Posts Tagged 'BoardDevelopment'



INVITATION: Tomorrow’s Leadership: Leaders are made, not born with Dame Helen Alexander, Peter Cheese and John Knights, Tuesday 26 November

Leaders are Made, not Born! 

‘Tomorrow’s Leadership’ series    5.00pm, Tuesday 26 November
Gresham College, Barnard’s Inn Hall, Holborn, London, EC1N 2HH

Registration: from 5.00pm for a prompt 5.30pm start and a 7.30pm finish.  Event is followed by a drinks reception.
Welcome:
Tony Manwaring, Chief Executive, Tomorrow’s Company
Key contributors and panel:
Dame Helen Alexander, Chairman, UBM plc & Chancellor, University of Southampton
Peter Cheese, Chief Executive, CIPD
John Knights, Chairman, Leadershape
Closing remarks: Peter Cheese, Chief Executive, CIPD

During the event we will be tweeting using the following hashtag: #TomorrowsLeadership

REGISTER HERE
We are delighted to invite you to the second event of our new programme Tomorrow’s Leadership, in partnership with the CIPD, where we will be exploring the core theme: leaders are made, not born.

The importance of leadership is well acknowledged. It is often argued that we need to go beyond a top-down and charismatic model of leadership; leadership must be fit for purpose for the new understanding of delivering organisational success, where power is distributed, and trust and authenticity are at a premium. So how in practice do we encourage and enable servant leadership which empowers and harnesses the talent of people inside and beyond the organisation critical to achieving success?

We will be joined at this event by three outstanding speakers, leaders and practitioners alike, to explore this key agenda with us:

Dame Helen Alexander, who has vast experience of business leadership in practice, will be providing the practitioner’s point of view. She is Chairman of the UBM Plc, and of the Port of London Authority, non-executive director at Rolls-Royce and esure plc, Senior Adviser to Bain Capital, and Chancellor of the University of Southampton. She began her publishing career at Gerald Duckworth and Faber & Faber, moving to The Economist in 1985 as Marketing Manager. She became Managing Director of The Economist Intelligence Unit in 1993 and in 1997 became Chief Executive of The Economist Group. Dame Helen was Chief Executive for 11 years until she stepped down in June 2008. In addition to her experience at the helm of an international business, Dame Helen also has extensive board experience across a range of sectors. She was a non-executive director at Northern Foods plc from 1994 to 2002, at BT plc from 1998 to 2002 and at Centrica plc from 2003 to 2011. Helen was President of the Confederation of British Industry (CBI) 2009-11.

John Knights, Chairman of Leadershape, will reflect on the development of leaders in practice, particularly by drawing on his new book “Leadership Assessment for Talent Development”. John is an experienced senior executive coach and facilitator, and an expert in emotional intelligence, transpersonal leadership and neuro-leadership. He has been a senior executive in major international corporations, a serial entrepreneur and lecturer at Oxford University. He is author of The Invisible Elephant & The Pyramid Treasure and has written for HR Magazine.

Also joining us will be Peter Cheese, Chief Executive of the CIPD. Peter holds the professional perspective in terms of what this means for the future leadership and HR at all levels of the organisation. Prior to joining CIPD in 2012 he spent 30 years working at Accenture, culminating in a 7 year spell as Global Managing Director leading the firm’s Talent and Organisation Performance Consulting Practice. He also held various executive sponsorship positions for Accenture’s firm-wide skills and capability development programs, and the firm’s global Human Capital and Talent Strategy. He isan Executive Fellow at the London Business School, associated with the faculties of Strategic Management and Organisational Behaviour.

We look forward to you joining Helen, Peter and John for what promises to be a special event examining what it means to be an exceptional leader.

This event is part of Tomorrow’s Leadership – a high profile programme of events and activities with leading figures from business and other organisations to explore the issues which will shape the agenda for tomorrow’s leaders today – led by CIPD in partnership with Tomorrow’s Company.

In our first event Kevin Murray, Chairman of the Good Relations Group talked about how inspiring communication can make the difference between poor performance and delivering lasting success and resilience and Paul Drecshler, Chief Executive of Wates Group outlined how his company, taking into account the importance of leadership at every level of the organisation, has delivered outstanding business success. This was followed by a lively Q&A with a full and varied audience of people who are leaders in their own organisations.

Grow the right business leaders for tomorrow.

