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New Thoughts on Leadership
Helena Sharpstone
Energy
Resilience Learning
happens in the tough
times
Leading and managing
Technical/ interpersonal
Accept and welcome change
Bringing the outside in
Background
Key Themes
The Central Mind Set
21st Century Motivation
Transformational Leadership
What Do High Performance Teams Do?
Developing The Next
Generation of Leaders
Key Themes
The Central Mind Set
21st Century Motivation
Transformational Leadership
What Do High Performance Teams Do?
Developing The Next
Generation of Leaders
“When we no longer can change a situation, we are
challenged to change ourselves” Viktor E. Frankl
Mind Set
The Central Mindset: High Challenge & High Support
Copyright © Dr Derek Biddle and Ali Stewart & Co
Support and Challenge – Features of Each Quadrant
High Support, Low Challenge Friendly relationships Get to know each other Care and concern Conflict avoided Motherly/fatherly style Positive feedback Moderate success
High Support, High Challenge Strong level of commitment Positive and negative feedback Assertive, equal relationships Conflict is handled Open, honest, respectful People are held to commitments
Low Support, Low Challenge Careful relationships No zest and fun Trust not established People do just enough Job’s worth mentality Feedback is avoided Trust not established Expectations low
Low Support, High Challenge High degree of pressure Power play Aggressive/passive communication Destructive feedback People watching their backs Mistrust Feels unequal
Getting to Top Right
Look beyond skills and experience
Triggers and reinforcers
Less managing and more leading
Be prepared to lose people who don’t
want it
Decide what support and challenge looks
like
Key Themes
The Central Mind Set
21st Century Motivation
Transformational Leadership
What Do High Performance Teams Do?
Developing The Next
Generation of Leaders
The Drive Model
The Motivation Trifecta
PURPOSE To do something valuable
with our day. The sense of connecting to something
bigger
AUTONOMY The urge to control the
who/what/when/where of work. To feel like we have a
whole job of our own
MASTERY The drive to get better at
what we do and to develop
Motivation of others
• What are you doing already to create an environment where people achieve autonomy, mastery and purpose?
• How well is the recognised by others?
• What more could you do?
• What actions do you need to take to make this happen?
Creating a Motivational Environment
1. Get out from behind the desk
2. Realistic to do lists
3. Every time you go to tell…..ask instead
4. What do you want to add to your CV a year from now?
5. Allow thinking time
6. Don’t put all your eggs in one basket
7. Remember that everything passes – look ahead
8. Recognise where the choices are (and there are always choices)
9. Value positive and negative thinking
10. Speak to others who are self motivated
Key Themes
The Central Mind Set
21st Century Motivation
Transformational Leadership
What Do High Performance Teams Do?
Developing The Next
Generation of Leaders
“Vision without action is a dream and action
without vision is nightmare”
Japanese proverb
Leading and Managing
MANAGING • Concerned with things
being carried out in good order
• Attention given to maintenance of the status quo
• Action orientated • Agree objectives; ensure
they are agreedachieved; monitor and give feedback
LEADING • Identify and action the
direction to take • Attention given to future
direction • High degree of vision • Inspire and motivate
people to achieve • Get people to realise
their potential
Transformational Leadership
How Leaders Stay Composed in Difficult Times
1. Manage your emotions
2. Don’t take things personally
3. Maintain a positive attitude
4. Remain brave
5. Respond decisively
6. Be accountable
7. Act like you’ve been there before
Key Themes
The Central Mind Set
21st Century Motivation
Transformational Leadership
What Do High Performance Teams Do?
Developing The Next
Generation of Leaders
Characteristics of high performance teams
Characteristics of high performance teams
• Team all going in the same direction
• High morale and involvement
• High achievement
• Meet special demands
• High reputation
• Manage change
Characteristics of high performance teams
• Team all going in the same direction – Have a clear sense of
purpose, can describe the vision but in their own words
• High morale and involvement – Feel positive about themselves, have positive regard for each other, strong sense of involvement and commitment to the work, trust each other
• High achievement – Purposeful, achieve highly above average standards of performance in quantity and quality
• Meet special demands – Deal with crises with rigour and resolution – see problems as challenges and manage stress effectively, celebrate success
• High reputation – Well known for what they do and the quality of their teams, members tend to be promoted more and replacements keen to join
• Manage change – Embrace change, take change in their stride and cope effectively with new situations
How Does Your Team Measure Up?
Where are you strong? Examples to
back this up
Where are the ones to watch?
What actions do you need to take to
strengthen these characteristics?
How will you measure any
improvements?
Where are you weak? Examples to
back this up
Key Themes
The Central Mind Set
21st Century Motivation
Transformational Leadership
What Do High Performance Teams Do?
Developing The Next
Generation of Leaders
Developing Your Next Set of Leaders
Impactful Ways to Develop Leaders
The new 10/20/70 rule
Capitalise on learning
Hand over responsibility
Just in time learning
Staying in Touch
• [email protected] for monthly newsletters
• www.sharpstoneskinner.co.uk for free guides
• Follow us on Twitter @Cleverteams
New Thoughts on Leadership
Helena Sharpstone
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