. Leadership Development Program LDP The Leadership Network 1
  2. 2. Agenda – Day 1• Welcome speeches• Ice Breaker• Brainstorming: What do we mean by leadership?• BREAK• Leadership for Social Change• LUNCH• Root Cause Analysis• Citizenship• BREAK 2
  3. 3. Agenda – Day 1• Recap Q & A of earlier sessions• Collaboration• Prisoners Dilemma• BREAK• JFK Speech• Brainstorm on what changes you want to see in Mauritius• DINNER• Rokeach Survey 3
  4. 4. THE FACILITATORS• Daden Venkatasawmy Managing Director, First Exec• Rajendra Patil Hunma General Manager – HR, Currimjee Jeewanjee & Co. Ltd 4
  5. 5. Our Expectations• Participate• Read• Think• Take ‘Personal’ Notes 5
  6. 6. Brainstorming Session• Names that come to mind?• What is leadership?• What do we understand by social change?• What is the link between leadership for social change? 6
  7. 7. Discussion• What do we mean by leadership ?• Do we have a common understanding?• Who are the leaders? 7
  8. 8. Discussion• What are our values about people? 8
  9. 9. Discussion• Why are we interested in leadership?• What about the role of followers? 9
  10. 10. 10
  11. 11. BREAK 11
  12. 12. Current thinking• Leadership is socially responsible.• Leadership is collaborative.• Leadership is a process, not a position.• Leadership is inclusive and accessible to all people.• Leadership is values-based.• Community involvement is a powerful vehicle for leadership. 12
  13. 13. OUR VISION• Fostering social change through leadership development• Providing opportunity to be part of a network, where other leaders share similar values and aspirations• Networking individuals with a common understanding of leadership and … social change 13
  14. 14. THE MODEL• The Social Change Model was initially designed in the 90’s by a team of US researchers• Currently used in a number of American universities.• Adapted version run twice in Mauritius already• “Leadership for a Better World”, written by Susan Komives et al. in 2009. 14
  15. 15. Current thinking• Leadership is not necessarily a position• Leadership is not necessarily a status• Leadership is different from authority 15
  16. 16. Leadership v/s Authority• Many people occupy positions of authority without ever mobilizing their organizations to address tough adaptive changes 16
  17. 17. Leadership v/s Authority• Authority, influence and power are critical tools• But they do not define leadership• When I become a leader, I shall … 17
  18. 18. Democratization of Leadership - 1• From an elitist paradigm in which leadership resided in a person, to a new one in which leadership is a collective process that is spread throughout networks of people. 18
  19. 19. Democratization of Leadership - 2• A future made up of complex, chaotic, volatile environments is less suited to the problem solving of lone, authority figures than it is to the distributed efforts of smart, flexible, dynamic leadership networks. 19
  20. 20. Democratization of Leadership - 3• Shift of focus from LEADER to LEADERSHIP 20
  21. 21. Transformational Leadership• Transformational leadership espouses a relationship between leaders and followers in which each transforms the other. 21
  22. 22. Transformational LeadershipLeaders transform followers,helping them to become leadersthemselves 22
  23. 23. Transformational Leadership• The aim of leadership is to transform leaders and followers into better, more self-actualized people• The process involves leaders and followers raising one another to higher levels of motivation and morality 23
  24. 24. Transformational v.s Transactional Leadership• Transactional leadership involves power wielders engaged in a politics of exchange • more interested in satisfying their own purposes than in the aspirations of their followers 24
  25. 25. Leadership for social change• Leadership is a relational and ethical process of people together attempting to accomplish positive change – focus on values – focus on authentic relationships 25
  26. 26. Leadership for social changeLeadership is redundant if the goal is to maintain status quo.Absence of required change is an evidence of leadership failure. – 26
  27. 27. Leadership for social change• Change is the ultimate goal of the creative process of leadership – to make a better society / a better world or simply to live a better life 27
  28. 28. “If leaders are to be successful, they must first lead themselves.” (John Maxwell) 28
  29. 29. Leadership for social change• Leadership requires an awareness that problems affect not only others but also ourselves directly or indirectly 29
  30. 30. Ubuntu South African Concept• My humanity is caught up, is inextricably bound up in yours – a person is a person through other persons – one belongs to a greater whole and is diminished when others are humiliated or diminished 30
  31. 31. Leadership for social change• Change should be preceded by an in- depth understanding of the underlying root / systemic causes• Leadership implies intentionality – the change is not random 31
  32. 32. Leadership for social changeNeed to differentiate between• Technical problems / solutions• Adaptive challenges / solutions 32
  33. 33. Leadership for social change• Technical problems: solutions are known to the relevant experts / authorities• No effort / participation required from those affected 33
  34. 34. Leadership for social change• Adaptive challenges: requiring collaborative and innovative approaches, and changes in people’s priorities, beliefs, lifestyles, learning AND effective leadership –With risks of failure / losses –No known / ready-made answers 34