51iHC9FJNRL._SL110_LEADERSHAPE’S UNIQUE PUBLICATION …has reached no. 35 in the Amazon Best Seller’s Rank for Training – and highest position of Top 1% on the Amazon Best Seller’s Rank (out of 6m!)

SENIOR BUSINESS AND ACADEMIC leaders from Tata Management Training Centre, Claire’s Stores, Henley Business School and the Chartered Institute of Personal Development (CIPD) have endorsed a unique publication showing how organisations can grow and develop tomorrow’s leaders, in-house.

Co-author/editor of Leadership Assessment for Talent Development,  John Knights, Chairman and co-founder of LeaderShape says:

Many of today’s leaders reach the organisational pinnacle because they are great at getting there, not because they are a great leader when they arrive. We need to identify and develop those people who will be excellent when they are in the top position.

The publication highlights a new roadmap for CEOs, Directors, Managers and HR professionals, detailing how organisations can use assessment tools to go far beyond recruitment and selection; the aim is to recognise and develop key individuals, as part of a comprehensive talent management and development strategy.  Researched and authored by several members of LeaderShape and the University of Chester’s Centre for Work Related Studies faculties, the extensive source material covers well known public and private sector bodies, as well as family firms and SMEs, collected over 15 years.
Director of LeaderShape and contributing author, Danielle Grant says:

Business professionals needing to pinpoint future leaders will not want to be without this state-of-the-art blueprint for success.  Leadership Assessment for Talent Development goes beyond recruitment to position assessment as a central, strategic activity. It demonstrates how to apply a connected process that accelerates behavioural change and facilitates engagement and enables in-house talent.  It is an authentic and essential companion for managers in any field who want to equip their company with talented employees, to be fit for future success.

The book is also edited by Senior Lecturer (Associate Professor) at the University of Chester, Tony Wall, who lectures in the University’s Centre for Work Related Studies (CWRS) and is a specialist in personal and organisational transformation. The Centre exists to promote the University’s internationally recognised expertise in the fields of work-based learning.
Tony says:

In conducting research into the leadership needs, strengths and blind spots, we found some fascinating trends which are crucial for everyone dealing with talent management and leadership to know. The book tackles these head on, using leadership assessment as one of the most efficient and effective ways to direct talent management budgets for optimal impact. The book is focused on the ‘how to’ of ensuring you get every ounce of value from leadership assessments.

The book, published by Kogan Page, profiles step-by-step how to boost existing talent and, through extensive real-world case studies, highlights the practical application of powerful, bespoke leadership assessment processes. Reviewing the publication,
Peter Collyer, Senior Vice President, Global Human Resources, Claire’s Stores, Inc said:

A child in their favorite toy store…….that is how this book will make any inquisitive HR Executive or Business Leader feel, when they delve into the rich insights, learnings and opportunities this book provides! For any “self-aware, development-hungry leader” who strives to be successful, this provides both immediate and long-term direction on how to excel as a business and a leader whilst encouraging us to become an exceptional role model for future generations.

Shubhro Sen, Director, TATA Management Training Centre commented:

A timely and insightful treatise on a subject of central importance to every organisation today. Essential learning for all professionals engaged in leadership and talent development.

Dr Barry Z. Posner, Accolti Professor of Leadership, Santa Clara University co-authored The Leadership Challenge, selected as one of the top ten leadership books of all time. He added:

Without leadership, organisations (and nations) perish; this is why this book is so timely, and important. Full of interesting research, practical examples and insightful advice.  An excellent contemporary resource for developing leadership talents; invaluable at both an individual and organisational level.

Professor Peter Hawkins, of the Henley Business School, said:

Tomorrow’s leadership will face far greater challenges than today’s privileged generation. We need to be developing tomorrow’s leadership now and this book provides many tools, approaches and case studies that can help us with that urgent task.

Peter Cheese, Chief Executive Officer of the CIPD, who has just been named HR’s Most Influential Thinker for 2013, offered:

Leadership capabilities at all levels have never been more important in times of great change and uncertainty, and most CEOs will cite leadership as one of their most critical areas of concern. So how do we make sure we are assessing and developing leaders in the best way? Much is changing in this field and this book brings together some of the best thinking, case studies and ideas that help us all better understand and develop leaders for the future.

Chris Gulliver, Denise Meakin, Etukudo Odungide, Lisa Rossetti and Philip E Sweet were additional contributors and authors.  Case Study authors were Kate Julian, Nadine Perrins and Greg Young.

