Tag Archives: what is leadership

The qualities of leadership – leading change!

Posted on 11 September 2011 | 1 Comment
Great Egret and turtles

Image by s3728 via Flickr

On the website of the US Office of Personnel Management I found a description of Executive Core Qualifications/Competencies.

This defines the competencies they believe are needed to build a federal corporate culture that drives for results, serves customers, and builds successful teams and coalitions within and outside the organization.

As you would expect I was particularly drawn to their description of what they consider to be the core competencies required to lead change.

They describe this as the ability to bring about strategic change, both within and outside the organization, to meet organizational goals.  This includes the ability to establish an organizational vision and to implement it in a continuously changing environment.

Here are the competencies;

  1. Creativity and Innovation
    1. Develops new insights into situations;
    2. Questions conventional approaches;
    3. Encourages new ideas and innovations;
    4. Designs and implements new or cutting edge programs/processes.
  2. External Awareness
    1. Understands and keeps up-to-date on local, national, and international policies and trends that affect the organization and shape stakeholders’ views;
    2. Is aware of the organization’s impact on the external environment.
  3. Flexibility
    1. Is open to change and new information;
    2. Rapidly adapts to new information, changing conditions, or unexpected obstacles.
  4. Resilience
    1. Deals effectively with pressure;
    2. Remains optimistic and persistent, even under adversity.
    3. Recovers quickly from setbacks  
  5. Strategic Thinking
    1. Formulates objectives and priorities, and implements plans consistent with the long-term interests of the organization in a global environment.
    2. Capitalizes on opportunities and manages risks
  6. Vision
    1. Takes a long-term view and builds a shared vision with others;
    2. Acts as a catalyst for organizational change.
    3. Influences others to translate vision into action.

This is great stuff. But then I realised something was missing in this description of “executive” competencies. Somewhere along the way   we seem to have lost sight of some of the essentials.  How about adding interpersonal skills, communication, integrity and a willingness to go on learning even at this stage in your corporate life?  Lose  them, oh mighty leader, and you lose yourself, your team and probably any chance at all of meaningful success!

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Putting a framework round leadership in the NHS

Posted on 16 August 2011 | Leave a comment

I’ve been looking at the NHS Leadership Website .  It is a very interesting site!

It includes the NHS Leadership Framework   which was announced on the 29th June 2011 having been commissioned apparently by the NHS Leadership Council. The framework has the rather super logo shown above.

Development has been informed by analysis of existing NHS leadership data and a review of contemporary leadership literature and best practice.   (I thought most of us stopped using the term “best practice” a while ago opting instead for the more realistic “good practice”. But apparently the NHS is still creating hostages to fortune in flagging up “best practice”.)

The framework sets out a remarkable model for distributed/shared leadership.   It  is made up of seven domains – “demonstrating personal qualities”, “working with others” etc. Within each domain there are four categories called elements.  For “demonstrating personal qualities”, for example, these are

  •  Developing Self Awareness
  • Managing Yourself
  • Continuing Personal Development
  • Acting with Integrity

Each of these elements is further divided into four descriptors. The descriptors are statements that describe the leadership behaviours, knowledge, skills or attitudes expected for each element.

In the example above “Developing Self Awareness” has these descriptors

  • Recognise and articulate their own values and principles, understanding how these may differ from those of other individuals and groups
  • Identify their own strengths and limitations, the impact of their behaviour on others, and the effect of stress on their own behaviour
  • Identify their own emotions and prejudices and understand how these can affect their judgment and behaviour
  • Obtain, analyse and act on feedback from a variety of sources.

The framework recognises that the opportunity to demonstrate leadership will differ depending on level and discipline.  The context in which competence can be achieved will become more complex and demanding with career progression.

So there are four stages demonstrated to help staff understand their progression and development as a leaders;  from local team to whole organization.

The NHS Leadership Framework is designed to enable staff to understand their progression as a leader and to support the NHS to foster and develop talent.   It is innovative and, as far as I know, original!  It deserves much wider recognition.

