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Leadership Development_Rose_Brew.pptx
- 1. “The Importance of LeadershipDevelopment” By Dr. Rose Y. Brew Leadership Webinar: “Become the best self-leader you can be”
- 2. Objectives: • Define Leadership •Differentiate a Leader and a Manager • Learn the Importance of Leadership Development • Understand the 7 Principles of Leadership Development
- 3. Leadership, what doesit means to you?
- 4. What does leadershipmean to you? • This topic came up at a previous meeting that I attended. It was interesting to see how many people believed leadership could be taught. When I asked my coworkers the same question, I got some extremely intriguing responses: "Sometimes people get the terms leader and manager mixed up or mistake them for the same thing, but I believe a leader is someone who: • 1) Has a vision • 2) Gets others to see that vision • 3) Can build the belief that things can be done differently/better • 4) Can spot opportunities that others can’t see • 5) Can build a team and help that team rally around a
- 5. • Leadership hasnothing to do with seniority or one’s position in the hierarchy of a company. • Leadership has nothing to do with titles. • Leadership has nothing to do with personal attributes. • Leadership isn’t management. What is Leadership? to define leadership. Let’s start with what leadership is not…
- 6. Leadership Peter Drucker: "Theonly definition of a leader is someone who has followers.“ Warren Bennis: "Leadership is the capacity to translate vision into reality.” Bill Gates: "As we look ahead into the next century, leaders will be those who empower others.“ John Maxwell: "Leadership is influence - nothing more, nothing less.“ So, what is Leadership?
- 7. DEFINITION: Leadership IS APROCESS OF SOCIAL INFLUENCE, WHICH MAXIMIZES THE EFFORTS OF OTHERS, TOWARDS THE ACHIEVEMENT OF A GOAL. IT ENCOMPASSES THE ABILITY OF AN INDIVIDUAL, GROUP OR ORGANIZATION TO “LEAD”, INFLUENCE OR GUIDE OTHER INDIVIDUALS, TEAMS, OR ENTIRE ORGANIZATION.
- 8. Notice key elements of this definition: •Leadership stems from social influence, not authority or power • Leadership requires others, and that implies they don’t need to be “direct reports” • No mention of personality traits, attributes, or even a title; there are many styles, many paths, to effective leadership • It includes a goal, not influence with no intended outcome Lastly, there is the inclusion of “maximizes the efforts”. Most of my work is in the area of employee engagement, and engaged employees give discretionary effort.
- 9. Developing Leadership Skillsis critical in an Ever-Changing Workplace • Leadership development is critical in order to maintain this dynamism and keep businesses relevant and profitable. • Leadership development is a key activity for many corporate HR departments. However, only two out of five businesses believe they are developing leaders in a way that benefits the business. • Even with such a large focus on leadership development in business, only half of 734 millennials in a survey conducted by Harvard7 believed their company’s leadership development were aligned with its business needs. (https://www.getsmarter.com/about-us) • Leadership development give people important leadership skills and attributes they need to be an effective leader, such as communication skills, motivation and inspiration, as well as better decision-making skills and accountability.
- 11. #1 PRINCIPLE ONE Leadersexist at ALL LEVELS In your Organisations………
- 12. ….. NOT JUSTAT THE TOP #1 PRINCIPLE ONE Leaders exist at ALL LEVELS In your Organisations….
- 13. This is acommon misconception that masks the true opportunity for LEADERSHIP DEVELOPMENT #1 PRINCIPLE ONE Leaders exist at ALL LEVELS in your Organisations But I’m a Manager, Not a Leader
- 14. #1 PRINCIPLE ONE Leadersexist at ALL LEVELS In your Organisations
- 15. #1 PRINCIPLE ONE Leadersexist at ALL LEVELS In your Organisations the most successful leaders MANAGE and the most successful managers LEAD the two go hand and hand ….and should be developed as one Where possible
- 16. #1 PRINCIPLE ONE Leadersexist at ALL LEVELS In your Organisations Leadership develop activities are relevant for leading and managing in various contexts: Managing YOURSELF
- 17. #1 PRINCIPLE ONE Leadersexist at ALL LEVELS In your Organisations Leadership develop activities are relevant for leading and managing in various contexts: Leading and Managing OTHERS
- 18. #1 PRINCIPLE ONE Leadersexist at ALL LEVELS In your Organisations Leadership develop activities are relevant for leading and managing in various contexts: Leading and Managing MULTIPLE TEAMS
- 19. #1 PRINCIPLE ONE Leadersexist at ALL LEVELS In your Organisations Leadership develop activities are relevant for leading and managing in various contexts: Leading and Managing THE ORGANISATION as a whole
- 20. #2 PRINCIPLE TWO Leadershipdevelopment is CONTEXTUAL
- 21. #2 PRINCIPLE TWO Thereis no approach ONE SIZE FITS ALL Leadership development is CONTEXTUAL
- 22. #2 PRINCIPLE TWO ONESIZE Leadership development is CONTEXTUAL FITSone No
- 23. #2 PRINCIPLE TWO Allthose involved in developing your leaders By this we mean: TRULY KNOW YOUR ORGANISATION Leadership development is CONTEXTUAL Your culture Your strategy Your people Your journey so far
- 24. #2 PRINCIPLE TWO Inaddition, your developing leaders need a FIRM understanding of Leadership development is CONTEXTUAL Why now? How I will be supported What’s expected of me? Why are we doing this development?
