Posts Tagged 'servant leadership'

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.

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.

The servant-leader’s night before Christmas

T’WAS THE NIGHT before Christmas, when all of the staff
Sat around hoping a leader would come on their behalf.
Tired of the power model still in the air,
They hoped a servant-leader soon would be there.

There had been no focus on long-term success,
And short-term drivers too long caused distress.
While some struggled for a solution, others had fled;
We needed a change before going in the red.

Then amongst the board there arose such a clatter,
“Ego-based leaders” they said, “no longer matter
We’ve ousted the selfish, greedy narcissists;
Replaced them with servant-leaders, here to assist.”

Egos torn, pride drowned, the power leaders walked out,
Their golden parachutes and bonuses now in doubt.
Then, what to my wondering eyes should appear?
Not whom we expected, but one we all held dear.

One who was humble, his concerns were sincere;
We knew right then, our servant-leader was here.
His demeanor was calm, though his message strong:
“We’ve much that is broken, so the road will be long.

“Now finance, accounting and back-office teams,
We’ll focus on the future, sustainability our theme.
As for the front-office, say to our customers,
We’re seeking success for all our stakeholders.”

He asked for concerns from the group all around,
Listening for hours, until no more fears were found.
He sought out solutions, volunteers and experts,
“I’ve not all the answers and I count on your efforts”

As the night wore on, we grew less tired.
As the future looked brighter, we grew more inspired.
We were no longer feeding egos, pride and greed,
But building something far greater indeed.
New leaders were appointed, for now at least;
Many volunteered to fill gaps by those now released.
But the message was clear for all to observe:
If you want to lead here, you have first to serve.

Leaders won’t focus on fame or their name in lights.
They will have busy days, large loads and long nights.
They’ll focus instead on all our stakeholders,
putting other names forward in magazine covers.

The message hit home clearly, as we all knew,
By serving others, we’d increase revenue.
Leaders would focus on staff to impress our customers,
And with happy customers, we’d please investors.

Serving to lead, the paradox for success,
That Christmas Eve our servant-leader did impress.
Inspired we left, with challenges ahead.
A long road yes, but we’d be servant-led.

My head spun with excitement as I called my wife.
She asked “What did that boss do now, give you more strife?”
I answered “We’ve a new boss and one we deserve.
We finally got it: to lead means to serve!”

With thanks to Benjamin Lichtenwalner,