Posts Tagged 'TranspersonalLeadership'

The Ancient Chinese Science of Organisational Transformation

by LeaderShape Faculty Member, Maiqi Ma

China Business

‘IF A GOVERNMENT becomes unpopular, neither good nor bad policies would be welcomed.’ The words illustrate how the Chinese people value the trustworthiness of leaders and remind me of the so-called ‘Tacitus Trap’ (referring to the Roman philosopher), who asks:

Why are efforts to change such hard work? And, why is changing mind-sets and behaviours hard work too?

Employees who are asked report that their companies’ initiatives most often reinforce changes through formal mechanisms; role modelling is used least often.

I am not surprised. My diagnosis is that these companies lack a culture based in human relations. I would provide a prescription to the leaders derived from the ancient Chinese science of organisational transformation: ‘Letting your people understand the reasons, moving them on with affection, guiding them through self modelling and having an attractive benefits package.’ The prerequisite for these principles is… that the leaders should be virtuous!

This is the beginning of a journey to grow future leaders and develop teams that can speak the same leadership language. Why not take a look here?

According to the ‘Doctrine of Confucius and Mencius’, a virtuous leader should meet three conditions. Firstly, (s)he should let his people have a ‘certain livelihood’. My interpretation of ‘certain livelihood’ for nowadays is a ‘fair salary’ and most definitely not the ‘zero hours contract’ model. (One complaint I heard from a small company is that the business owner’s wife did very little work, never appeared in the office and yet had a much higher salary than the full-time staff.)

Secondly, they should teach people, not only about knowledge and skills but, more importantly, human relations. For example there should be a sense of righteousness between bosses and managers; between senior and junior levels, a proper order…The core of all relations is mutual respect and differentiation. Mencius says that ‘when the prince regards his ministers as his hands and feet, his ministers regard their prince as their stomach and heart; … when he regards them as the ground or as grass, they regard him as a robber and an enemy.’

Qing_Dynasty_Chess_pawnsI have heard many middle managers say that they are treated like pawns in a game of chess by their bosses. In many organisations, the bosses often seem to regard the shareholders as the most important associates, while staff are least important. At employee level, the attitude is often ‘this is not my business. I don’t care.’

Another complaint I have heard from some renowned companies is that frontline staff’s basic wages are the same regardless of individual levels of education and length of service. This is a source of irritation for the senior staff and results in a high turnover of employees. They feel that their expertise and loyalty are overlooked.

Third and last, the leader should ensure there is a wide sense of shared pleasure. I was once having lunch with a senior manager of one of the top 100 companies. He introduced a mini golf game right there in the staff canteen and said to me: ‘If you like, you can take a golf ball home. Our boss likes golf.’ I was impressed by his pride, but I did not take a golf ball with me!

Confucius says that virtue is like the North Pole star, which keeps its place and all the stars turn towards it. Mencius comments ‘when one by force subdues men, they do not submit to him in their hearts…when one subdues men by virtue, they are pleased deep in their hearts and will submit with sincerity.’ So, it is much better to say ‘What can I learn in order to influence or persuade my people to change?’ rather than ‘Changing mind-sets and behaviours is hard work.’

 

apptitleLeaderShaper for Organisational Development.

THERE IS NOTHING LIKE the LeaderShaper App to provide a sense of how Emotionally Intelligent (EI) your leaders and managers are; this is the first effective self-assessment tool available in this format.

 

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The Arms Race in Journals Publishing Heats Up

Joe EI ALWAYS LOVE veteran author and publisher Joe Esposito’s thoughts. He is a witty and astute observer with the valuable eye of an experienced and passionate participant in research and scholarly publishing.

This year Joe has done a lot of work looking at society publishing, which is all well worth reading. The extent to which a professional or scientific society relies on publishing as a way of fulfilling its mission can vary greatly; some societies see their journals and books as the very core of their offering, whereas for others they are cash cows to support other member activity. Either way there are a bewildering range of options and new challenges thrown up by the digital shift. Commercial publishers have a lot to offer.

In this article Joe describes neatly what commercial publishers can and do offer societies (in addition to the obvious: sometimes enormous sums of money).

Looking at this from the publisher’s point of view, there are also untapped benefits (as well as the obvious financial return, “bulking up” and niche domination) from associating with societies. These include acquiring credibility, access to domain expertise, the creation or strengthening of communities or networks of authors, and perhaps strategic growth into new geographies and subject areas.

Of course there is also a very human side of this. Staff in publishing companies often come from academic backgrounds and look for the personal validation that comes from rubbing shoulders with society grandees. For a while I was, though a pretty humble physics grad, the publisher of the outstanding Landau and Lifshitz series of textbooks – The Course of Theoretical Physics. It makes me proud still, though all I did was keep them in print for a few years.

Club Elsevier, as mentioned at the end of Joe’s blog post, is much more fun when the disco floor is full of big-name society people and famous authors.

Did you know that, as an SME business, you could be eligible for Growth Accelerator match funding up to £2,000 to meet your Leadership Development needs within the business?  APPLY NOW – funds are limited and we’d be delighted to help you meet your business ambitions.

Thinking like a patient, acting like a taxpayer, behaving like an emotionally intelligent leader

THE NEW NHS England CEO, Simon Stevens, is a breath of fresh air. He is offering new perspectives on the challenge to leaders, and one key message, recognised by the Nuffield Trust, is the need for organisations to work across boundaries, and to abandon a top-down approach in favour of establishing new models of care that work locally.

This is demanding for board members – how can you get the right sort of change while devolving decisions about that change? The answer Simon Stevens offers, and he is right, is to develop “values-based leadership” to create a climate conducive to the right sort of change. This will take emotionally intelligent leaders, and a questioning and challenging board, working in the interests of the public and not within organisational silos.
See Simon Stevens’ speech to the NHS Confederation here

And we have provided the response from the Nuffield Trust also.

The LeaderShape Faculty has worked with many boards and directors in the NHS to develop leadership and build strategies, so please get in touch on contact@leadershape.biz if you would like to discuss these issues with us.

Regards

Duncan Enright, LeaderShape.

 

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’

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.

Global leadership development

GreenFern Shoots Up in India 
WE ARE PLEASED to announce a strategic development with GreenFern Leadership and Strategic Consulting Pvt. Ltd. This forward-looking company is now a Business Partner of LeaderShape in India. 

Two of GreenFern’s directors, Mohandas Menon and Jagdish Kini, also join us as Faculty Members. They have an excellent track record in business and are noted for their high ethical standards.

Managing Partner of LeaderShape India, Nikhil Nehru, says: “These new relationships will add to our expanding, dynamic team, working across India.”

And reaching further…
WE ALSO WELCOME Bangalore-based Vinesh Singh. Since 2006, he was a Vice President at India’s largest private sector company, Reliance Industries. With an academic background in management and finance from the UK and India, he has over two decades of retail sector experience with leading multinational, Bata India, in areas including Finance, Corporate and Project Management.

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.