The framework has lots and lots of good things about it but, sadly, and probably,  very realistically, it does seem to have a clear political flavour.   As you read through it you cannot miss the emphasis on managing the NHS’s reputational risk.

For example, I looked at Leadership for Commissioning in which I have an interest and right up there was a course in handling the media with an emphasis on safeguarding the reputation of the NHS.   Sadly, I am sure this reflects the times and something of a siege mentality among NHS top managers.

For all that,  the framework includes lots good stuff too, for example,  it includes the following statement

“Competent leaders:

  • Listen to others and recognise different perspectives
  • Empathise and take into account the needs and feelings of others
  • Communicate effectively with individuals and groups, and act as a positive role model
  • Gain and maintain the trust and support of colleagues!”

This may be a bit of an aspiration, but isn’t this what we want really, not just for the NHS, but for all our leaders?

Anyway follow the links above and have a look at the framework for yourselves.  It would be very good to know what you think.

I am Wendy Mason. I work as a Personal Development Coach, Consultant and Writer.I have worked with many different kinds of people going through all kinds of personal and career change, particularly those

  • looking for promotion or newly promoted,
  • moving between Public and Private Sectors
  • moving into retirement.

I am very good at helping you sort out what you want, overcome obstacles and handle change. I offer face to face, telephone and on-line coaching by email or Skype

Email me at wendymason@wisewolfconsulting.com or ring ++44(0)2084610114 or ++44(0)7867681439 to find out more. 

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Becoming A Leader Today – What to give up!

Posted on 25 July 2011 | 5 Comments

Whether you are new to leadership, or an established leader taking time out to reflect, it is worth considering your leadership style.  A summer break provides a great opportunity to contemplate lessons learned and the opportunities ahead.

What kind of leader would you like to be? Here are some thoughts on changes you might make and some things you might like to consider giving up!

  1. Give up talking down! Has your approach always been focused top-down with instructions flowing from the “top floor” to the rest of the organization?  Now is the time to go for a more collaborative approach!  Have you got the confidence to build discussion into your decision making process?  Try it and see whether you get more or less engagement from your team. Of course if it doesn’t work you can always revert, but I bet you won’t want to.
  2. Give up revolution and go for evolution.  If you want to change the team, try focusing on their strengths and build on them. You have a much better chance of getting the results you want if you start small and build on your successes rather than setting out to ‘rock everyone’s world.’
  3. Give up coercion and start changing from within. Stephen Covey states in his change theory that ‘change occurs on a broken front.’  Not everyone on your team will be where you are and some may not want to change at all. Start with those who are likely to come on board most easily and get them to change. Then help the change seep out to those who are less enthusiastic.  This is likely to be much more effective than forcing people to do something and then hitting a wall.
  4. Give up hypocrisy.  Model in yourself how you want people to be. If you expect people to make positive changes, they need to see it in you.  Set yourself as the example and be visible doing what you’ve asked others to do. You’d be surprised how good the human race is at imitation!
  5. Give up taking things for granted!  Make sure that as the ‘right’ things start happening, you recognize the efforts of those who have made it happen.  You’ll find that those who want recognition will work harder for more of it, and push others as well.

There are  other changes you may want to make in yourself as leader.  Give yourself some time for reflection and see what you come up with.  If you are an established leader and want to reflect on your approach in depth then try the mini-stocktake  you will find at this link .

Whichever approach you take, I’d love to hear about your results.
I am Wendy Mason and I work as a personal and business coach, consultant and blogger.  I have worked with many different kinds of people going through personal  and career change. If you would like my help, please email me at wendymason@wisewolfconsulting.com or ring ++44(0)2084610114 or ++44(0)7867681439.  I will be very pleased to hear from you. I offer half an hour’s free telephone coaching to readers of this blog who quote WW1 – email me to arrange.

