Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.

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INTASE Leadership Conference Singapore 2014
Chris Jansen – University of Canterbury, New Zealand
www.leadershiplab.co.nz
www.ideacreation.org
Building a leadership incubator

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Chris Jansen

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Genesis Consulting – Beijing, Shanghai, Nanjing,
Guangzhou

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11. Leadership development
events
Leadership development
processes
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Incubator
…cultivating our own leaders…

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www.leadershiplab.co.nz

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20. Leadership learning
design principles
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21. •cutting edge frameworks that are critiqued in the light of participant inquiry
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22. www.thinkbeyond.co.nz
Structure & support systems
Leadership engagement
Partnering with learners
Ongoing conversation
The connected world
Extending beyond current
knowledge base, industry and
thinking
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23. Design Principles
Principle One: Embed learning in work contexts (create a
learning programme rather than an event)
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24. Structure & support systems
Leadership engagement
Partnering with learners
Ongoing conversation
The connected world
Extending beyond current
knowledge base, industry and
thinking
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Paulo Friere
1. Problem (what’s our focus?)
2. Own story (what’s your experience of this?)
3. Expert (lets consider this framework)
4. Critique (what makes sense in my world?)
5. How have I changed? (what’s different?)

25. Design Principles
Principle One: Embed learning in work contexts (create a
learning programme rather than an event)
Principle Two: Transfer greater development ownership to
the participant (participant in the ‘drivers seat’)
Principle Three: Create a learning community to maximise
peer interaction and collaborative learning
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26. Fresh insights often arise at the boundary between systems.
Foodstuffs
NZ Post
CDHB
Hawkins
MSD
Officemax
CCC
Pegasus
Payglobal
NZDF
CCDHB
Airways
NZTA
SIAPO
Electronz
CHCH
Radiology
Konica Minolta
Ballantynes
CHCH Art
gallery
Opus
CERA
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27. Design Principles
Principle One: Embed learning in work contexts (create a
learning programme rather than an event)
Principle Two: Transfer greater development ownership to
the participant (participant in the ‘drivers seat’)
Principle Three: Create a learning community to maximise
peer interaction and collaborative learning
Principle Four: Leverage participant diversity to create
cross-pollination of learning and collaboration
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28. Leadership learning
programmes
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29. Leadership Development Processes – An
organisational checklist
1. Do you have clear expectations of leadership competencies,
behaviours and skills? Leaders at all levels?
2. When do leaders set goals related to their leadership and the
organisations strategic intent?
3. How are leaders supported in their development of these goals?
4. What leadership development options are available? (study, courses,
programmes, coaching, peer groups, external and internal etc)
5. How do leaders gather feedback on their progress in their leadership
from those who they lead?
6. When and how do you celebrate successes and progress?
www.ideacreation.org 29

30. Leadership Learning Programme – simple
Pre –
workshop
online
surveys and
reading
First
workshop
Change
inquiry
Critical
friend
On-going
inquiry
linked to PM
Peers
Action
learning
group
Critical
friend
Blog
Action
learning
group
Second
workshop
Critical
friend
Prototyping
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31. Leadership Learning Programme - comprehensive
Pre
work
First
workshop
Change
inquiry
Critical
friend
On-going
inquiry
linked to PM
Peers
Action
learning
group
Second
workshop Critical
friend
interaction
360
Profile
On-going
coaching and
goal setting
Prototyping
event
Present and
celebrate
projects
Goal review
Learning
Management
System- Blog
Action
learning
groups
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32. Social enterprise
incubator
Selection
Induction
Forum 2
(1 day)
Strengths
Finder
Profile and
coaching
Dragons
Den – funds
for
sustainable
projects
Developmental evaluation
Collate and showcase
stories through multiple
media channels (press,
blogs, facebook, twitter..)
Action learning groups ALG
(8 members, 5 groups, 2 hours/session)
ALG’s becoming increasingly
self managing
Ongoing ALG’s
Digital influence
incubator
Formulate tools and
resources and mentor
communities and
businesses
Additive content workshops (2
hours on 6 occasions, open
attendance)
Follow up
coaching
Delivery team action learning group
Projects in communities
Collaborative projects
Forum 3
(2 days)
Project mentors 8 hours /person
Existing ongoing community projects
Forum
1
(2 days)
Connecting
Sharing
expertise
Complexity
frameworks
Project
logistics
Showcase
Ignite talks
Evaluation
Negotiate
next steps
Dragons
den
funding
Information
sharing
Project
design
Mentor
allocation
$2000 matched fund per person
COHORT PLAN

33. The Leadership Circle 360 Assessment tool –
individual profile based on peer feedback
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34. Action Learning Groups / Professional Learning groups
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Action learning groups are designed to support leaders to connect with each
other and provide peer support and challenge
• 6-8 team members
• Meets for 2-3 hours every 4-6 weeks
• Each session involves leaders having a set timeframe to communicate
with peers regarding what they are learning about themselves and how
they are progressing with their leadership initiatives and receive feed
forward from peers.
• Initially facilitated and becomes progressively self managing
Dual focus;
• Reflection by participants on their leadership with the support and
challenge of peers
• ALG group members practicing the skills of insight-generating dialogue
(the ability to suspend advice giving and instead use generative
questioning to expand others thinking)
www.ideacreation.org

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Professional Inquiry

36. Sample leadership content
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42. Leading Change from the Middle Workshop
Learning Objectives (2 day intro workshop 2014)
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This workshop will help middle leaders juggle multiple perspectives in leading
complex change by exploring a range of frameworks and tools to influence the
behaviour of complex systems. You will have the opportunity to:
• diagnose deeply embedded challenges in your own setting using systems
thinking tools;
• grow your leadership capability to foster engagement and lead cultural
change across your organisation;
• explore ways to unleash organisational agility and adaptability;
• design and lead positive and successful school wide improvement initiatives
through exploring a range of frameworks and tools to influence the behaviour
of complex systems;
• design a personalised change initiative for your organisation through peer
prototyping
• apply and adopt your learning immediately in your own leadership sphere of
influence.
www.ideacreation.org

43. Keeping in contact….
chris.jansen@canterbury.ac.nz
www.ideacreation.org
www.leadershiplab.co.nz
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