Leadership in CBR

Sander Schot MSc. MBAs.schot@darkandlight.org

Dark & Lightwill become:

CBR Leadership and management course | Enablement 2011

Objectives

1. Increase your personal influence and learn how to lead change

2. Get people around you committed to new ideas: motivational strategies

3. How to develop more leaders within your organization

Program

Leaders

May I introduce you to…

Types of Leaders• Leader by the position achieved

• Leader by personality, charisma

• Leader by moral example

• Leader by power held

• Intellectual leader

• Leader because of ability to accomplish things

Successful LeadersSkills Administrative skills Conceptually skilled Creative Diplomatic Good speaking ability Intelligent Persuasive Socially skilled Tactful

Traits Adaptable Alert to social environment Achievement oriented Assertive Cooperative Decisive Dependable Modest co relational Persistent Self-confident Tolerant of stress Willing to assume responsibility

Manager vs. Leader

Managers• Focus on things• Do things right• Plan• Organize• Direct• Control• Follows the rules

Leaders• Focus on people• Do the right things• Inspire• Influence• Motivate• Build • Shape entities

The difference between Management and Leadership

• Management:– controls or directs people/resources in a

group according to principles or values that have already been established.

– organises resources to serve selected objectives.

• Leadership:– is setting a new direction or vision for a group

that they follow, ie: a leader is the spearhead for that new direction

– derives its power from values and principles

Leadership means…

Leading people

Influencing people

Commanding people

Guiding people

Leader – a person who can influence others to be more effective in working to achieve their mutual goals and maintain effective working relationships among members.

Leadership – the process of influencing the behavior of others to work willingly and enthusiastically for achieving predetermined goals.

Leadership skills – sum total of your ability to help the group achieve its goals and maintain an effective working relationship among members.

ip? Basic definitions

A practical example

Situational Leadership model

• The leader must act in a flexible manner to be able to diagnose the leadership style appropriate to the situation, and to be able to apply the appropriate style. :– There is NO ONE BEST leadership style or

strategy.– Use different styles/strategies for different

people/situations.– In some cases, use different styles with the

SAME person, depending on the given situation.• Leaders are not a special breed or born, rather that

individuals must develop their capabilities for leadership by serving in groups that are functional.

There are two basic considerations in this model:

maturity (of members of staff) leadership styles

Situational Leadership model

Readiness of employee/member

Leadership Styles: Situational Application

Leadership Styles

(HIGH)

(LOW)(HIGH)

Directive Behavior

DIRECTING

HIGH directive and LOW supportive

COACHING

HIGH directive and HIGH supportive

DELEGATING

LOW directive and LOW supportive

SUPPORTING

HIGH supportive and LOW directive

Directive

HIGH directive and

HIGH supportive

LOW directive and

LOW supportive

COACHING

GSUPPO

DevelopedDeveloping

D4 D1D2D3

High LowModerate

Situational Leadership Model is Dynamic

Step 1: Diagnosis of employee’s performance (specific tasks)

Step 2: Determine employee’s developmental level (competence and commitment)

Step 3: Determine leadership style to be used

Step 4:Partner for achievements, as leadershipis not something you do to people, but with people (communicate and agree on expectations).

Leadership secrets1. Few goals:

– Crisp, clear and achievable

2. Compliments and empowerment: – Used to improve development levels of

individuals.– Leaders need to gradually change leadership

style from more direction (directing) to less direction and more support (coaching and supporting), and finally to less direction and support (delegating).

3. Reprimands and corrections: – Used to stop poor performance.

4. Apologize….

Self-leadership• Empower your people – so that they can

become leaders themselves.• Leaders empower people. Self-leaders

make sure that empowerment is effective.• Three key skills:

– Challenge the (blocking) assumptions: “It has been tried before..., so what?!”

– Value your power; be specific in what you need from others: “What I need is….”

– Take initiative in the collaboration/partnership: Ask for support and guidance to achieve the goals you have set.

Leadership to a next level

Leading teams

Why some teams fail1. Lack of clearly formulated goals and agreements

on the teamwork.2. Team is not able to decide the scope of work for

which they need each other and have co-responsibility.