  35. 35. Leadership for social change• Leadership is a purposive process / activity that is inherently value-based• What are some of these values? 35
  36. 36. THE MODEL Group Values • Collaboration • Common Purpose • Controversy with Civility CHANGE • Consciousness of Self • Citizenship • Congruence • CommitmentIndividual Values Society / Community Values 36
  37. 37. Community ValueCitizenshipA process whereby an individual and/or group becomes responsibly connected to the community and to society through some activity.Recognizing we have a responsibility for the welfare of others. 37
  38. 38. Group Values - 1Collaboration• Working with others in a common effort, sharing responsibility, authority, and accountability. 38
  39. 39. Group Values - 2Common Purpose• Having shared aims and values. Involving others in building a group’s vision and purpose. 39
  40. 40. Group Values - 3Controversy with Civility• Recognizing 2 fundamental realities of any creative group effort 1) differences in viewpoint are inevitable 2) such differences must be aired openly but with civility 40
  41. 41. Individual Values - 1Consciousness of self• Being self-aware of the beliefs, values, attitudes and emotions that motivate us to take action. 41
  42. 42. Individual Values - 2Congruence• Acting in ways that are consistent our values and beliefs. 42
  43. 43. Individual Values - 3Commitment• Having significant investment in an idea or person, both in terms of intensity and duration. 43
  44. 44. THE MODEL Group Values • Collaboration • Common Purpose • Controversy with Civility CHANGE • Consciousness of Self • Citizenship • Congruence • CommitmentIndividual Values Society / Community Values 44
  45. 45. WHY DO WE NEED AMODEL? 45
  46. 46. Why do we need a model?• A guide• A common understanding• A yardstick 46
  47. 47. Leadership• Reading about Leadership v/s ‘Doing’ Leadership• We also need concrete experience• Is experience enough?• What else is required? 47
  48. 48. Leadership cannot be taught …but it can be learned… 48
  49. 49. Kolb Model 49
  50. 50. Relevance of the Kolb Model• Leadership has to do with –Doing –Learning –Becoming –Being• We need to be prepared to embark on an inner journey 50
  51. 51. Differences between –Management and Leadership? 51
  52. 52. Management functions• Planning• Organising• Staffing• Controlling 52
  53. 53. Management LeadershipDealing with status quo Initiating changeWorking in the systems Working on systemsReacting Creating opportunitiesControlling risks InnovatingEnforcing rules Formulating new rulesFollowing directions Providing vision/directionControlling people Motivating peopleCoordinating activities Growing other leaders 53Giving instructions Coaching
  54. 54. What is Social Change?• Not charity and sporadic volunteerism –Charity - risk of creating dependencies –Focus on root causes of problems –Focus on building relationships and collaboration with others (including the ‘victims’) 54
  55. 55. “Change will not come if we wait forsome other person or some othertime. We are the ones weve beenwaiting for. We are the change thatwe seek.” Barack Obama 55
  56. 56. The Model 56
  57. 57. Quick Recap 57
  58. 58. Quick Recap• Leadership as an ethical process• Leadership v/s authority or position• Democratization of leadership• Transformational leadership• Transactional leadership• Leading ourselves• Approach to change• Values-driven leadership model 58
  59. 59. REFLECTION QUESTIONS• Can you remember a time when you thought about leadership differently from what you do now?• How is your current understanding different? 59
  60. 60. REFLECTION QUESTIONS• What is your evaluation of leadership among people you know?• Do they practice transformational or transactional leadership?• Are they values-driven? 60
  61. 61. Questions 61
  62. 62. APPROACH TO CHANGE Root-Cause Analysis
  65. 65. EXAMPLE Knowncriminals arenot arrested
  67. 67. CITIZENSHIP 67
  68. 68. Objectives of the Session• By the end of this session participants will demonstrate a clear understanding of the following concepts: –Citizenship –Social capital –Bonding –Bridging 68
  70. 70. Citizenship• Citizenship is a nebulous concept, often associated only with government, political parties, voting, and political organizations. 70
  71. 71. Citizenship• Citizenship involves working to make a difference in the civic life of our communities• And developing the combination of knowledge, skills and values and motivation to make that difference 71
  72. 72. Why do we get involved?• Personal connection with the social issue• Enjoying connection with others while working together• Recognizing that helping others ultimately helps oneself 72
  73. 73. Why do we get involved?• Recognizing the interconnected nature of problems –a good education benefits individuals as well as society 73
  74. 74. Ubuntu South African Concept• My humanity is caught up, is inextricably bound up in yours – a person is a person through other persons – one belongs to a greater whole and is diminished when others are humiliated or diminished 74
  75. 75. Why do we get involved?• Experiencing a deep satisfaction from being involved in making a difference for something that truly matters 75
  76. 76. Why do we get involved?• Being involved in a purpose greater than self –being a teacher to help children, –being a lawyer to protect people’s rights, –being a journalist to reveal the truth.. . 76
