Posts Tagged 'OrganisationalLeadership'



First for NHS 360 Degree Facilitation

Greg Young LeaderShapeLEADERSHAPE IS DELIGHTED to announce that Chief Executive, Greg Young, has been confirmed as a facilitator for the new NHS 360 leadership assessments – the first of a cohort of just 50 people who hold this new accreditation in the UK.

 

The NHS Leadership Academy website explains:
Bringing the Leadership Model to life and helping people use it in their everyday practice is enormously important. Research into 360° feedback has shown that the provision of quality feedback from a coach or facilitated session plays a crucial role in encouraging managers to accept results of their assessment and initiate behavioural change.

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The way we manage ourselves is a central part of being an effective, (and what LeaderShape would call a transpersonal) leader. It is vital to recognise that personal qualities like self-awareness, self-confidence, self-control, self-knowledge, personal reflection, resilience and determination are the foundation of how we behave. Being aware of your strengths and limitations in these areas will have a direct effect on how you behave and interact with others.

Whether you work directly with patients and service users or not, this can affect the care experience they have. Working positively on these personal qualities will lead to a focus on care and high-quality services for patients and service users, their carers and their families.

Continue reading ‘First for NHS 360 Degree Facilitation’

Amazon, Publishers and Us

FIRST, LET’S AGREE – Amazon is not a bookseller, though that is how it began life. It is a multiple retailer, a Walmart of the web and an internet chainstore of everything.

Amazon is one of the dominant commercial powers of our age, though not consistently profitable it has the ability to be so at the flick of a switch. It can and does put competitors out of business. It has ambitions and has made forays into product development as well as retailing. It is a behemoth, straddling the world right now. But can it be a successful book publisher? A new article in the New Yorker discusses its progress in the world of books.

Continue reading ‘Amazon, Publishers and Us’

A toothbrush and a pat on the back!

THE EVIDENCE IS OVERWHELMING, says LeaderShape Faculty Member, Duncan Enright,  that financial incentives have only extremely limited value in driving motivation towards corporate goals. Most goals worth aiming for are not easily described as just an amalgamation of specific measurable targets.  People are generally motivated by personal fulfilment; financial reward is more important as a sign of success and approval, than as a driver of required behaviour (behaviour can’t be “driven”).

Salary is a hygiene factor, a potential demotivator if too low (as it breeds low esteem) but rarely a motivator. I have seen in my career many examples of people unhappy or anxious about pay as a proxy for status (for example when finding out others earn more for what is perceived as the same or less work) than I have seen successful bonus or salary schemes.

I’d go so far as to say I have never seen a good bonus scheme!

Fairness between staff, sharing and celebrating success and an accepted, but also fair differential between top and bottom pay, count for far more than ideas of incentive.

In my first job as a door-to-door salesman for a carpet cleaning company, I can still remember one week winning the best sales award: a toothbrush and a pat on the back from the company owner! I can’t remember being inspired by the rather complex and arbitrary salary arrangements at the big companies I worked with subsequently, though I do recall that as a staff member and as a manager they were a source of annual stress, misery and demotivation.

 

Duncan Enright  has been a senior director with over 25 years experience in the publishing industry, as well as a decade as a Vice Chair and Non-Executive Director of an NHS Trust.

 

Read our case study showing how LeaderShape helped one company change its corporate culture,  opening up communication, empowering individuals to take initiative and decisions,  supporting individuals in their development and enabling people to maximise their potential.

CIPD review of Leadership Assessment for Talent Development

CIPD – People Management Magazine review

THANKS TO the CIPD’s professional journal, People Management, who reviewed John Knights and Tony Wall’s top-rated publication Leadership Assessment for Talent Development, saying:

From nine leading academics and consultants comes a thoroughly modern take on judging leaders, reflecting a world in which “knowledge is increasingly available to everyone.” By necessity there’s an emphasis on broader interpersonal skills rather than strategic (in particular the idea of the “transpersonal leader” gets a great deal of discussion), but this is still an engrossing guide for leaders or the HR directors empowering them, with some excellent analytical digressions on storytelling, coaching and diagnosing executive blind spots.

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.