3. Lack of co-responsibility.4. No means available, a.o. time.5. Lack of a leader.6. No norms to reward creativity and excellence.7. Insufficient planning.8. Insufficient support by management.9. Inability to handle conflicts.10.Lack of training in teamwork.

Why other teams are successful

1. Clear and shared idea of vision.2. Clearly formulated goals and agreements on the

teamwork.3. Confidence to overcome obstacles – empowered

to acquire new knowledge, take new actions, etc.4. Open communication among the team;

differences are allowed, conflicts are solved, feedback is adequate and valued.

5. Flexibility to work hard and with satisfaction.6. Production is high in quality and quantity7. Acknowledgement and appreciation towards

each others contribution.8. High team spirit.

Life cycle of teams

Performing

Norming

Storming

Forming

Developed

Developing

Leadership Styles: Situational Application

Directive

HIGH directive and

HIGH supportive

LOW directive and

LOW supportive

COACHING

GSUPPO

Performing

Norming

Storming

Forming

Developed

Developing

sImportance of knowing

your own style

• Speech by Ken Blanchard• Powerpoint by Colin Powell

Leadership to a next levelLeading organisations

CBR: the need for change

1. UNCPRD has been ratified – what does this mean for local legislation, and scope of work of ministries and government departments?

2. CBR guidelines have been issued – do people have the capacity to use them?

3. Current mental models of staff that would need to work with CBR are still based on the medical model – this hinders appropriate solutions for PWDs.

4. Practical achievements so far on CBR are still limited considering the potential of CBR.

5. And many more!

Why change processes often fail

1. People that lead change processes think that announcing change is the same as its implementation.

2. Concerns about the change are not aired or do not get attention.

3. Those people that are subject to change are not involved.

4. No pressing need to change or the need is not communicated clearly.

5. There is no inspiring vision for the future developed or communicated.

6. The team leading the change process does not contain people that take initiative, nor advocated of the devil, nor informal leaders.

7. The change process is not monitored, so that the organisation does not know what is needed to support the process.

Why change processes often fail

8. The systems and procedures are not suit for the change.9. Leaders are not able to concentrate on the important issues

and set priorities which makes that the change process gets entangled in a snowball of initiatives.

10. People are not empowered to acquire new skills.11. De leadership is not credible, because he/she does not

communicate, aires contradictory signals, or does not act in correspondence with the desired change.

12. The change process is not tracked, and nobody experiences the changes for which the organisation has devoted so much of its resources.

13. People are not made accountable for the implementation of the change process.

14. The people that take the lead in the change process do not take into account the effect of the corporate culture on that change process.

15. No alternatives are explored before it is decided which change is desired.

Key insights

1. Managing the change process is managing the whole journey, not only to announce the desired destination.

2. Devote time to deal with concerns of people seriously:

• Information => directing• Personal position, implementation => coaching• Impact, collaboration => support• Fine-tuning => delegating

3. Involve people and give them influence on the plans for change.

8 leadership strategies1. Create more opportunities for involvement and

influence cooperation.

2. Explain the necessity for change a justified change process.

3. Develop a vision an inspiring vision.

4. Experiment to enable coordination unity and an adequate infrastructure.

5. Allocate means and encourage new skills and involvement.

6. Achieve and support responsibility for results.

7. Embed and expand achievable results

8. Explore new opportunities options.

Intervision method1. Owner explains problem. Make it personal.2. Helpers formulate max. 3 questions | write them on a

flipchart | no feedback from owner.3. Classification in hot / neutral / cold – still no discussion4. Owner responds to the hot questions – no discussion5. Helpers formulate another 2 – 3 questions and owner

dots them down, and answers. 6. Helpers write down: “My problem is….”: 7. Owner scores hot / neutral / cold8. Owner formulates: “My problem is… “9. Feedback by helpers10. Discussion:

• Which factors determine that the problem exists?• Does the owner recognise this?

EvaluationDid we achieve the set objectives?

• What did you like?

• What needs to be improved?

• What do you take from here?

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