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Presentation march 2015
- 1. Welcome to Quanta Training’s Leadership Development Forum
- 2. Programme 10.30 Introductions 10.50 Authentic Leadership – Adam Montgomery 11.15 Coffee & networking 11.30 Performance Management – Viv Nelson 12.30 Lunch 1.30 Discovering Your True North – Adam Montgomery 1.50 Leading Complex Change - Lucy Adams 3pm Close
- 3. What is an authentic leader? Why should you care? How do you discover your True North?
- 4. Authenticity: “When your values, thoughts, feelings and actions are all congruent”
- 7. Why leaders lose their way Imposters Rationalisers Glory Seekers Loners Shooting Stars
- 9. Transformation from “I” to “We” “Only when leaders stop focusing on their personal ego needs are they able to develop other leaders”
- 10. Authentic Leaders…… Engender trust, loyalty and commitment Empower others Create a sense of purpose and vision Build strong relationships Do the right thing
- 11. So how do you develop authentic leaders?
- 14. "Leadership, like swimming, cannot be learned by reading about it." — Henry Mintzberg
- 16. Purpose: To develop confident, self-aware, motivated and authentic leaders Describe their leadership strengths, limitations and areas to develop Implement a plan for their future development Recognise the impact they have on others Adapt their leadership style to be more effective Value the importance of reflection and feedback Think strategically and adapt to emerging issues Build and lead motivated teams Feel confident leading in complex and uncertain environments
- 17. Leadership in Action 4 days Residential
- 18. Farncombe, Broadway “A safe, inspiring and peaceful environment in which to learn”
- 19. Leadership in Action 4 days Residential Experiential learning Facilitator dedicated to each team Self-reflection (authenticity) Personal learning objectives - 360° Follow up coaching Who is it for? Middle and senior management Powerful, positive, memorable and rewarding
- 20. How is it different? Dragged into 21st century Professional facilitators Latest thinking
- 21. "Leadership, like swimming, cannot be learned by reading about it." — Henry Mintzberg "Leadership and learning are indispensable to each other." – John F Kennedy.
Editor's Notes
- Introductions Name, organisation. role and ..if you want Why you are here? Or what you can share / what you would like
- Based on True North by Bill George, Harvard professor and CEO of Medtronic – 125 interviews – mainly CEOs and vice p presidents of multi billion dollar corporations Valid at all levels of leadership
- Finding your sense of purpose in life – maslows hierarchy of needs Inauthentic - Leaving a meeting grumbling, not doing what you know is right I see it everywhere I go – managers not willing to admit their mistakes, blaming everyone but themselves and then 3 months later they’re fired, organisations who profess to value customer service above all else but who start every meeting discussing the bottom line. NHS example
- Howard Shultz – Starbucks – father delivery driver – lost job, health insurance, first american company to provide access to health coverage for employees 20 hrs a week Simon Biltcliffe - miners strike – power for good Good news for those of us who are older – richer, happier Crucible - death of loved one, illness, feedback, financial difficulty, ethical dilemma
- Integrity - not true to values – followers lose confidence Heart - courage, compassion, empathy, passion Relationships – strong, accessible, trust and openness, empower others – will breed commitment and loyalty Discipline - High standards and accountability for outcomes, admitting mistakes No purpose – at mercy of egos and narcissistic vulnerabilities Simon biltcliffe – authentic
- Imposters not self aware, confident – machievellian – cunning and aggression, not empower people “If you want to test a man, give him absolute power” Abraham Lincoln Rationalisers – lose sight of values – blame external forces, all good on surface but trade long term for short term Glory seekers – trapped by need for materials, power, extrinsic motivations, praise, acclaim of external world – inside feel empty Loners - not introverts but do not have trusting relationships, no feedback, no support, do not listen. No wise counsel – make mistakes Shooting stars – careers - burn out - no time for family, friends, out of balance All in it for themselves
- Could be positive but more likely a crucible Servant style leadership
- Self awareness- -EQ – most important capability for leaders say 75 members of Stamford university Business Advisory Council - confidence, role, connect, complimentary skills – most leaders no time Values – personal - integrity, easy to live by values and principles until they are tested. Lose sight and you go the way of enron, bankers fixing interest rates Understand values before crisis better placed to fond your way through Ethics - New York Times test Motivations – balance instrinsic and extrinsic motivations - find out what you are good at and what you like to do - passion and purpose – Amy’s GCSEs Warren Bennis – writing researching, teaching - students Support team – one person completely vulnerable and open with - feedback .personal board of directors – mentors, family Integrated life – balance professional and personal lives – no good skewed, stress, professional, personal, social and family
- Crucible, or True North Groups – leaders who meet regularly, discuss values, challenges, ethical dilemmas, personal and professional lives – support group Some early most not Another way……
- Self awareness – reflect and feedback