  77. 77. Citizenship• Democracy refers to people working together so that communities can function 77
  78. 78. Citizenship• Citizenship means more than membership; it implies active engagement of the individual and of the leadership group in an effort to serve the community. 78
  79. 79. Community• What are the communities you feel part of?• How can you be active citizens of these communities? 79
  80. 80. Community• A community is a group of people who have some defined trait or circumstance that binds them together 80
  81. 81. Citizenship• Passive or active?• Citizenship centers on active community participation as a result of a sense of responsibility to the communities in which we live. 81
  82. 82. Citizenship through• direct service• community research• advocacy and education• capacity building• political involvement• socially responsible personal and professional behavior• philanthropic giving• participation in associations … 82
  83. 83. Social Capital• An essential component of citizenship –“networks, norms, and social trust that facilitate coordination and cooperation for mutual benefit” –(Robert Putnam) 83
  84. 84. Social Capital• ‘Life is easier’ for those who live in communities that have worked to foster social capital 84
  85. 85. Discussion• Can you think of cases of destruction of communities and the consequences thereof? 85
  86. 86. “Bonding” and “Bridging”• Social capital is about the value of social networks,• and involves bonding and• bridging . 86
  87. 87. “Bonding” and “Bridging”• Bonding refers to social networks between people who are similar,• Bridging refers to social networks among diverse people 87
  88. 88. “Bonding” and “Bridging”• Bonding is useful for getting by• Bridging is what is needed to get ahead 88
  89. 89. Recap• Citizenship• Community• Social capital• Bonding• Bridging 89
  90. 90. Discussion What does citizenship have to do with leadership?Why is citizenship one of key values of leadership? 90
  91. 91. The Model 91
  93. 93. OBJECTIVES OF SESSION 3By the end of this session participants will be able to demonstrate a clear understanding of the following concepts as they apply to leadership in the Social Change Model (SCM) – Collaboration – Competition, Cooperation, Compromise – Effectiveness of Diversity – Pre-requisites for effective collaboration – Link with other C’s
  94. 94. The Model
  96. 96. COLLABORATIONCollaboration – The social changemodel defines collaboration as:• “working together toward common goals• by sharing responsibility, authority, and accountability in achieving these goals.”
  97. 97. COLLABORATIONNot to be confused with…• Competition – Work hard to do better than others• Co-operation – helps each party to achieve its own individual goals, not common goals• Compromise – involves a party losing something in order to accomplish goals
  98. 98. COLLABORATIONIs about…• Common Aims, Vision• Sharing Responsibility, Commitment• Focusing on Talents, Synergy…in order to DO something!
  99. 99. DIVERSITYDiversity is an essential part ofcollaboration and• multiplies group effectiveness• by taking advantage of multiple talents and points of view• to generate innovative ideas and solutions.
  100. 100. DIVERSITY• Individuals of diverse backgrounds bring unique values, learning styles, opinions and attitudes to a group.• Although challenges may arise, the benefits outweigh them significantly.
  101. 101. MAKING IT WORK• Personal Work –understanding one’s own values and beliefs as well as developing Consciousness of Self
  102. 102. MAKING IT WORK• Building Trust – informal exploring (getting to know other people’s values and backgrounds), – sharing ownership (members must take control of the leadership process), – celebrating success (helps promote energy and renewal), – creating powerful, shared experiences to bolster group goals
  103. 103. MAKING IT WORK• Communicating –Listening –Paying attention to what others have to say –Communicating Early and Clearly –Using Observations
  104. 104. COLLABORATION and CITIZENSHIP• Our destinies are Inter-related• We are ALL Responsible• We belong to many Communities• Social Capital• Bonding and Bridging
  105. 105. COLLABORATION and ADAPTIVE Leadership• Collaboration on Technical Issues• Collaboration on Adaptive Issues• Adapt your own behaviour• ‘Victims’ have to adapt too• Ongoing Communication• Trust
  106. 106. LINKS WITH THE 6 C’S
  107. 107. The Model
  108. 108. QUESTIONS
  109. 109. INTERACTIVE SESSION Prisoners’ Dilemma
  110. 110. Prisoners’ DilemmaThe purpose of thegame is for each teamto get a positive score 110
  111. 111. BREAK
  112. 112. JOHN F. KENNEDYINAUGURAL ADDRESS - 1961• Note instances of / references to: –Leadership –Citizenship• What elements of the speech would YOU use in the local context?
  113. 113. JFK SPEECH (1/2)• from this time and place• to a new generation of Americans• we shall pay any price• Divided there is little we can do• …help them help themselves…because it is right• civility is not a sign of weakness
  114. 114. JFK SPEECH (2/2)• explore what problems unite us• All this will not be finished in the first one hundred days…But let us begin• Will you join in that historic effort?• I do not shrink from this responsibility, I welcome it.• ask of us here the same high standards of strength and sacrifice which we ask of you
  115. 115. JFK SPEECH• ask not what your country can do for you; ask what you can do for your country
  116. 116. The Model
  117. 117. Q&AFEEDBACK
  118. 118. ROKEACH SURVEY Post Dinner Session