1. Leadership &
Management
Angella Hodgson
angella.hodgson@bhpassociates.com
07947 252 004
Kensington & Chelsea Social Council
www.kcsc.org.uk

2. Introductions
Pair up with someone you do not know,
find out:
 Their name
 Which organisation they work for
 What their role is
 Main reason they are attending the course
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3. Is there a difference between
leadership and management?
Group discussion, is there a difference
between leadership and management?
If there is:
 What is leadership
 What is management
 What is the difference between the two
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4. Purpose/Difference
LEADERSHIP
Leading is Values Driven:
giving direction, especially in
times of change; inspiring or
motivating people to work
willingly; building and
maintaining teamwork;
providing an example;
producing a personal output
MANAGEMENT
Management is Skills Driven:
running the business, day to
day administration, organising
structures and establishing
systems; controlling especially
financial methods
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5. Leadership and Management?
1. Implementing tactical actions
2. Detailed budgeting
3. Measuring and reporting
performance
4. Applying rules and policies
5. Implementing disciplinary rules
6. Organizing people and tasks within
structures
7. Recruiting people for jobs
8. Checking and managing ethics and
morals
9. Developing people
10. Problem-solving
11. Planning
12. Improving productivity and efficiency
13. Motivating and encouraging others
14. Delegating and training
1. Creating new visions and aims
2. Establishing organizational financial
targets
3. Deciding what needs measuring and
reporting
4. Making new rules and policies
5. Making disciplinary rules
6. Deciding structures, hierarchies and
workgroups
7. Creating new job roles
8. Establishing ethical and moral
positions
9. Developing the organization
10. Problem-anticipation
11. Visualising
12. Conceiving new opportunities
13. Inspiring and empowering others
14. Planning and organizing succession
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6. Leadership Styles
 Charismatic
 Distributive
 Collaborative
 Authoritarian
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7. Inspirational Leadership
Strategic Planning
Developing a group vision
What is strategic planning? Is it important?
Strategic thinking skills
 Where is the organisation
 Where does it want to go
 What ethics do we hold
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8. The Strategy Pyramid
 MISSION: What business are we in?
 VALUES: What matters to us?
 AIMS AND OBJECTIVES: What are we trying to get to?
 Strategic Plans: How will we achieve it?
 OPERATIONAL / DEVELOPMENT
Plans; What day to day actions will allow this to happen
 THE CUSTOMER / CLIENT
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9. Strategic Planning Tools
Leaders and Managers require:
Thinking time – allows for reflection on where you are, analysis of implications
in relation to developments that may affect your organisation
Research time – reading, focussed networking, stay ahead of the field, are you
up to date?
Documents that support strategy include:
 Strategic Plan – provides big picture overview where the
organisation/business/government is going
 SP is normally long term 3-5 years
 Development Plan/Business Plan/Organisational Plan – system and
processes on how to get there
 DP is shorter term, normally 1 year
 Project Plan/Department Plan – this provides the up to date knowledge,
should include evaluation, analysis, amended timelines etc
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10. SWOT Analysis Strengths
 Philosophy and values?
 Capabilities?
 Competitive advantages?
 USP's (unique selling points)?
 Resources, Assets, People?
 Experience, knowledge, data?
 Financial reserves, likely returns?
 Marketing - reach, distribution, awareness?
 Innovative aspects?
 Location and geographical?
 Accreditations, qualifications, certifications?
 Processes, systems, IT, communications?
 Cultural, attitudinal, behavioural?
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11. SWOT Analysis Threats
 Political effects?
 Legislative effects?
 Environmental effects?
 IT developments?
 Competitor intentions - various?
 Market demand?
 New technologies, services, ideas?
 Vital contracts and partners?
 Sustaining internal capabilities?
 Loss of key staff?
 Sustainable financial backing?
 Economy - home, abroad?
 Seasonality, weather effects?
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12. SWOT Analysis Weaknesses
 Gaps in capabilities?
 Lack of competitive strength?
 Reputation, presence and reach?
 Financials?
 Own known vulnerabilities?
 Timescales, deadlines and pressures?
 Cashflow, start-up cash-drain?
 Reliability of data, plan predictability?
 Morale, commitment, leadership?
 Accreditations, etc?
 Processes and systems, etc?
 Management cover, succession?
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13. SWOT Analysis Opportunities
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 Market developments?
 Competitors' vulnerabilities?
 Industry or lifestyle trends?
 Technology development and innovation?
 Global influences?
 New markets, vertical, horizontal?
 Niche target markets?
 Geographical, export, import?
 New USP's?
 Tactics: eg, surprise, major contracts?
 Business and product development?
 Information and research?
 Partnerships, agencies, distribution?
 Volumes, production, economies?
 Seasonal, weather, fashion influences?
Leadership & Management

