Becoming A Better Leader! Winter 2005 Mw = Blue

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Becoming A Better Leader! Winter 2005 Mw = Blue

  1. 1. Becoming a Better Leader! Michael Watts Improving Manager Programme
  2. 2. Contents List: <ul><li>Background </li></ul><ul><li>Improving Manager Programme </li></ul><ul><li>Examples and Management Models </li></ul>
  3. 3. Background
  4. 4. Background 1: <ul><li>Who am I? </li></ul><ul><ul><li>POST 1: </li></ul></ul><ul><ul><li>Contracts Assistant, </li></ul></ul><ul><ul><li>West Kent Contracts, Kings Hill </li></ul></ul><ul><ul><li>POST 2: </li></ul></ul><ul><ul><li>Contracts Standards Officer - Children’s Services, </li></ul></ul><ul><ul><li>SPS (Contracting), Maidstone </li></ul></ul><ul><ul><ul><li>Project group </li></ul></ul></ul><ul><ul><ul><li>Post developed to improve contracting in Children’s Services </li></ul></ul></ul>
  5. 5. <ul><li>Management training: </li></ul><ul><ul><li>Introduction to Management </li></ul></ul><ul><ul><li>Preparing for Management and Leadership </li></ul></ul><ul><ul><li>Improving Manager Programme </li></ul></ul>Background 2:
  6. 6. Improving Manager Programme
  7. 7. Improving Manager Programme 1: <ul><li>First activity of the course, we were asked to identify 2 people that we believe are great leaders: </li></ul>1 2 Bobby Moore Tony Blair
  8. 8. Improving Manager Programme 2: Strong - mentally Good underpinning beliefs and values Able to admit to errors Striving for continuous improvement Learns from mistakes Honest/Open Takes personal responsibility Vision
  9. 9. <ul><li>Each characteristic is important in it’s own right to create a great leader. </li></ul><ul><li>Characteristic of leadership I identified was… </li></ul>Improving Manager Programme 3:
  10. 10. Takes personal responsibility Strong - mentally Good underpinning beliefs Able to admit to errors Striving for continuous improvement Learns from mistakes Honest/Open Takes personal responsibility Vision
  11. 11. But… (there’s always a but…)
  12. 12. Improving Manager Programme 4: <ul><li>Development of another characteristic: </li></ul><ul><ul><li>Benefit me more </li></ul></ul><ul><ul><li>Links to activities within both of my current posts </li></ul></ul>
  13. 13. Takes personal responsibility Strong - mentally Good underpinning beliefs Able to admit to errors Striving for continuous improvement Learns from mistakes Honest/Open Takes personal responsibility Vision
  14. 14. To this...
  15. 15. Takes personal responsibility Takes personal responsibility Striving for continuous improvement Strong - mentally Good underpinning beliefs Able to admit to errors Striving for continuous improvement Learns from mistakes Honest/Open Vision
  16. 16. <ul><li>I also identified this characteristic as an area of improvement when I analysed my Ways 2 Success (aka B4S)… </li></ul>Improving Manager Programme 5: Developing others Developing creative thinking Managing performance Leadership & vision 7/14 7/14 11/13 9/17
  17. 17. <ul><li>Behaviours with both of my Line Manager’s </li></ul><ul><li>Action Plan for Development </li></ul>Improving Manager Programme 6:
  18. 18. Examples and Management Models
  19. 19. Following example: <ul><li>West Kent Contracts away day </li></ul><ul><li>I presented an efficiency saving change </li></ul><ul><li>Process in the team for dealing with: </li></ul><ul><ul><li>individual contract request forms and </li></ul></ul><ul><ul><li>individual contracts </li></ul></ul>
  20. 20. Models Used: <ul><li>MODEL 1 = Basis of Power </li></ul><ul><li>MODEL 2 = Consultation Model </li></ul><ul><li>MODEL 3 = Johari Window </li></ul><ul><li>MODEL 4 = Force Field Analysis </li></ul>
  21. 21. Model 1 = Basis of Power <ul><li>When doing this, I tried to change my use of powers to get the agreement that I needed. </li></ul><ul><li>I used: </li></ul><ul><ul><li>my expert power to explain what I can do </li></ul></ul><ul><ul><li>my reward power by asking for people’s opinion and using their expertise to build on my idea. </li></ul></ul>
  22. 22. Model 2 = The Consultation Model I decided Staff members have input/freedom to decide Issue 1 - Changes will happen Issue 3 - Contracts Assistant’s completing the whole process Issue 2 - We will use Access
  23. 23. Model 3 = The Johari Window Open Blind Hidden ? Unknown <ul><li>Desire to improve services </li></ul><ul><li>Use of: </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>PowerPoint </li></ul></ul><ul><li>Talk to fast </li></ul><ul><li>Read word for word from slides </li></ul>
  24. 24. Model 4 = Force Field Analysis No movement Change the Process Staff not wanting to change PROBLEM Change
  25. 25. Model 4 = Force Field Analysis Change the Process Staff not wanting to change Change Asked for her ideas and suggestions `` SOLUTION Move this way
  26. 26. <ul><li>Thanks for listening!! </li></ul><ul><li>Do you have any questions, comments, or positive(!) criticism? </li></ul>(This is where you say Well Done!!) Michael Watts January 2006 michael.watts@kent.gov.uk

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