Professor Peter Hawkins discusses the need for collective leadership to rise to current challenges. He emphasizes that learning must equal or exceed the rate of environmental change for organizations to survive. Sustainable change requires aligning strategy, change, culture and leadership. High performing teams excel through clarifying their mission, co-creating solutions both internally and with stakeholders, and engaging in continuous learning. Building partnerships also demands a shared compelling vision of what groups can achieve together that they cannot apart.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
This was a talk given to the team at 5Q Communications in the Pecha Kucha format. It was given as part of a series of internal learning presentations. Enjoy!
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
This was a talk given to the team at 5Q Communications in the Pecha Kucha format. It was given as part of a series of internal learning presentations. Enjoy!
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
As an international non-profit organization we believe in collective leadership skills for sustainability and the capacity to dialogue – for jointly created solutions across sectors, institutions, nations and cultures. We globally support leaders and change agents in private companies, public institutions and civil society who anchor their action in the concern for the greater good and the future of humankind on this planet.
As grantmakers continue to explore ways of increasing the effectiveness and impact of nonprofits, we need to think differently about leadership and investments in individuals. There is a growing recognition that to achieve large scale change, we need to unleash collective leadership capacity within groups, organizations and communities; leverage networks using collaborative technologies; and support individuals and organizations working across differences to develop shared purpose, vision and coordinated action. To understand what is needed to achieve this scale of collaborative action, the Leadership Learning Community has joined forces with key innovators in the field to explore the topic of "Collective Leadership" as part of Leadership for a New Era – a collaborative research initiative focused on promoting leadership that is more inclusive, networked and collective. During this session, some of these innovators will present practical case studies and provide insights on models and tools for effectively supporting and evaluating the impact of collective leadership.
The leadership difference - Jan Sobieraj, Managing Director, NHS Leadership Academy
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
In November 2016, seasoned IC experts Gemma McGrattan, Camilla Rigby and Angela Da Silva took to the stage at Bath’s Guildhall to talk about the incredible things engagement can achieve, and how to make it happen.
The second speaker was Camilla Rigby. Her wealth of IC experience at OVO Energy and Dyson made her the perfect person to discuss creating a strong culture when your company is growing fast.
She talked about how OVO – an expanding and particularly innovative energy company – developed their culture as they took a new approach to service. She also talked about the importance of a flexible communications structure and how employee events can reap huge engagement.
Each member of the Engage for Success Special Interest Group on Engaging Leadership were asked to distil their knowledge and experience down to just 5 critical points.
There was a high degree of consensus around a number of issues - authenticity, inspiration, communication, integrity, humanity, coaching and accessibility.
We hope the following pages provoke some reflection and encourage you to analyse and challenge your own behaviour and the behaviour of colleagues.
Employee Engagement Case Study: Metropolitan Police: Kingston BranchEngage for Success
‘Employee engagement is all very well but you won’t change
the culture’ That’s pretty much what Glenn Tunstall, Chief
Superintendent of Kingston upon Thames borough was told
when he took responsibility for 450 police men and women.
Always up for a challenge Glenn was determined to change
the ‘trendy to be negative’ cynicism and negativity that seemed
to permeate his team.
Glenn was determined to prove that there was a clear link between staff engagement and performance. He looked
at the crime solve rates across the police force and
mapped them against the engagement scores and
found that they were almost identical. Now he just had to
prove that the link went from engagement to solve rates
and not the other way round!
This presentation explains the Evolution Of Management Thought and the distinguished contributions of Henry Fayol, Fredric Wilson Taylor, Elton Mayo and Mary Parker Follett to management thought.
Get a glimpse into the dreary world of disengagement, and learn what you can do to prevent it by elevating your employer brand and celebrating your Employee Success™.
Win Tadd: Transforming patients' experience - Why it matters to staffThe King's Fund
Including interviews with patients, senior trust managers and ward staff, Dr Win Tadd, Cardiff University, shares the results of her study into staff and patient experiences of care.
We've been studying employee engagement for the last 25 years. What have we learnt in that time and what is next for the study and practice of employee attitudes and leadership?
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Geared toward undergraduate student-level supervisors, this presentation gives students a chance to review their results from the StrengthsQuest assessment and learn how to apply their Strengths to the work they will do as a peer leader and supervisor.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Similar to Collective leadership by Peter Hawkins (20)
Presentation by Arun Kang, Chief Executive of Sporting Equals, about the current trends on ethnic diversity on sport boards and how to increase it. Presentation delivered at the 2015 Sport and Recreation Alliance Leadership Convention
Presentation by Dame Helen Ghosh, Director General of the National Trust, about leading change within an organisation. This presentation was delivered at the 2015 Sport and Recreation Alliance Leadership Convention
Presentation slides from John Bull on results based accountability. Presentation was delivered at the 2015 Sport and Recreation Alliance Leadership Convention
Presentation delivered by Mind at the Sport Minds event on 6 October 2015. The presentation focuses on helping sports organisations develop their action plans following their signing of the Mental Health Charter for Sport and Recreation
Presentation delivered by LPP at the Sport Minds event on 6 October 2015. The presentation focuses on sport coaches and support staff and their role in mental health.
