Leadership workshop presentation tera allas january 2014
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Similaire à Leadership workshop presentation tera allas january 2014 (20)
Leadership workshop presentation tera allas january 2014
- 1. Leading with purpose January 2014 Reflections on leadership: performing at our best Tera Allas @TeraPauliina Director General, Strategic Advice, BIS
- 2. 2 Today’s discussion • What is “leadership” and why is it important? • What type of leaders perform the best? • What skills do leaders need? - Prioritisation Influencing Self-awareness Resilience • What are the challenges and what to do about it?
- 3. 3 By definition, real leaders have followers Which model do you think will have more followers? rt What do you think is the dominant emotion in each? Leader as “servant” S up p o Leader as “tyrant” Enabling leadership: “What can I do for you?” i on rect Di trol Con Com man d Coercive leadership: “What can you do for me?”
- 4. 4 Good leadership makes a huge difference Level of challenge Employees’ mental state as a function of capabilities and challenges Anxiety and burn-out Apathy al l m (“f i pt ce O an rm fo r pe ) w” o Boredom and disengagement Level of capability * http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2054066 Source: Novak & Hoffman 1997, “Measuring the flow experience among web users” Companies in the top 100 “great places to work” outperformed the stock market by 2.3-3.8% p.a. The leader’s role is to help teams perform “optimally” in the current moment and to build capability for the future
- 5. 5 Today’s discussion • What is “leadership” and why is it important? • What type of leaders perform the best? • What skills do leaders need? - Prioritisation Influencing Self-awareness Resilience • What are the challenges and what to do about it?
- 6. 6 One check list summarises the 7 “C”s Characteristics of effective leaders: one check-list The 7 “C”s •Clarity •Commitment •Courage •Confidence •Competence •Compassion •Curiosity
- 7. 7 Effective leaders make long-term choices Source: McKinsey research in association with Professor Robert Kaplan, 2012: “How senior executives can user their time more effectively” Average % of executive time spent on different activities Setting direction and strategy 16 9 19 20 Making operational decisions Reviewing organisation's performance Managing stakeholders Managing and motivating people Managing short-term issues 12 12 13 16 14 13 Effective time optimisers Ineffective time optimisers 17 30
- 8. 8 Today’s discussion • What is “leadership” and why is it important? • What type of leaders perform the best? • What skills do leaders need? - Prioritisation Influencing Self-awareness Resilience • What are the challenges and what to do about it?
- 9. 9 BIS staff are telling us they need better prioritisation support from their leaders Quotes and input from staff on prioritisation “Prioritisation is hard but that’s not an excuse to dodge it”; “We need to be honest about constraints” “Could management please decide the priorities and stick to them for more than a day?!?!” ESBR Pulse Survey SCS Awayday 51% of BIS (vs. 65% for High Perf. CS orgs) agreed* with: “I have an acceptable workload” People Survey 2011 * Sum of “Agree” and “Strongly agree” responses “We need to match resources with demand”; “Prioritisation should be led from the top” Conversations “To prioritise, we need permission for risk taking and saying ‘no’ without negative consequences” G6/G7 events
- 10. 10 Actions speak louder than words Prioritisation by Dilbert
- 11. 11 Rational argument is one way to influence List of different influencing tactics • Appealing to friendship (asking for help) • Socialising • Consulting • Appealing to values • Modelling • Alliance building • Exchanging (trading/negotiating) • Legitimizing (using authority) • Stating (making a direct request) • Logical persuading ource: Interpersonal and Interactive Skills, McKinsey & Company, Inc. Are we over-reliant on the intellectual influencing tactics? 11
- 12. 12 Self-awareness helps hone your impact Itention – Action – Impact: self-observation over time helps get this right Intention Example 1 Example 2 Help team member improve his/her presentation skills Action Impact Provide detailed unsolicited feedback on how he/she could have done better Team member loses confidence and motivation to improve Ask the team member how they thought the audience reacted to his/her presentation Team member reflects on own performance, may ask for advice Critical to have trusted sources of constant feedback for yourself
- 13. 13 Research points to 5 sources of resilience Types of emotional intelligence are key to long-term successful leadership Source: Centered Leadership, McKinsey & Company, Inc.
- 14. 14 Today’s discussion • What is “leadership” and why is it important? • What type of leaders perform the best? • What skills do leaders need? - Prioritisation Influencing Self-awareness Resilience • What are the challenges and what to do about it?
- 15. 15 Shaping your role can be key to success Sources of positive and negative energy at work http://www.goodreads.com/book/show/1633319.Managing_Your_Self
Notes de l'éditeur
- Thank you I hope you have all had a chance to review the pre-reading – given time, I will go through the introduction relatively quickly [Key message:] What I will argue is that prioritisation is particularly important and particularly challenging in BIS – a collective leadership task for us and our DDs and team leaders [Purpose:] The purpose of the presentation is to set the scene for joint work in the break-outs which will identify ways in which we can support each other – and our DDs and team leaders – in doing this
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- Turning to what we observe internally in BIS,, our staff are telling us that they really need our leadership and support to get this right Here are just a few quotes from the SCS Awayday, G6/7 events, the Conversations and our Staff Survey But my favourite quote is the one provided by a staff member in the free form text part of an ESBR pulse survey :… I can certainly empathise with that staff member…
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups
- With that background, what I’d like to do in the next 10 minutes or so is: Very briefly define what I mean by prioritisation Share my observations on why it is particularly important, and particularly challenging, in BIS As an example, give you an overview of the Board’s recent prioritisation exercise Leave you with some thoughts to take forward in the break-out groups