Presentation on theme: "Vaughan Burnand Leadership VEB Lean Ltd 0771 3069624"— Presentation transcript:
Vaughan Burnand Leadership VEB Lean Ltd
Agenda Introduction Introductions Leadership Vision Values Managing Change Communication
Introduction Why are we talking about leadership? Leadership is key to the internal culture of any organisation. Without effective leadership it is unlikely that you will be truly successful at motivating staff, focusing on clients' needs or maintaining business improvement. CE Client Leadership – Lack of it blamed for slow progress Leadership vs Management – Everyone wants to be a manager! Workshops on Leadership for — Companies — Departments — Projects Link between Leadership and Teamwork, Behaviour
Difference between management and leadership Management is pushing from behind Leadership is pulling from the front Imagine a string of beads...
Leadership vs Management Leadership is about working with other people in a spirit of partnership and empowerment Management is concerned with planning, controlling, directing, organising and problem solving
Rules Harm free environment One meeting Participation Mobile Phones off/silent Timekeeping Opportunity to Fail If you don’t agree/understand then question!
Tosser - Catcher All delegates to go around the table and introduce themselves – Name and Title. Then stand up. Next Begin tossing one ball amongst the circle. The exchange from tosser to catcher should be as follows. — Tosser- “Here you go…… (Name of catcher).” — Catcher- “Thank you…… (Name of tosser).“ — “Here you go….(next catcher).” As individuals begin to become familiar with one another’s names speed up the process. Second Ball After catching and naming successfully 5 times sit down. Last one remain standing
Leaders you Admire Think of the 3 leaders you admire the most. Who are they?
What are our perceptions on Leadership? What do you think are the key characteristics of Leaders? Give your top 3
Leadership Gurus John Adair John Harvey Jones Warren Bennis Tom Peters Jim Collins Burt Nanus James O’Toole Steven Covey Max DePree John Gardner Warren Blank Colin Powell
Leadership Gurus Basic Ingredients of Leadership Seven Megaskills of Leadership Characteristics of Value-Based Leaders Seven Habits of Highly Successful People Eight Discernible Characteristics of Principle- Centred Leaders Attributes of Leadership Nine Natural Laws of Leadership
Leadership Traits 72 Traits Score yourself out of 5 for each trait — 5 is good and 0 is bad — Do it quickly — Don’t think about it too much Add up the total
How did you Do? Anyone? 0 to to to 300 Over 300
What are the characteristics of good leadership? The DTI competitiveness survey identified several common traits of leaders in top companies. These included: — Enthusiasm — Champion of change — Communication — Leader by example — Openness — Risk tolerant — Visionary — Motivator — Failure tolerant — Good delegator Particularly in small companies, it can be difficult to differentiate between management and leadership because you may be involved in all aspects of the business. It may be difficult to 'let go' once a company grows and you start to rely on people who can do some parts of the job better than yourself. In 'How to be a better leader', it is observed that: 'you manage tasks, and lead people.'
