1. MAKING TOMORROW’S LEADERS Philip Mayers February 2014

2. ….in an environment that is challenged by multiple role ambiguities – how does a competent team player transition into a BOLD leader?

3. Role ambiguity occurs when people are unclear about expectations within their role, their workplace, their industry sector, and challenged by societal pressures

4. In the words of George Costanza “It’s like when worlds collide”

5. Typical layers of ambiguity - Caring is an holistic responsibility - Carers are qualified professionals - Carers advocate for clients - Carers support workmates - Money is a sordid subject (there’s never enough to go around) - Often overshadowed by compliance - At tea break we rubbish the bosses we’re supposed to respect

6. “The whole balance of power between leaders and followers has shifted - with leaders becoming weaker (having less authority) and followers growing stronger (questioning authority)” Professor Barbara Kellerman

7. Becoming the emboldened leader

8. Who can refuse higher salary, status and the ability to make decisions?!

9. The reality - Moving from buddy to boss, jealousy - Out of your comfort zone - One of the people you used to rubbish - Additional time demands - New skills and knowledge required - Headaches about decisions - Accountability for others - Managing budgets

10. Promotion = Stress

11. Two possibilities - What have I let myself in for? - You’ve just been given a major career opportunity. Don’t spoil it!

12. Culture is the key The whole ‘rights revolution’ has changed everything * Why should anyone be led by you? ** The leadership paradigm needs to create a culture that welcomes emerging Leaders and supports the contribution of Followers * Barbara Kellerman ** Goffee & Jones

13. A complicating factor * * HR Monthly February 2014

14. Working towards a culture change The CEO must demonstrate exemplary leadership competencies (very well dealt with by Kouzes & Posner in ‘The Leadership Challenge’ ®) When leaders are at their personal best there are FIVE core practices common to all

15. Model the Way ® Establish principles about the way people should be treated and goals pursued. Set standards of excellence, achieve small wins, unravel bureaucracy, provide ‘signposts’, create opportunities for victory Inspire a Shared Vision ® Passionately believe that you can make a difference, enlist others in your dreams, breathe life into your visions

16. Challenge the Process ® Look for innovative opportunities to improve your organisation, experiment and take managed risks, accept the inevitable disappointments as learning opportunities, enable others to act Enable others to Act ® Foster collaboration and mutual respect, create an atmosphere of trust and human dignity, make each person feel capable and powerful

17. Encourage the ® Accomplishing big things is hard work, so recognise individuals’ contributions, share the rewards of efforts, celebrate accomplishments and make people feel like heroes

18. Handy Hints Peer consultation groups Experiential learning in a risk managed environment Leading work projects Secondments Promotion into another department Work out a game plan for you and your team to best work together to achieve goals and objectives

19. Your job has changed – it’s not about being popular, it’s about leading and helping others to achieve results Stop gossiping Ask your HR Manager for training and support Treat each person fairly and with respect ‘Go out and make yourself useful’ (Peter Drucker) Take time to THINK......... and start a STOP-doing list (Jim Collins) Handy Hints cont.

20. Creating tomorrow’s leaders is a shared responsibility Shared by the CEO who shapes an enabling culture The individual who can focus on the future and systematically cut through the multiple layers of ambiguity that might sometimes trip you up