2. Growing Leadership Capacity in the face of continuous and complex change @newriver #rethinkingleadership

3. The nature of the challenge?

5. Attempting to map a complex system”

6. Change requires us all to be participants We all have an important contribution to make

7. The Leadership Contributions needed in a healthy group

8. Classical leadership thinking: From looking for the ‘special’ people… …to looking for the right fit, …quality balanced teams, …an inquisitive learning culture

9. It’s about a team… “Grand dreams don’t become significant realities through the actions of a single person. Leadership is a team effort.” Jim Kouzes and Barry Posner

10. Leadership is what a group needs to discover and move towards its core purposes and goals in constructive ways... …to which we can contribute

11. Change => opportunities for personal growth and team growth in multiple dimensions

12. For each individual…. Trying new things Experiencing uncertain outcomes Learning from your experiences – Intellectual – emotional – Spiritual – physical

13. For each individual (but through others)……. Learning from observing others experimenting and leading Learning about others’ capabilities Seeing others shine Seeing others grow in capability and confidence

14. For the team….. Experimenting and innovating Building relationships (and trust) internally Building relationships (and trust) externally Building capacity for dialogue Building capacity for collaboration and contributing ideas Finding or clarifying a common purpose

15. Change => multiple opportunities for building capacity for the next challenge handling more change the good times

16. For you to ponder Think of a time when you were part of a group that effectively navigated change, where a range of people contributed to something important, where energy was generated and people were at their best. 1.Share the story. What contributions made it happen. 2.Who contributed leadership and what kinds of leadership? 3.What opportunities did it present for capacity building in individuals and teams?

17. Engaging Complex Change Observe and assess the nature of the challenge Refocus /deepen our purposes Build a quality team Pace the journey

18. Turning Leadership Upside down Traditional views of leadership Empowering model of leadership

19. Engaging Complex Change Observe and assess the nature of the challenge Refocus /deepen our purposes Experiment and take ‘safe’ risks Build a quality team Pace the journey

21. Engaging Complex Change Observe and assess the nature of the challenge Refocus /deepen our purposes Experiment and take ‘safe’ risks Build a quality team Pace the journey

22. …. Think of a time when things really changed……… How much effort was put into each of the following: 1. Observing, listening and learning together? 2. Focusing, developing shared directions widely owned by those involved? 3. Safe supported experimentation, trial and error or innovation to discover ways forward? 4. Building capacity and a quality team 5. Careful implementation, pacing of the journey, balancing risk and safety, persistance and learning?

23. Virtuous circles in relationships

24. Aspirational mindsets re….. Growth of people Growth of relationships Growth of teams And consequently re capacity of whole team to contribute

25. A role model at the top Humility of leadership Open mind and open heart Listening to feedback Engaging with positive intent Concluding conversations as a positive starting point for the next one Clarity of purpose and of communications

26. Shared vision and agenda

27. Positive cultural features Trust Objectivity Curiosity Balance of short and long term horizons Capacity to deal with problems and isolate their impact Appointing people based on their growth Respect for considered and well-managed risk- taking Setting people up for success Setting experiments and projects up for success

28. Seizing opportunities Diversity of recruitment net Induction Identifying full dimensions of opportunities from projects Formally reviewing outcomes - celebrating successes - Learning from successes and failures Objective and regular performance feedback Feedback from all stakeholders

29. Other characteristics of learning organisations Diversity of perspectives and inputs Conversations across disciplines Offices which encourage conversations Systems which provide valuable information

30. These traits and habits of individuals and cultural characteristics and mindsets of organisations are significant and powerful because …….

31. They affect outcomes every hour, day, week, month… Building buy-in and commitment Capitalising on opportunities Finding solutions Building capacity (human capital and social capital) ……………

32. What are you taking away? How does it relate to your situation? Things being done well? Issues to address? How might you need to grow or change? Organizationally? Personally?

33. Like to know more? Call Naomi Nash Director of Strategy & Development 0407 908 748 www.newriver.org.au