Effective Leaders … Have a “Vision” Act as strong role models Walk the talk Win the hearts and minds Bring the best out of people Are the change agent Have a steady hand and a cool head
What traits do your selected leaders have in common? 3 most common Jean Luc Picard Ronald Reagan Anita Roddick Sitting Bull Jack Welch Martin Luther King Abraham Lincoln
Effective Leaders … Have willing followers!!!! And it’s the engagement of those followers that is important
Situational Leadership You can’t always be the leader Teams select own leaders? Adopt an appropriate style “The Admirable Crichton” Knowledge, Skills and Attitude
Failure! The one experience you must have! Problems shape leaders like weather shapes mountains Early age experience a common theme
Nine Natural Laws of Leadership 1. A leader has willing followers – allies 2. Leadership is a field of interaction 3. Leadership occurs as an event 4. Leaders use influence beyond formal authority 5. Leaders operate outside the boundaries of the organisationally defined procedure 6. Leadership involves risk and uncertainty 7. Not everyone will follow a leader’s initiative 8. Consciousness – information processing capacity – creates leadership 9. Leadership is a self-referral process. Leaders and followers process information from their own subjective, internal frame of reference
Can Leadership be taught ? It can and must be Peter Drucker
60 second PhD in Leadership 1. Think of the best boss you ever had 2. Think of the worst boss you ever had 3. Make a list of all the things done to you that you hated 4. DON’T DO THEM TO OTHERS EVER 5. Make a list of all the things done to you that you loved 6. DO THEM TO OTHERS ALWAYS Dee Hock
The Dark Side Enthusiastic…………………………….Volatile Shrewd……………………………………Mistrustful Careful………………….. ……………….Cautious Independent……………………………Detached Focused…………………………………..Passive Confident………………………………..Arrogant Charming………………………………..Manipulative Vivacious…………………………………Dramatic Imaginative…………… Eccentric Diligent……………………………………Perfectionistic Dutiful. …………………………………..Dependent The Bright Side Hogan
Leadership Link between Leadership and Results 2012 Summer Olympics Team GB Target 48 to 70 Medals — Targets created for each sport (future funding based on results!) — Archery, Athletics, Badminton, Basketball, Boxing, Canoeing, Cycling, Diving, Equestrian, Fencing, Field hockey, Football, Gymnastics, Trampoline, Handball, Judo, Modern pentathlon, Rowing, Sailing, Shooting, Swimming, Table tennis, Taekwondo, Tennis, Triathlon, Volleyball, Water polo, Weightlifting, Wrestling — Targets created for each sportsman/woman. Great Britain left the Summer Olympic Games with a total of 65 medals (29 gold, 17 silver, and 19 bronze), finishing third in the gold medal rankings, and fourth in the overall medal rankings.
The Leadership Role Vision Values Managing Change Within the organisation Within yourself Communication
Vision Shared Purposes …to provide focus Shared Results … to provide challenge Shared Values …. to provide control
Shared Purposes … provide focus by driving strategy
Shared Values … provide control by guiding behaviour
Shared Results … provide a set of quantifiable outcomes
Values Each Table decide What organisation you are Come up with 6 values for that organisation
Pfizer Values Integrity Innovation Respect for People Customer Focus Teamwork Leadership Performance Community
Vision To be the leading global construction services company delivering the built environment for international and local customers. We will achieve our vision by: Always engaging with our customers and understanding their needs. Consistently providing exceptional levels of service that combine innovation and best practice. Continuing to grow the business to serve customers in a wider range of sectors and geographies. Always employing great people in a values-driven culture. Values Passionate about our work - Passion Our passion drives our commitment to excellence and continuous improvement. Committed to customer relationships Commitment We will grow by having satisfied customers who choose to work with us again and again. Fulfilling our people's potentialFulfillment We will give our people the opportunity to reach their full potential and help them achieve their ambitions. Dedicated to detailDedication Our care and attention to detail drives exceptional quality. Acting responsibly and safelyResponsibility and Safety We will not compromise on safety and will act responsibly in all that we do. Isg
Values Honesty Trust Long Term Relationships Open One Team Innovation Skills Development RG Carter
Values What is the opposite of Values How do you encourage people who live the values? Do you reward it? How? Use of Mnemonic on your chosen Values
There is nothing more difficult to execute, nor more dubious of success, nor more dangerous to administer than to introduce a new system of things: For he who introduces it has all those who profit from the old system as his enemies and, He has only lukewarm allies in all those who might profit from the new system. Machiavelli
Provide Vision & Strategy Challenge Others Foster Teamwork Champion Change Lead Courageously Influence Others Coach & Develop Leading Others Communication Display Integrity Adaptability Personal Drive Analytical Thinking Decision Making Creativity Openness To Learning Build Relationships Personal Effectiveness YOUR ROLE AS LEADER
"We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganised. I was to learn later in life that we tend to meet any new situation by reorganising and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralisation“ Charlton Ogburn, J r
It's not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives valiantly; who errs and comes up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows the triumph of high achievement and who at worst, if he fails, at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat Theodore Roosevelt, 23 April 1923
This Approach can be used to: - Develop Teams Establish Organisational Vision Values Strategy Values Based Performance Management Lean Design and Construction Contact : Vaughan Burnand VEB Lean Ltd