Developing a New Generation of Financial Leaders at the West Midlands Pension Fund

“Due to my heavy workload I would sometimes feel that I could not justify the day out of the office (for this leadership and culture change programme) however on each occasion I returned to work refreshed and positive.”120THE £9 BILLION WEST MIDLANDS PENSION FUND (WMPF) is the largest in the UK. It has over 257,000 members and 300 scheme employers. Its assets are primarily managed in-house by investment professionals. It is facing unprecedented change because of the planned reforms of the UK pension industry and because of the declining and increasingly competitive traditional market. LeaderShape was called in to help Chief Pensions Service Manager, Nadine Perrins, manage the restructure of the organisation and the performance and development of it people to meet these changing needs. WMPF had been very traditional in its directive style of leadership and career progression based on longevity and favour, rather than merit. A major gap existed between the leadership experience of the Senior Management Team (several of whom were in sight of retirement) and middle-managers who had mostly received development in technical and business skills. The leadership style and culture of the organisation needed to become more inclusive and engaged with its employees in order to improve performance in a rapidly changing market.

Read the full Case Study on this major, successful piece of work.

We are pleased to report that, when asked “would you recommend this programme to a colleague?” 93% of WMPF participants said “YES”

“This was an excellent development opportunity which should be offered across the Pension Service as it would enable managers and staff to learn more about the impact they have on peers and colleagues, which would contribute towards changing the culture of the organisation!”     Testimonial from in-house review.

Indian Leaders are short on Emotional Intelligence! (says Management Next)

  lshape MNJohn Knights finds Indian leaders to be on par or even better than many global leaders in most aspects of leadership, yet, according to ManagementNext’s interpretation of his article there’s something amiss which make them behave the way they do – centralize decision-making, don’t respect other’s time, hence don’t confirm schedules, among a few. If Indian leaders were to invest in acquiring emotional intelligence, they have the opportunity to maximise their potential.

EACH TIME I LAND in Mumbai or Delhi or elsewhere in India, I feel a rush of adrenalin. I am here again to meet business leaders ranging from elite companies to start- ups – but they all have one thing in common; they are interested in how ‘leadership development’ can improve their business performance.

As I
 drive to my hotel to get some shut-eye before the first meeting I reflect on
the fact that only 30% of my agenda is confirmed but I know from experience that it will all work out and I will have a number of interesting meetings I
am not yet aware of. The mood that engulfs me is immediately optimistic, enthusiastic, friendly, open-minded and can-do. That is the effect India has on me – and these are all important characteristics for a nation on the up
– and also necessary to overcome the many serious challenges it faces.

So what about leadership in Indian businesses? And critically, what about its impact on sustainability? I see three themes that are particularly important for India at this point in time. They relate to ‘structure’, ‘process’ and, most important of all, ‘behaviour.’

Continue reading ‘Indian Leaders are short on Emotional Intelligence! (says Management Next)’

Board Level Change

 “”Leadership at all levels is the main driver of staff engagement since leaders set the tone and climate and are in the position of being able to create, or otherwise, the bond between staff and the organisation.”‘ Lady Berkeley, (Julia Clarke.)

THE RIDGEWAY PARTNERSHIP in Oxfordshire specialises in services for people with learning disabilities and other complex needs in Oxfordshire and the surrounding counties. During a process of Board Level change, LeaderShape introduced the CEO, Julia Clarke, to new ideas regarding the role of Emotional Intelligence and leadership styles. Julia outlines her concerns that she thought the Board might not have had the necessary skillset to create a performance enhancing culture, but she learned something entirely different from the programme that ensued.

Interview - Lady Berkeley, CEO
Interview – Lady Berkeley, CEO

Julia says LeaderShape were courageous enough to tell her something she wasn’t expecting; she was so impressed by what she learned, she went on to help set up LeaderShape’s healthcare team. You can read the full Ridgeway Partnership Case Study and learn more about how LeaderShape’s vast experience in Board level executive coaching can benefit your organisation.

N.B. Ridgeway Partnership has merged with Southern Health since this strategic work.

Are women better entrepreneurs?

LEADING SELF-MADE WOMEN entrepreneurs earn 17% more than the top men. However, top corporate women earn 21% less than their male equivalents – according to recent research from Barclays Wealth & Investment Management Survey.

This suggests that if we remove the cultural restraints of the male dominated corporate world, women perform better than men in the 21st century. It is interesting to also note that 6% of British women are entrepreneurs (up from 4% in 2008) compared to 12% of men and 10% of women in America.