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Becoming a Leader Today – Manifesto for a Servant Leader

Posted on 20 July 2011 | 7 Comments

In his essay The Servant as Leader, Robert Greenleaf said of servant leadership:

“It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.”

Larry C. Spears, who has served as President and CEO of the Robert K. Greenleaf Center  for Servant Leadership since 1990 determined 10 characteristics that are central to the development of a servant leader:

  • Listening: A servant leader wants to listen to others and supports them in wanting to communicate.  This means in particular paying attention to what is unspoken. The servant leader relies on the inner voice and finding out what the body, mind and spirit are communicating.
  • Empathy: A servant leader wants to understand and empathize with others.  Those the leader works with are recognised, respected and appreciated for their personal development. As a result, leadership is seen as a special type of human work that invests in others which in turn leads to advantage for the organization.
  • Healing: A great strength of a servant leader is the ability to heal themselves and others. A servant leader tries to help people solve their problems and resolve conflicts in relationships as they develop their skills. This leads to a working environment which is dynamic and fun without fear of failure.
  • Awareness: A servant leader needs self awareness and a more general awareness of others with an integrated, holistic approach that includes ethics and values.
  • Persuasion: A Servant Leader does not coerce or threaten but tries to convince. This distinguishes servant leadership most clearly from traditional, authoritarian models and can be traced back to the religious views of Robert Greenleaf himself.
  • Conceptualization: A servant leader can see beyond the immediate for the organization  and its day to day operations  A Leader constructs a vision of the future than be developed into goals and  strategies for implementation
  • Foresight The leader needs the ability to foresee the likely outcome of a situation.  The servant leader should learn from the past to understand the present and identify consequences for the future.  This requires the leader to be blessed with good judgment!
  • StewardshipThe servant leader holds the organization in trust for those with an interest in it and for the wider society.  The servant leadership understands the wider obligation to help and serve others. Openness and persuasion are more important than control.
  • Commitment to the growth of people: A servant leader nurtures the personal, professional and spiritual growth of employees and involves them in decisions about the future of the organization
  • Building community: A servant leader builds a strong community within his organization and is committed to contributing to the wider community beyond.

I would welcome you views on the servant leader and your experiences. Have you encountered a true servant leader to whom you would like to pay tribute?

I am Wendy Mason and I work as a personal and business coach, consultant and blogger.  I have worked with many different kinds of people going through personal  and career change. If you would like my help, please email me at wendymason@wisewolfconsulting.com or ring ++44(0)2084610114 or ++44(0)7867681439.  I will be very pleased to hear from you.

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Becoming a Leader Today – What is Leadership?

Posted on 18 July 2011 | Leave a comment
Genentech at San Francisco Pride Parade

“Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.” Alan Keith, Genentech

“Leaders sell the tickets for the journey” Anon

I believe leadership is influencing a group of people to achieve a common goal.

But if you ask a group to define leadership, you will probably get as many different answers as there are people in the group. And most of those answers will probably be about what a leader does, not about what leadership, itself, is.

Conventionally leaders take charge of groups, be that group a large corporation, a country or a small team charged with delivering a project. Until quite recently, there has usually been little or no distinction between leadership and management.

But leadership is not about managing people.

Leaders promote new directions! Leaders sell tickets, but managers drive the bus!

Traditionally, leadership has been based on power; military, economic, religious etc. Occasionally leadership has been based on the power of personality to dominate a group. But there has usually been some loss of free will.

In this modern knowledge-based world, this traditional approach seems less and less appropriate. Richard Florida‘s book, “The Rise of the Creative Class” argues that in the modern world, more and more work requires creative thinking. So the leader becomes the one who generates a creative idea that can be delivered in a convincing vision for the organization.

In this knowledge based economy, the idea that leadership comes from someone who just happens to sit at the top of the organization chart becomes redundant. A new direction can emerge from any point in the organization where critical knowledge can be combined with creativity to generate an influential vision for the future.

So, the leader becomes a facilitator who can create conditions in which new visions can be generated and developed.

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