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Building a thriving leadership incubator

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Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.

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Building a thriving leadership incubator

  1. 1. 1 INTASE Leadership Conference Singapore 2014 Chris Jansen – University of Canterbury, New Zealand www.leadershiplab.co.nz www.ideacreation.org Building a leadership incubator
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  3. 3. 3 Chris Jansen
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  9. 9. 9 Genesis Consulting – Beijing, Shanghai, Nanjing, Guangzhou
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  11. 11. Leadership development events Leadership development processes 11 Incubator …cultivating our own leaders…
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  13. 13. 13 www.leadershiplab.co.nz
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  20. 20. Leadership learning design principles 20
  21. 21. •cutting edge frameworks that are critiqued in the light of participant inquiry 21
  22. 22. www.thinkbeyond.co.nz Structure & support systems Leadership engagement Partnering with learners Ongoing conversation The connected world Extending beyond current knowledge base, industry and thinking 22
  23. 23. Design Principles Principle One: Embed learning in work contexts (create a learning programme rather than an event) 23
  24. 24. Structure & support systems Leadership engagement Partnering with learners Ongoing conversation The connected world Extending beyond current knowledge base, industry and thinking 24 Paulo Friere 1. Problem (what’s our focus?) 2. Own story (what’s your experience of this?) 3. Expert (lets consider this framework) 4. Critique (what makes sense in my world?) 5. How have I changed? (what’s different?)
  25. 25. Design Principles Principle One: Embed learning in work contexts (create a learning programme rather than an event) Principle Two: Transfer greater development ownership to the participant (participant in the ‘drivers seat’) Principle Three: Create a learning community to maximise peer interaction and collaborative learning 25
  26. 26. Fresh insights often arise at the boundary between systems. Foodstuffs NZ Post CDHB Hawkins MSD Officemax CCC Pegasus Payglobal NZDF CCDHB Airways NZTA SIAPO Electronz CHCH Radiology Konica Minolta Ballantynes CHCH Art gallery Opus CERA 26
  27. 27. Design Principles Principle One: Embed learning in work contexts (create a learning programme rather than an event) Principle Two: Transfer greater development ownership to the participant (participant in the ‘drivers seat’) Principle Three: Create a learning community to maximise peer interaction and collaborative learning Principle Four: Leverage participant diversity to create cross-pollination of learning and collaboration 27
  28. 28. Leadership learning programmes 28
  29. 29. Leadership Development Processes – An organisational checklist 1. Do you have clear expectations of leadership competencies, behaviours and skills? Leaders at all levels? 2. When do leaders set goals related to their leadership and the organisations strategic intent? 3. How are leaders supported in their development of these goals? 4. What leadership development options are available? (study, courses, programmes, coaching, peer groups, external and internal etc) 5. How do leaders gather feedback on their progress in their leadership from those who they lead? 6. When and how do you celebrate successes and progress? www.ideacreation.org 29
  30. 30. Leadership Learning Programme – simple Pre – workshop online surveys and reading First workshop Change inquiry Critical friend On-going inquiry linked to PM Peers Action learning group Critical friend Blog Action learning group Second workshop Critical friend Prototyping 30
  31. 31. Leadership Learning Programme - comprehensive Pre work First workshop Change inquiry Critical friend On-going inquiry linked to PM Peers Action learning group Second workshop Critical friend interaction 360 Profile On-going coaching and goal setting Prototyping event Present and celebrate projects Goal review Learning Management System- Blog Action learning groups 31
  32. 32. Social enterprise incubator Selection Induction Forum 2 (1 day) Strengths Finder Profile and coaching Dragons Den – funds for sustainable projects Developmental evaluation Collate and showcase stories through multiple media channels (press, blogs, facebook, twitter..) Action learning groups ALG (8 members, 5 groups, 2 hours/session) ALG’s becoming increasingly self managing Ongoing ALG’s Digital influence incubator Formulate tools and resources and mentor communities and businesses Additive content workshops (2 hours on 6 occasions, open attendance) Follow up coaching Delivery team action learning group Projects in communities Collaborative projects Forum 3 (2 days) Project mentors 8 hours /person Existing ongoing community projects Forum 1 (2 days) Connecting Sharing expertise Complexity frameworks Project logistics Showcase Ignite talks Evaluation Negotiate next steps Dragons den funding Information sharing Project design Mentor allocation $2000 matched fund per person COHORT PLAN
  33. 33. The Leadership Circle 360 Assessment tool – individual profile based on peer feedback 33
  34. 34. Action Learning Groups / Professional Learning groups 34 Action learning groups are designed to support leaders to connect with each other and provide peer support and challenge • 6-8 team members • Meets for 2-3 hours every 4-6 weeks • Each session involves leaders having a set timeframe to communicate with peers regarding what they are learning about themselves and how they are progressing with their leadership initiatives and receive feed forward from peers. • Initially facilitated and becomes progressively self managing Dual focus; • Reflection by participants on their leadership with the support and challenge of peers • ALG group members practicing the skills of insight-generating dialogue (the ability to suspend advice giving and instead use generative questioning to expand others thinking) www.ideacreation.org
  35. 35. 35 Professional Inquiry
  36. 36. Sample leadership content 36
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  42. 42. Leading Change from the Middle Workshop Learning Objectives (2 day intro workshop 2014) 42 This workshop will help middle leaders juggle multiple perspectives in leading complex change by exploring a range of frameworks and tools to influence the behaviour of complex systems. You will have the opportunity to: • diagnose deeply embedded challenges in your own setting using systems thinking tools; • grow your leadership capability to foster engagement and lead cultural change across your organisation; • explore ways to unleash organisational agility and adaptability; • design and lead positive and successful school wide improvement initiatives through exploring a range of frameworks and tools to influence the behaviour of complex systems; • design a personalised change initiative for your organisation through peer prototyping • apply and adopt your learning immediately in your own leadership sphere of influence. www.ideacreation.org
  43. 43. Keeping in contact…. chris.jansen@canterbury.ac.nz www.ideacreation.org www.leadershiplab.co.nz 43

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