3D - Inspirational Leadership - Robina Chatham


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Speaker at CFG's Annual Conference 2012

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  • Professor Chris Edwards & Rob Lambert Full Time MBA 2008 - 2009
  • Professor Chris Edwards & Rob Lambert Full Time MBA 2008 - 2009
  • Professor Chris Edwards & Rob Lambert Full Time MBA 2008 - 2009
  • 3D - Inspirational Leadership - Robina Chatham

    1. 1. Making a differenceInspirationalLeadership
    2. 2. Making a IT maslow differenceMember ofinner sanctum Competitive Transforming Licence to decide advantage business thinking Contribute Licence to influence Business benefit to businessPartnership thinking Licence to thrive New needs Programme deliveryCollaborative Day to day needs Service delivery Licence to exist Transactional RELATIONSHIP ROLE
    3. 3. Making a Two different sets of capability difference Transformational leadership Asking the right questions Transforming Licence to decide Focus on the future business thinking Viewed as an enabler Contribute Licence to influence to business thinking Licence to thrive Programme delivery Traditional managementSearching for the right answer Focus on the present Service delivery Licence to exist Viewed as a cost centre
    4. 4. Making a Two different sets of capability difference Building your Transforming Licence to decide reputation business thinking Contribute Licence to influence to business thinking Licence to thrive Programme delivery Avoidingdamage to your Service delivery Licence to existreputation
    5. 5. Value Deliverable focussed focussed Formally Often an planned adventure Highly Little coordinated coordination bottom two Thoughtfully Poorly resourced resourced Formal Little We are very good at theManage today’s on-going business operation learning learning Devise and execute change initiatives to create tomorrow Making a difference
    6. 6. Making a We are very poor at the difference top two Tomorrow gives at the expense of……Managing today’s on-going business operation
    7. 7. Making a difference In search of a solutionCEO researchThree key findings
    8. 8. Making a difference Key finding number: 1hey wereolitically astute
    9. 9. Making aAt a meeting... difference What percentage of the dialogue is objective?
    10. 10. Making a difference How decisions are made?2 – 3%based on Facts!97 – 98%based on Opinions Perceptions Interpretations Beliefs Aspirations Assumptions Research into 10 major organizations including IBM
    11. 11. Making a difference Corporate politicsWhat do the words mean to you?
    12. 12. Making a What politics are often difference construed as:Doing dealsGetting one overScoring pointsSecrecy and subterfugeMafiosi tacticsWin-lose
    13. 13. Making a What politics are also about? difference InfluenceCollaborationBuilding relationshipsOpenness and honestyStreetwiseWin-win
    14. 14. Making a Leaders who have attained difference long term successUnderstanding the external world:• Decision-making processes• Overt and covert agendas• Bases of power• Own locus of influence• Culture, style• ‘Politics’From political unawareness topolitical awarenessManaging the external world:• Acting with integrity• Avoiding psychological game-playing• Accepting self and others for what they are• Win-win strategies for conflict managementFrom psychological game-playing to acting with integrity
    15. 15. Making a The concept of ‘dolphinism’ difference Psychological game playing Acting with integrity Politically awarePolitically unaware
    16. 16. Making a The four behaviour sets difference CLEVER WISERecognizes and exploits weaknesses in Takes account of other people personallyothers Excellent listener and aware of others’Self-centred behaviour viewpointsCharming veneer Non-defensive: open and shares informationInsecure but well defended Creative and imaginativeLikes games involving winners and losers Likes and engineers win-win situationsManipulative Ethical INEPT INNOCENT Wide eyed simplicityNot tuned into grapevine: blocked antennae Believes you are right if you are in authorityConspiring with the powerless Believes in sticking to the rules, “there is aEmotionally illiterate right answer”Sees things in black and white Too busy to networkNot recognizing when fighting a losing battle Doesn’t know how to build coalitions/alliancesUnprincipled Principled
    17. 17. Making adifference
    18. 18. Making a difference Key finding number: 2ey operatedove the wavy line
    19. 19. It is better to ask for Making a difference forgiveness… • no rules • exposed • ambiguity, • visible uncertainty and Area • vulnerable complexity of • value-based decisions discretion • safety • rules - standards, procedures, controls• comfort zone • right answers - based on: • experience • culture • strategy, tactics Area of prescription …than to seek permission
    20. 20. Making a In essence… difference • Asking the right questions Area of discretion • Searching for the right answer Area ofprescription
    21. 21. Making a differenceKey findingnumber: 3 They had high EQin support of high IQ
    22. 22. Making a The concept of EQ differenceIn 1995 Daniel goleman popularized the concept of Emotional Intelligence orEQ (Emotional Quotient) for shortIt describes an ability to understand, connect with and motivate peopleGoleman concluded that: • A high IQ will open doors to your chosen profession • However once you are in that profession, EQ emerges as a much stronger predictor of who will be most successfulBecause it is how we handle ourselves in our relationships that determines howwell we do once we are in a given job
    23. 23. Making a The five key dimensions of EQ differenceMotivating Social self Managing own skill emotions Empathy towards Understanding others self
    24. 24. Making aIn conclusion – 5 key difference attributes... Vision To envision the future Courage To take risks & make bold decisions based on “gut” instinct Passion To inspire, motivate & influence others Empathy To exercise consideration, sensitivity & compassion to your dealings with others Integrity To engender trust & loyalty
    25. 25. Making a ...and three killer capabilities difference cy en Communicate Urg Co mm itm entTime to Innovate Vision Direction Boundary spanning in B uy- Network
    26. 26. Innovation thrives best Making a difference across boundariesBoundary spanning is a critical pre-requisite of organisational innovation Acquaintances Innovation Depth of Relationship through novel & associates combinations (weak ties) Hot Spots Close friends & solid relationships (strong ties) Exploration Exploration through through shared Within the group Outside the group synthesis expertise Extent of Boundary Spanning Innovation hotspots will atrophy without boundary spanners
    27. 27. Making aThank you and any questions? difference Dr Robina Chatham robina@chatham.uk.com 01234 765103