4. • Water and water resources management is at the core of
sustainable development - critical to the prosperity of all
people
• Leadership is key to make change happen
• We need change because business as usual is not an option
with increasing pressures and demands on finite but renewable
water resources.
• Increasing competition and changing circumstances
• Larger need to collaborate across sectors calls for leadership to
improve cooperation and interaction• Investing in leadership
development helps to create
synergies, make good use of
human, water and other
resources. It offers career,
organizational, business and
partnership development
• Leadership development can
expand individual and team
potential and transform and
improve the performance of
organizations
6. • Leadership is more than management
• Management is about command and control, stewardship,
optimizing use of resources, increasing efficiency, profit
etc
• Leadership is a process of influence - influencing change, it
involves:
1. Instilling a sense of purpose,
creating a common vision,
direction and goal
2. Aligning of efforts and resources
3. Unleashing motivation, talent
and creativity of individuals and
organizations to achieve mutual
interests
7. • Leaders reach across boundaries. There is a trend to expand
leadership capacity away from vertical hierarchies to reach
horizontally across boundaries of organizations, functions,
disciplines, expertise, stakeholders, cultures and geographical areas.
• Non-executive younger leaders will influence collectively.
Leadership is no longer seen as limited to the domain of executives
(who hold positions with formal authority). Non-executive younger
leaders and youth leaders increasingly recognized more adept at
exercising influence through groups and networks.
• Personal mastery empowers every leader’s transformation and
results. Leadership development needs to go deeper than training
courses and workshops - experiential learning that expands self-
awareness ‘on the job’, continuous feedback through coaching and
mentoring
Three shifts in leadership
9. • All levels of management, as well as the staff
themselves
• Stakeholders within our sphere of influence
• Policy makers, politicians, media
• Our partners including donors, business, suppliers and
other collaborators.
• Young, emerging and informal leaders
• Youth: high-school and university levels
• Leadership from traditional and customary settings
• Grass-root levels
Everyone can become a better leader - both individually
and collectively!
12. • Current programmes for leadership training involve about 70% on-the-
job training, 20% coaching and mentoring and 10% targeted leadership
training in a classroom
• Enable and develop the conditions for an organization to become a
learning organization, and to develop a learning attitude and culture
• Utilizing developments in ICT for networking, information gathering,
communications, mentoring, coaching, sharing experiences…cross
borders, ages, peer-to-peer, across cultures and organizations.
• Capturing tacit knowledge through leadership, trainee, apprenticeship
programmes – also outside our own organization and sector.
• Allow youth and young emerging
leaders to take a ‘real’ role in
important events and activities, not
just side-events
• Develop communication, motivation
and facilitation skills in addition to
technical knowledge (starting already
in high-school/university level)
13. GROUP
DISCUSSION
1. What are the leadership capacity development
needs in your region/network?
2. How could Cap-Net address these needs?
Editor's Notes
This is another option for an Overview slides using transitions.
