Presentation on theme: "What will be your Leadership Legacy?"— Presentation transcript:
1 What will be your Leadership Legacy? Shirley Kavanagh NAPD Conference 2014
2 What is Leadership?"Leadership is one of the most observed and least understood phenomena on earth." Burns 1970.“Leadership is a relationship between those who aspire to lead and thosewho choose to follow” Jim Kouzes & Barry Posner 1990“Leadership is the art of getting someone else to do things you want done because they want to do it” Dwight D Eisenhower“Leadership is about influence, nothing more nothing less” John Maxwell“If your actions inspire others to learn more, dream more, do more and become more, you are a leader” John Quincy Adams
3 What you say about Leadership “Leadership is about having a calmness about you, it reassures others that you are in control”“Leadership is about coping with change”“It’s about being a good listener. You might not like all you hear but your staff somebody who will to listen”“It’s about being adaptable, about taking charge and about communicating to staff, students and parents”“It’s about staying calm. Shut the door and in your office let out that roar!”It’s about having an ability to cope with Pressure.Don’t Panic Everyone!
4 Some Assumptions about Leadership There is no single, “right” leadership styleThe ability to lead others is underpinned by a thorough and honest understanding of your own strengths and limitationsLeadership is a life-long learning journey – what got you here may not get you to the next step in that journeyLeadership requires the mobilisation of creativity and innovation, it does not mean that all new ideas must come from the leaderRelationship between those who aspire to lead and those who choose to followLeadership is grounded on the ability to engage and encourage the hearts of others -- to help them to derive a sense of purpose in and from their workToday relies more upon the ability to connect, than upon the exercise of command and controlLeaders must be clear about the imprint they wish to leave on their organisations and then frame their action and behaviours with that legacy in mind
5 And some key assumptions about behaviour Leadership is a fishbowlPerformance is contractual -- Effort Is personalIntent is not actionRelationships Matter,Sometimes you have to go slow to go fastPeople have to trust the messenger before they will trust the messageData may guide the head and the hands but stories move the heartEverything’s a theory until you try it
6 The Principals Dilemma - Leadership and Management Coping with complexityCoping with ChangeBoth necessary for success and must be balancedManagementLeadership
7 Knowing what you don’t know What is a good Leader?Build TrustForward LookingIntegrityKnowing what you don’t knowEngage PeopleBeing able to InspireResilientCourage
9 So what can we say now about Leadership Communicate EffectivelyAuthenticSelf Aware“EmotionallyIntelligent”ResilientInfluencingRecognise and develop their peopleRole model desired behavioursInspire and EngagePeopleImprove and change things and look for a better wayLeave a Footprint
11 Earning the Right to Lead A critical factor impacting peoples’ decision to follow is your authenticity as a leader:It is the alignment of your actions and objectives with your beliefs and valuesIt is the ability to be resilient and take the roles very seriously – but not oneselfIt is the willingness – as much as the ability- to help others to use their talent and capability to succeedIt is the willingness to lead with and from the heart
12 The Foundations of Authenticity Authentic LeadersDisplay a consistency between their words and their deedsThey practice what they preachDemonstrate coherence in their performance of the different roles and duties and what’s expected of themAre comfortable with their styles and the actions they takeThey display confidence and optimism even when facing new and difficult situations or issuesAre eager to learn about themselves and able to use that learning to enhance effectivenessThey are reflective about their actions and proactive in seeking out feedback.
13 Questions to ask “The Person in The Mirror” Personal values and motivational driversWhat really matters to me?What gives me a true sense of purpose in my work as a leader?Leadership focus and prioritiesDo my commitments match my values?Does how I spend my time and energy reflect my priorities?Balance and perspectiveCan I look at situations from multiple viewpoints, including those quite different from my own?Am I open to challenge? Can I effectively challenge and influence the thinking of others?Resilience and self-confidenceCan I accept who I am in order to use my strengths to best advantage?Am I willing to acknowledge and to address my weaknesses in order to drive my continuous personal growth?Genuine humilityDo I always remember to not take myself too seriously, but to take the job very seriously?Do I truly value the contribution of others and treat them with genuine respect?
14 What is a Leadership Legacy? ….to one another….to problems & opportunities….to successes & set backs….to change & the unknown….to the next new thingHow your colleagues, your staff, your partnersThink, Feel and BehaveAs a result of the time they spent working with youIt is the model you create and ‘live’ for how people shouldReactRelateRespondYour legacy is not about image it is about effectIt is about you becoming a role model for others
15 Let’s try it! - Your Legacy Statement Before you start to think about your legacy statement, a few hints and tips:Not as easy as it looks!Focus on behaviours!This is an aspirational statementBe challenging and StretchingBe as clear and specific as you can but don’t seek perfection!Don’t worry if this seems difficult – IT IS! But it is really worth the effort.Focus on behaviours that you would most like to role model and have your people live, even after you have moved on.This is an aspirational statement – don’t worry about sounding too idealistic (it is neither a To Do list or scorecard for judging your performanceBe challenging and StretchingBe as clear and specific as you can but don’t seek perfection!
16 One Final Thought! “One Child, one teacher, one pen and one book can change the world”
18 Why should anyone be led by you? What drives you to want to be a Leader?What special capabilities do you offer?How do those capabilities provide value to the people with whom you work?How do those capabilities add value to your school?
19 Learning Lessons Conducting an After Action Review RequirementsFour Questions, One flip chart, People Involved and someone to facilitateWhat was supposed to happen?What actually happened?Why was there a difference?What have we learned?
20 Guidelines for difficult conversations or feedback Some Do’sBe certain that you know what you really want out of the conversationConsider how you will manage your own emotions -- before you begin the exchangeIdentify the parts of the discussion that are safe to talk about and will not produce ‘fight or flight’Be specificGive immediate and direct feedbackAccept responsibility for your perception and emotion – use ‘I’ statementsCheck to make sure you are understoodGive the recipient time to react/reflectPlay the ball not the player – it’s about behaviour and actions not personalitySome Don'tsDon’t evaluate or judge - describeDon’t end without drawing out the implications and action plans.Don’t feel obliges to fill up silences.Don’t exhibit behaviours that may be perceived as boredom!
21 The Difficult Conversations Don’t avoid theElephant in the room!Apply the 5 / 5 / 5 TestWhat do you think will be remembered in 5 minutes?How will the conversation be remembered in 5 hours?How will your message be remembered in 5 days?
22 Organising and Chairing a Super Productive Meeting Prepare and Circulate an agenda in advance – let people know the objective of the meeting .Keep things moving rapidly along.Cover each point on the agenda in order and in the alotted timeInvolve each of the participants, ask for input.Bring things to a clear conclusion and get the necessary decisionsOnly organise a meeting when it is necessary to do so.Assign responsibility for topic discussions in the agendaStart and end the meeting meeting on timeIf a problem cannot be resolved, appoint someone to conduct further investigations and put it on agenda for the next meeting.Don’t be afraid to ask for written reports instead of calling meetingsAppoint someone to create action points with target dates and circulate these quickly following the meeting. Make sure you follow up progress.Always end on a positive stimulating note.
23 Effective Presentations Clarify the message you want to get acrossConsider your audiencePractise and rehearseAssert YourselfPosturePresence – Don’t apologise!Make contact with your audienceUse your voice – Volume, Pace, PitchBreathe – make a conscious effort to pause and establish comfortable breathing patternsDrink – warm water, don’t gulp ice cold water this will constrict your voiceFinally, a note about humour – only use it if you know it will work!