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Narrated Business Proposal for the Philadelphia Eaglescamrynascott12
Slide 1:
Welcome, and thank you for joining me today. We will explore a strategic proposal to enhance parking and traffic management at Lincoln Financial Field, aiming to improve the overall fan experience and operational efficiency. This comprehensive plan addresses existing challenges and leverages innovative solutions to create a smoother and more enjoyable experience for our fans.
Slide 2:
Picture this: It’s a crisp fall afternoon, driving towards Lincoln Financial Field. The atmosphere is electric—tailgaters grilling, fans in Eagles jerseys creating a sea of green and white. The air buzzes with camaraderie and anticipation. You park, join the throng, and make your way to your seat. The stadium roars as the Eagles take the field, sending chills down your spine. Each play is a thrilling dance of strategy and skill. This is what being an Eagles fan is all about—the joy, the pride, and the shared experience.
Slide 3:
But now, the day is marred by frustration. The excitement wanes as you struggle to find a parking spot. The congestion is overwhelming, and tempers flare. The delays mean you miss the pre-game excitement, the tailgate camaraderie, and even the opening kick-off. After the game, the joy of victory or the shared solace of defeat is overshadowed by the stress of navigating out of the parking lot. The gridlock, honking horns, and endless waiting drain the energy and joy from what should have been an unforgettable experience.
Our proposal aims to eliminate these frustrations, ensuring that from arrival to departure, your experience is extraordinary. Efficient parking and smooth traffic flow are key to maintaining the high spirits and excitement that make game days special.
Slide 4:
The Philadelphia Eagles are not just a premier NFL team; they are an integral part of the community, hosting games, concerts, and various events at Lincoln Financial Field. Our state-of-the-art stadium is designed to provide a world-class experience for every attendee. Whether it's the thrill of game day, the excitement of a live concert, or the camaraderie of community events, we pride ourselves on delivering a fan-first experience and maintaining operational excellence across all our activities. Our commitment to our fans and community is unwavering, and we continuously strive to enhance every aspect of their experience, ensuring they leave with unforgettable memories.
Slide 5:
Recent trends show an increasing demand for efficient event logistics. Our customer feedback has consistently highlighted frustrations with parking and traffic. Surveys indicate that a significant number of fans are dissatisfied with the current parking situation. Comparisons with other venues like Citizens Bank Park and Wells Fargo Center reveal that we lag in terms of parking efficiency and convenience. These insights underscore the urgent need for innovation to meet and exceed fan expectations.
Slide 6:
As we delve into the intricacies of our operations, one glaring issue emer
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On episode 271 of the Digital and Social Media Sports Podcast, Neil chatted with Akshay Ram, Product Manager for Adobe, who also has a lot of knowledge and insight into sports creative.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Euro Cup fans worldwide can book Euro 2024 Tickets from our online platform www.worldwideticketsandhospitality. Fans can book Poland Vs Netherlands Tickets on our website at discounted prices.
5. Strategy in one question
“What can you uniquely do that the world
of tomorrow needs?”
6.
7. Context for 21st Century leadership
Need for holistic view
- development
Retiring baby boomers
Growing elderly population
Talent demand outstrips supply
Complexity of globalisation
/ matrix
24/7
Economic turmoil & volatility
Generation X & Y
Mindset change in
transitional economies
Responsible
leadership
Speed of technological
change
Shift in power from
West to East – or
back?
Climate & environment
changes
Political instability &
risk
Increased migration
Cross cultural
challenges &
opportunities
Peak Oil - Fuel prices
– sustainability issues
Need for growth,
innovation & agility
Governance,
ethics & CSR
8. The challenge for us all – greater demand,
higher quality, lower cost and more sustainable
9. The limits to growth
‘Anyone who believes in
indefinite growth in anything
physical, on a physically finite
planet, is either mad – or an
economist.’
David Attenborough quoting
Kenneth Boulding, President
Kennedy‟s environmental
advisor
10. The UK health challenge between now
and 2032
Population growth of
8 million
Half the population over 50
Over 65s:
10.6 million – 16.1 million
Over 85s:
1.26 million – 2.65 million
Obesity:
26% - 40%
Arthritis:
8 million - 17 million
Dementia:
800,000 - 1.3 million
Dementia cost of care £40 billion
(Source: Kings Fund; The Future Trends)
11. How can sports organisations rise to
the challenge?
Building Collective Leadership that enables:
a)
b)
c)
d)
e)
Creativity at all levels
Staff engagement
Identifying and make the most of talents
Community involvement with all stakeholders
Collaboration with other organisations
12. How come?
The UK government spent more on Leadership
Development between 1997-2010 than all previous
governments put together
Yet every department review reported that the senior
leadership team were not as effective as they needed to
be?
13. The paradigm shift
From
To
Focus on „share value‟
Focus on government set targets
Focus on „shared value‟
Working in partnership to create value for
all stakeholders
Competing on product, technological or
knowledge advantage
Providing a differentiated customer
experience
Brand image
“Lived Brand” and the relational value
chain
Leading those who report to you
Leading with others across organizational
boundaries
Leader development
Leadership development
14. Questions to start our dialogue
1. What is going to be the 3-5 biggest challenges in your
organisation in the next two years?