According to this research woman entrepreneurs take fewer bank loans than men in the same position, own companies that are more likely to be sustainable, and are more driven by a work-life balance than generation of wealth.

This is consistent with LeaderShape’s experience of conducting many 360º LEIPA Assessments and coaching women leaders.  Women probably have naturally more of the attributes of leadership needed in the 21st century, but they need to overcome a few barriers to help them make the most of their potential. Continue reading ‘Are women better entrepreneurs?’

Are Women the Best Leaders for the 21st Century?

From John Knights – Chairman, LeaderShape:

Follow on Twitter https://twitter.com/@leadershapejohn

Recent research publicised in the UK’s The Sunday Times, sourced from Barclays Wealth & Investment Management Survey  http://thetim.es/14ne1Jt explains that the top self-made women (entrepreneurs) earn more than the top men by 17% whereas the top corporate women leaders earn 21% less than their male equivalents.

This suggests that if we remove the cultural restraints of the male dominated corporate world, women perform better than men in the 21st century. It is interesting to also note that 6% of women in the UK are entrepreneurs (up from 4% in 2008) compared to 12% of men in the UK and 10% of women in the USA.

According to this research woman entrepreneurs – compared to equivalent men – take less bank loans, own companies that are more likely to be sustainable, and are more driven by a work-life balance than generation of wealth.

I am not surprised by these findings (even though they are not beyond question) as it is consistent with my own experience  of conducting many 360o LEIPA Assessments and coaching women leaders (more than men over the last 5 years).  I do believe women probably have naturally more of the “softer” attributes of leadership needed in the 21st century, but they need to overcome a few barriers to help them make the most of their potential.

Our own research at LeaderShape analysed in detail the data from our LEIPA 360o Assessment tool LEIPA of 97 leaders.   This shows there is little difference between male and female leaders in the eyes of the people who work with and for them – although again this could be to some extent because of the different expectations raters have of men and women. This is generally supported by neuroscience which so far shows little difference between male and female brains except related to reproductive functions.

Analysing 92 statements covering 19 emotional intelligence capabilities we only found a significant difference in two of the 19. In Emotional Self Control, men seemed to do better (although on further interrogation it could be that men can more effectively hide their emotions rather than manage them better in a more positive way).

The one area where women are superior is in Service Orientation.

The definition of “Service Orientation” according to Goleman et al (The New Leaders, 2002) is:

Leaders high in the service competence foster an emotional climate so that people directly in touch with the customer or client will keep the relationship on the right track. Such leaders monitor customer or client satisfaction carefully to ensure they are getting what they need. They also make themselves available as needed.

This specifically identifies women as better at customer service and client care (including internal customers) – an absolute essential to a successful and sustainable business.

Surprisingly (to us) women did not feature as better at Empathy than men. This maybe again be due to the expectation of raters but a more likely explanation is that where for many men understanding other people is not high on the agenda, women often confuse it with sympathy – ie. the focus is on sharing another person’s feeling rather than understanding them. In a business environment understanding how someone feels and why can be much more powerful in helping that person towards solutions as compared to sharing their emotions.

A critical aspect of successful leadership where women need to improve is Self-Confidence. And here I am talking about an inner self confidence (“I am happy with who I am”) rather than the macho definition of “I’m the greatest”.

My own qualitative view based on working with many women leaders is that women themselves are generally much less self-confident than the perception they give to the outside world. This is true of many men also but not to the same extent. Women tend to care very much about what people think and say about them (stone-age instincts around their nurturing and community role) and are often anxious about that – whereas men tend to care less. A good driver of course for why women are so service-oriented.

In fact, we have found that a 360o assessment process for a competent woman can be the most valuable intervention of all to increase self-confidence, as it provides proof and reassurance that the people around them think they are operating to a high quality. I have seen many women really blossom as leaders after completing a 360o assessment. Even better if it is part of an integrated  coaching, leadership development and/or women’s peer group programme.

Women also tend to be more dedicated than men at working on their development areas. This often positively impacts their approach to change, risk and conflict.

We are currently expanding the number of leaders for the basis of our research and specifically focusing more on the aspects of self-confidence.

But any future results are unlikely to change my view that a good mixture of men and women make the best leadership teams even if the women have “less experience” as they make up for it with common sense and intuition ..… as long as they have the confidence to speak up!!!

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