1. School of something FACULTY OF OTHER Leadership Development Update Sarah Gray (S.Gray1@leeds.ac.uk) 1

2. "Our leaders need to be credible, competent and authentic: known for what they do - the results they deliver - rather than what they say. Known less for what they control and more for creating a positive working environment. Less concerned about titles and position and more about enabling their colleagues to make progress. Leaders are measured by how they help others to achieve their potential and how they support the overall development of the University." Sir Alan Langlands, Vice-Chancellor 2

3. Context New Strategic Plan Organisational Health & Performance Leadership capability a key factor Leadership and Management Standard and development programmes had not undergone fundamental review in 10 yrs 3

4. Leadership Culture What your people are saying… Current Culture We are rewarded for what we ourselves do, not what we enable others to do Its not a choice – leadership is part of the day job The amount of bureaucracy drives an operational, rather than strategic focus We are too busy to get better There is an obsession with process adherence rather than outcome/impact It’s challenging for us to make the changes we know are required The matrix structure makes accountability unclear Challenging conversations are avoided It should be about a shift in mindset so that everyone recognises that they have a leadership responsibility We wait for permission or to be told – a directive approach There is an attitude that professional services are ‘here to serve’ Performance management is remedial, not growth oriented The University is referred to as an entity – “will ‘the University’ let me do that?” We are reluctant to take risks for fear of consequences if it goes wrong 4

5. Cultural shift to deliver the Strategic Plan Less OfMore Of Process and bureaucracy drive an operational focus - leaders manage below their level Active leadership at every level supports the delivery of the Strategic Plan A view that leaders don’t ‘walk the talk’ with respect to what’s expected in the future Leader led role modeling - actions are aligned with words ‘Them’ and ‘us’ thinking prevails with a focus on individual over collective achievement An interdisciplinary/collaborative mind-set is recognised and encouraged A strong internal, rather than external, focus with reactive, short term decision-making Balance between internal and external focus - today’s decisions are made with the future in mind Too busy to make changes / prioritiseImpact is valued over effort – delivery focused A fear of failure and its consequences means that leaders err on the side of caution Appropriate risk taking is valued and supported Inconsistencies of approachShared underpinning principles drive a consistency of approach and behaviour Leadership is not consistently recognised as a core requirement for career progression Leadership talent is identified and nurtured Blame cultureIndividuals take personal responsibility and hold others accountable 5

6. Leadership Attributes 6 PurposefulStrategicCreativeEngagingAchievingSelf Aware 6 Key Leadership Attributes: The Leeds Leader

7. Leadership Attributes 7

8. Key Principles of new Leadership Development Strategy Leadership development informed by the following principles: Embeds the Leadership Attributes across all leadership levels Continuous development – not just one off Experiential and transferable back to the ‘day job’ Delivered collaboratively with a range of partners Leader led Flexible and personalised Actively seeking and using feedback to continuously improve High quality content which reflects current thinking/practice Builds a coaching culture 8

9. Next Steps Strategy to be considered by UEG in December Finalising the Leadership Attributes A new Director of Professional and Organisational Development Procurement of external providers Planning for a senior leadership programme next spring Starting development of an internal accredited cohort of coaches next spring More detailed consultation with key stakeholder groups from Jan-May 9

10. Group Discussion Consider the draft 10 Leadership Behaviours: How will they support the delivery of the Strategic Plan? How could they be enhanced? 10

11. Final Thoughts Consider the 10 Leadership Behaviours and on a post it write down one behaviour which you see as a personal strength and one which is more of a stretch. One Behaviour per post it. 11