- 25. #2 PRINCIPLE TWO Itis important to show them the POTENTIAL BENEFITS Leadership development is CONTEXTUAL Of the development for their own day-day leadership role
- 26. #2 PRINCIPLE TWO BYBELIEVING Leadership development is CONTEXTUAL In its value, they will develop the right mindset and attitude to make it work And see the benefits for themselves, their team and their organisation
- 27. #3 PRINCIPLE THREE Visibleand active senior leadership support is crucial
- 28. #3 PRINCIPLE THREE Seniorleader Visible and active senior leadership support is crucial need to actively and visibly ENGAGE in their people learning
- 29. #3 PRINCIPLE THREE wayssenior leader can Visible and active senior leadership support is crucial engage with the programme 4• Partner with the learning provider when designing the process • Personalize the communication that kicks all the initiative • Put people development on the agenda at board level.
- 30. #3 PRINCIPLE THREE seniorleader need to Visible and active senior leadership support is crucial their learn is going through and to ROLE MODEL what ‘GOOD’ looks like
- 31. #3 PRINCIPLE THREE Tipsfor senior leaders: Visible and active senior leadership support is crucial Ensure you are equipped with knowledge about the programme through Senior Team Briefings and Taster Sessions. Conduct pre and post-module meetings to show support and accelerate application
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- 33. #4 PRINCIPLE FOUR LEADERSHIPDEVELOPMENT Does not stand alone Strategic alignment is critical
- 34. #4 PRINCIPLE FOUR TheFIRST question to ask is Strategic alignment is critical What is the overall strategy? Then you can define the expectations of LEADERSHIP TEAM
- 35. #4 PRINCIPLE FOURStrategic alignment is critical WHEN YOUR LEADER DEMONSTRATE those strategic values IN THEIR BEHAVIOUR, YOU ARE heading in the right direction
- 36. #4 PRINCIPLE FOURStrategic alignment is critical WHEN YOUR LEADER DEMONSTRATE those strategic values IN THEIR BEHAVIOUR, YOU ARE heading in the right direction
- 37. #4 PRINCIPLE FOURStrategic alignment is critical Your leader will be helping Individual and team objectives feed seamlessly into wider S T R A T E G Y
- 38. #5 PRINCIPLE FIVE Leadershipneeds to focus on great conversation
- 39. #5 PRINCIPLE FIVE Leadershipneeds to focus on great conversations This is not the time to lead from behind a closed do or YOU NEED TO BUILD TRUST COLLA B & RATION
- 40. #5 PRINCIPLE FIVE Leadershipneeds to focus on great conversations Get out there Be open, Be honest, Be courageous in the conversation you hold across the business.
- 41. #5 PRINCIPLE FIVE Leadershipneeds to focus on great conversations
- 42. #5 PRINCIPLE FIVE Leadershipneeds to focus on great conversations Build on the strengths of people and “CATCH THEM DOING THINGS RIGHT” Give and receive feedback AND LISTEN Deal assertively and proactively with UNDERPERFORMANCE Identify and develop TALENT Help other to LEARN AND GROW Coach and role model to INSPIRE PERFORMANCE
- 43. #6 PRINCIPLE SIX Leadershipcan be learnt
- 44. #6 PRINCIPLE SIX Leadershipcan be learnt Most people are NOT Born leaders
- 45. #6 PRINCIPLE SIX Leadershipcan be learnt If you are serious about Achieving your strategy and Developing your people You need to INVEST IN YOUR LEADERS.
- 46. #6 PRINCIPLE SIX Leadershipcan be learnt They will, in turn, Show that leadership Development can make a visible difference to YOUR BUSINESS.
- 47. #6 PRINCIPLE SIX Leadershipcan be learnt How can you Help leaders TO LEARN?
- 48. #6 PRINCIPLE SIX Leadershipcan be learnt Make the leadership development contextual bespoke and grounded in reality. Base it around real-life situations supported by a practical toolkit. Set work-based assignments that drive key performance indicators (KPIs). Task leaders to role-model the behaviour you need- and to coach and mentor the next level through.
- 49. #7 PRINCIPLE SEVEN Leadershipcan be measured
- 50. #7 PRINCIPLE SEVENLeadership can be measured People often talk about RETURN ON INVESTMENT and create complex numerical system + equations
- 51. #7 PRINCIPLE SEVENLeadership can be measured this can be important But we believe a RETURN ON EXPECTATION is just a relevant
- 52. #7 PRINCIPLE SEVENLeadership can be measured START WITH THE END IN MIND You should set your EXPECTATION before any leadership development even begins….
- 53. #7 PRINCIPLE SEVENLeadership can be measured
- 54. #7 PRINCIPLE SEVENLeadership can be measured
- 55. #7 PRINCIPLE SEVENLeadership can be measured
- 56. #7 PRINCIPLE SEVENLeadership can be measured
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