2. In the light of that how does the collective leadership
of your organisation need to evolve and develop?
3. What do you need to learn today to develop that
collective leadership?
15. The challenge for today’s leadership
teams
• Managing expectations of different
stakeholders
• Both running the business and
transforming it
• Being members of multiple teams
• Working with systemic conflict
• The world becoming more complex and
interconnected
• Working virtually
• The major challenges lie not in the parts
but in the interconnections
17. In what circumstances are the
following true?
1. 1+1+1+1+1+1 = 6
2. 1+1+1+1+1+1 = 2
3. 1+1+1+1+1+1 = 12
We understand „1‟ but do we understand „+‟ ?
18. The expanding field
People in team
=7
Relationships internally
= 21(dyads) 21 (tryads) 14
(foursomes) 5 (fivesomes) = 61
External critical individual
relationships each
= 300
These stakeholders
are interconnected
= THOUSANDS
19. A High Performing Team
‘A team is a small number of people with complimentary
skills who are committed to a common purpose, set of
performance goals, and approach for which they hold
themselves mutually accountable.’
Katzenbach and Smith, HBR, March 1993
‘…a High performing team also:
• effectively meets and communicates in a way that
raises morale and alignment,
• engages with all the teams key stakeholder groups in
a way that grows performance
• and provides constant learning and development for
all its members and the collective team.’
Hawkins, 2011
20. The journey from team manager to
team coach
Team
Orchestrator
Team Leader
Team
Manager
Team
Coach
21. The five disciplines of high
performing teams
Task
2. Clarifying
Inside
1. Commissioning
5. Core
Learning
(within boundary)
Outside
(across boundary)
3. Co-Creating
4. Connecting
Process
22. The five disciplines of high
performing teams and boards
Task
Clarifying
Collective endeavour
Team Charter
Goals
Objectives
Roles
Inside
(within boundary)
Commissioning
Ensuring a clear commission
for the team and contracting
on what it must deliver..
Core Learning
Co-ordinating
and
Consolidating
Reflecting, Learning
Integrating
Co-Creating
Interpersonal
And Team Dynamics
Team culture
Outside
(across boundary)
Connecting
And engaging all the
critical stakeholders
Process
23. Team charter
Team Commission or Mandate:
Team Strategic Focus:
Strategic Narrative:
Key Stakeholders
Key Team objectives and goals
Team Key performance Indicators
Vision of what success will look, sound and feel like
Team Members
Green Card Behaviours
Working
Agreements
Core Values
Red Card Behaviours
24. Who does your organisation serve?
And what “added value” does it need to deliver to each
stakeholder?
27. ‘Employee engagement – nailing the
evidence’
• Top quartile companies delivered seven times more to shareholders than
bottom quartile companies.
• While 78% of engaged public sector employees felt they could impact public
service delivery positively, only 29% of the disengaged felt the same way
• 59% of engaged employees said that work brings out their most creative ideas,
compared with a mere 3% of the disengaged
• Accidents are 62% higher among disengaged employees
• Only one third of UK employees are actively engaged at work, leaving 20
million under-performers
Bruce Rayton, Tanith Dodge and Gillian D’Analeze (2012). Employee
engagement – the evidence. Research Report. London. Engage for Success.
28. Five pillars of engagement
Strategic Narrative: “I need visible, empowering leadership that articulates clearly where we have come from,
where we are now and our vision of where are we going. What is the bigger picture of which I am a part and how
does my role fit in with achieving our shared vision?”
Engaging Managers: “I respond best to a boss who makes it clear what my role is and helps me to harness my
energy and creativity to play that role optimally. I want my achievement measured and celebrated and I thrive on
opportunities to learn, develop and contribute more.”
Employee Voice: “I like to know that my ideas and concerns are heard and I want to be told what‟s going on. I
flourish when treated as a human being, not a human resource, and given leeway to share responsibility with my
colleagues for our part in this collaborative enterprise.”
Organisational Integrity: “I prefer clear and consistent alignment between what is said and what is done. If the
organisation claims its people are its greatest asset, please do not use command and control tactics leading to
bullying harassment, grievances and mistrust. Values alignment matters.”
Real Teamwork: “I feel more engaged when I am working in a team that has clear objectives, works closely
together to achieve those objectives and regularly meets together to review performance and how it can be
improved.”
29. A strategic narrative
Please prepare a compelling and inspiring 3-5 minute strategic
narrative, that you can use with your staff, the Board, and with other
Stakeholders that includes:
•
•
•
•
Why – are work is critically important
What – we need to focus on to be successful
How - we need to work together as a collective leadership team
Our vision of what success will look and feel like by the end of
2014.
30. Building partnerships
If a partnership does not have a shared compelling
collective endeavour or joint it will fail to create value.
“What can we do together that we cannot do apart?”
31. Thank you for listening
If you want to follow up with a conversation then please
contact me.
peter.hawkins@henley.ac.uk
peter.hawkins@renewalassociates.co.uk
www.linkedin.com
Tel: +44 7802 887418