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Renaissance leadership 2017

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Presentation to Athabasca MBA October 2017 Toronto.

Published in: Business
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Renaissance leadership 2017

  1. 1. Renaissance Leadership Stephen Murgatroyd, PhD FBPsS FRSA Athabasca University, October 2017
  2. 2. This Presentation Setting the Context Understanding Leadership Mapping the Future
  3. 3. CONTEXT
  4. 4. Our Map of the Future Has Changed • Austerity and financial challenges for public and private enterprise • Emerging technologies – 3D Printing, AI, Robotics, Stem Cells • Demographic Changes
  5. 5. • “Shift” Happens – shifting economic and political power • New “interstructure” – smart cities, buildings, grids, systems for transport • New thinking about our planet – 9 Billion Lives • New sense of identity linked to a new view of “work”
  6. 6. LEADERSHIP
  7. 7. No Doubt You Have Studied..
  8. 8. So then, having reviewed 1,753 books and 2,627 research papers…we asked… • Can we make sense of all of this… • Can we get really clear… • Can we keep it simple… • Can we stay out of the way of Attila, Machiavelli and Genghis Khan?
  9. 9. Renaissance Leadership
  10. 10. and..
  11. 11. Characteristic 1: Practice Personal Mastery • They are not being leaders to find out who they are.. • They realise that the work isn’t about them – its about the students and their learning • They realize that they are not the most important person in the school – those who engage in teaching and learning are.. • They lead a balanced life-style… • They look after themselves..
  12. 12. Characteristic 2: Apply a Glocal Mindset • They realize that there is life beyond work and school.. • That others are doing wonderful things in education in other schools around the world (and not just in Finland..) • That Singapore has to think glocally to be successful locally • That the future is about collaboration and engagement with others globally..so that innovation can take place locally • That adopting and then adpating is how 95% of all innovation takes place…
  13. 13. Characteristic 3: Accelerate Cross Boundary Learning • They don’t reject learning from the great ideas of others in other sectors – health, business, non profits.. • They actively seek out learning from other spheres – how can we learn math through music or art, how can we learn about leading a school by studying retail organizations.. • They understand that the engagement of teachers and the other adults in the school in the work of leadership is as important as they way they do as teachers, support staff, administrators, janitors..
  14. 14. Characteristic 4: Think Back from the Future • They don’t guess where their school is going…they are deliberate about it.. • They can communicate vision, strategy and direction… • They don’t guess, they make evidence based decisions..based on a chosen future…
  15. 15. Characteristic 5: Lead Systematic Change • They know how to inspire, engage and focus the work of the people in their organization • They can connect current activities (where we are) to the future (where we need to be) in ways that inspire action… • They know that engagement is better than demanding.. • They inspire confidence in change because their colleagues know that it comes from the heart as well as the mind..
  16. 16. Characteristic 6: Drive Performance with Passion • They can use evidence of progress (or failure) to inspire and engage … • They can use to the “what” to lead people through the “so what” to the “now what”.. • They can lead across and deliver within.. • They can use a crisis to enable change.. • They take risks (within the rules) and live with paradox
  17. 17. Using the 6 Characteristics with the 7S’s • Shared values – do we share the right values for this time or are our values based on a different time? • Strategy – are we pursuing the right strategy for the next period of time or just rolling along doing what we have always done? • Structure – is the structure we now have the one we will need for our future? • Systems – are our systems and processes all they should be? • Skills – do we have the right skills for our future and do we need to strengthen and deepen our skill-set? • Staff – is this the team we need for our future or do we need to shift the team around, add to it or change it in some other way? • Style – do we operate in the right way with the right style?
  18. 18. This what I see Jean P Stiles do… • Build and empower teams.. • Build and empower supports for learners and learning- customers • Enable the student voice to be heard in all aspects of strategy, action plans • Connect to others around the world..collaborate and build alliances • Focus, focus, focus on equity Never let a crisis go to waste..
  19. 19. But Can we Make this Even Simpler?
  20. 20. MAPPING THE FUTURE
  21. 21. 5 FUTURE FOCUSED LEADER POINTS OF ACTION • Performance is about the triple bottom line: successful and engaged organizations, making a difference to community and responding to the challenge of 9 Billion Lives • Social impact investing beyond the boundary of the firm • Developing people and inter-structure as primary assets – learning is the new resource for competitive advantage
  22. 22. • Thinking back from the future is the key skill for leadership teams • Agile and resilient organizations need to be the legacy of leadership
  23. 23. @murgatroydsteph murgatroydstephen@gmail.com

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