14. Strategic Planning SWOT Analysis
 In groups identify one organisation (any sector)
that you are all aware (15/20 mins)
 Imagine you work for the organisation
 As a group do a SWOT analysis
 Identify the
Strengths, Weaknesses, Opportunities and
Threats in relation to the organisation
 Present your SWOT analysis to the rest of the
group
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15. Self Development
All self development
should be based on
knowledge/assessment
 Individual own self
assessment/knowledge
 360 Degree feedback
 Identify Strengths
 Identify Weaknesses
Target areas for self
development
Self directed, individual
focus on an area or
theme
 Skills
 Qualities
 Expertise
 Knowledge
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16. Strategic Planning
Leaders and Managers need to prioritise
how to use their time
This includes identifying at an individual
level what needs to be completed within a
specific time frame and by whom
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17. To Do List
English proverb
“What can be done at anytime
is never done at all.”
Perfectionism can be a sign of procrastination
“The job will never be ready
because it will never be perfect.”
Instead –
Do a job well, with excellence, not with
perfection.
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18. Leadership skills and marketing
Leadership level - the purpose of marketing is still to
focus on the bigger picture
This may include:
Financial constraints, Return on Investment
Overall strategy - What is the purpose of your
organisation
SAYING NO!
Steve Jobs, President of Apple said innovation was not
coming up with ideas but knowing which ideas to say no to!
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19. Dialogue
What does
good
marketing
look like?
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20. Dialogue on ‘Good Marketing’
What does good
marketing look like?
Think of a time when you
have responded positively
to a form of marketing
Describe the example you have
thought of
What were your
 Thoughts
 Actions
 Feelings
at the time
Identify the common themes
seem to be running through your
groups examples?
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21. Marketing
Management and Team Level
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 Thinking beyond your own role
 Knowing and understanding your audience
 Things to consider when marketing gender,
stakeholders, age, inclusion
 Identifying what tool is appropriate
Leadership & Management

22. How does your organisation sell the
‘social aspects of the business’
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 Suppliers
 Employees
 Active involvement in local community
 Impact on environment including social
environment
Leadership & Management

23. ‘Managing’
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What do managers do?
 Manage the interface between the leader/trustees etc and
staff and stakeholders
 Delegate, monitor and evaluate tasks
 Communication skills for managers
 Staff appraisals including giving feedback
 Training and development
 Self awareness and reflection
 Under performance
 Coaching and mentoring
Leadership & Management

24. Task on Communication
 How does your organisation communicate
 - internally to staff
 - externally to stakeholders/community
 - funding bodies
 How does the above link to marketing?
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25. Active Listening Skills
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TASK
Think of a example that you can share with a
colleague of a time when you felt really
listened to.
What was special about it, if you can describe
your thoughts, actions and feelings at the time.
What did the person listening to you do?
Leadership & Management

26. Active Listening Skills
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 Engaged with the individual
 Listening with whole body approach
 Watching the body language of the speaker
 Responding appropriately to let the speaker
know you are listening
 Displaying empathy
 Non judgemental
Leadership & Management

27. Task on Communication
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How does your organisation communicate
 internally to staff
 externally to stakeholders/community
 funding bodies
How does the above link to marketing?
Leadership & Management

28. Managing Staff
Giving difficult feedback
The best time to offer constructive feedback is right after there has been a mistake/issue/problem or if you have
witnessed an incident that could have been handled in a different way.
The member of staff may still be affected by the incident. Quite often a member of staff knows when a situation has not
gone well. However this can also mean that the member of staff is quite defensive. In order to support both yourself and
the member of staff through this process, it is essential that you give feedback related to this specific incident and not to
other instances that may have also occurred that have been similar. It should not be seen as recrimination for past
behaviour.
Approach
Attitude: This should be seen as an excellent opportunity to teach, coach or mentor.
Preparation: Prepare a short, simple explanation in advance so that you are as clear and concise in explaining the
situation and offering suggestions for improvement*.
Timing: While the best time to learn is soon after a mistake , it’s possible that waiting until the next day could create a
more positive attitude and ease acceptance of suggestions put forward.
Behaviour: Be calm, friendly but professional, supportive and compassionate.
Assume the role of a teacher, mentor not a critic.
* Make sure prior to giving your suggestions you allow the individual the opportunity to say what/how they should/would
behave if the situation were to arise again. It is far more effective if the suggestions come from the member of staff ,
from their own self reflection.
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29. Cultural differences
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Giving positive feedback and incentives is important for
managers however reward practices can vary across cultures.
In Japan for example exceptional performance is regarded as
part of an employees commitment
In the U.K. we are now increasingly following the U.S.A. model
of reward systems
Bonus payments may be given
Task in pairs: How do people in your organisation respond to
your reward system? Do you take into account cultural
differences and expectations?
Leadership & Management

30. Networking
 Why do it?
 To what purpose.
 How it fits in to your organisational plan
- marketing
- projects and partnerships
- what competitors are doing
- funding opportunities
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31. Task
What network opportunities are coming up in the borough? Whole group
Think about an aspect of your organisational role where you need more
support this might be marketing (getting info on your projects out there)
people (need specific skill set or volunteers, workers) funding
opportunities
Create a pitch!
1. Short intro – who your are
2. Connect - bonding, interest
3. Pitch – share what you are looking for
4. Let them pitch to you
5. See if you can be of any help to one another, n.b. This might not be
direct help it might be to point out that someone else in the room may
be able to help them
6. Created relationship – future, have a concrete example for them to
remember you
7. Finally “It’s nice to help!”
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32. Difficult Situations
Body language
Language – You / I
 Underperformance – managing staff,
setting targets,
 Incentives
 Managing competing relationships, more
than one boss!
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33. Forum Theatre
Scenario 1 - Pulled in two
directions!
The CEO has asked you to complete a task for
the management committee meeting. When
your immediate boss comes up to you and
tells you they need an outline report for a
meeting they are having this afternoon.
You: I’m working on the evaluations for Angela
Marcia: Well you need to leave that. I need you
to do this report for me right away.
Where does this leave you = no win situation.
How can you handle this?
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34. Forum Theatre
Scenario 1
Possible responses:-
I don’t feel comfortable doing that, I would
like you and Angela to discuss which one I
should work on now.
I’m happy to do that but I won’t have time to
get the evaluations ready in time for the
meeting. Whom can you suggest could
complete this task for Angela?
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Angella Hodgson
angella.hodgson@bhpassociates.com
07947 252 004
Kensington & Chelsea Social Council
www.kcsc.org.uk
Leadership & Management