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Presentation march 2015

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Courageous leadership
Courageous leadership
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Presentation march 2015

  1. 1. Welcome to Quanta Training’s Leadership Development Forum
  2. 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. 3. What is an authentic leader? Why should you care? How do you discover your True North?
  4. 4. Authenticity: “When your values, thoughts, feelings and actions are all congruent”
  5. 5. The Authentic Leader Values Purpose Relationships Self- discipline Heart
  6. 6. Why leaders lose their way Imposters Rationalisers Glory Seekers Loners Shooting Stars
  7. 7. Inauthenticity…….
  8. 8. Transformation from “I” to “We” “Only when leaders stop focusing on their personal ego needs are they able to develop other leaders”
  9. 9. Authentic Leaders…… Engender trust, loyalty and commitment Empower others Create a sense of purpose and vision Build strong relationships Do the right thing
  10. 10. So how do you develop authentic leaders?
  11. 11. Self Awareness Motivations Values & Principles Integrated Life Support Team
  12. 12. "Leadership, like swimming, cannot be learned by reading about it." — Henry Mintzberg
  13. 13. Leadership in Action Activist ReflectorTheorist Pragmatist
  14. 14. 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
  15. 15. Leadership in Action 4 days Residential
  16. 16. Farncombe, Broadway “A safe, inspiring and peaceful environment in which to learn”
  17. 17. 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
  18. 18. How is it different? Dragged into 21st century Professional facilitators Latest thinking
  19. 19. "Leadership, like swimming, cannot be learned by reading about it." — Henry Mintzberg "Leadership and learning are indispensable to each other." – John F Kennedy.

Notes de l'éditeur

  • 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

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