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Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
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INTASE Leadership Conference Singapore 2014 Chris Jansen – University of Canterbury, New Zealand
www.leadershiplab.co.nz www.ideacreation.org
Building a leadership incubator
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Chris Jansen
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Genesis Consulting – Beijing, Shanghai, Nanjing, Guangzhou
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Leadership development
events
Leadership development processes
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Incubator
…cultivating our own leaders…
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Leadership learning design principles
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•cutting edge frameworks that are critiqued in the light of participant inquiry
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www.thinkbeyond.co.nz
Structure & support systems Leadership engagement Partnering with learners Ongoing conversation
The connected world Extending beyond current knowledge base, industry and thinking
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Design Principles Principle One: Embed learning in work contexts (create a learning programme rather than an event)
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Structure & support systems Leadership engagement Partnering with learners Ongoing conversation
The connected world Extending beyond current knowledge base, industry and thinking
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Paulo Friere
1. Problem (what’s our focus?)
2. Own story (what’s your experience of this?)
3. Expert (lets consider this framework)
4. Critique (what makes sense in my world?) 5. How have I changed? (what’s different?)
Design Principles Principle One: Embed learning in work contexts (create a learning programme rather than an event) Principle Two: Transfer greater development ownership to the participant (participant in the ‘drivers seat’) Principle Three: Create a learning community to maximise peer interaction and collaborative learning
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Fresh insights often arise at the boundary between systems.
Foodstuffs
NZ Post
CDHB
Hawkins
MSD
Officemax CCC
Pegasus
Payglobal
NZDF
CCDHB
Airways
NZTA
SIAPO
Electronz
CHCH Radiology
Konica Minolta
Ballantynes
CHCH Art gallery
Opus
CERA
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Design Principles Principle One: Embed learning in work contexts (create a learning programme rather than an event) Principle Two: Transfer greater development ownership to the participant (participant in the ‘drivers seat’) Principle Three: Create a learning community to maximise peer interaction and collaborative learning Principle Four: Leverage participant diversity to create cross-pollination of learning and collaboration
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Leadership learning programmes
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Leadership Development Processes – An organisational checklist
1. Do you have clear expectations of leadership competencies,
behaviours and skills? Leaders at all levels? 2. When do leaders set goals related to their leadership and the
organisations strategic intent? 3. How are leaders supported in their development of these goals? 4. What leadership development options are available? (study, courses,
programmes, coaching, peer groups, external and internal etc) 5. How do leaders gather feedback on their progress in their leadership
from those who they lead? 6. When and how do you celebrate successes and progress?
www.ideacreation.org 29
Leadership Learning Programme – simple
Pre – workshop
online surveys and
reading
First workshop
Change inquiry
Critical friend
On-going inquiry
linked to PM
Peers
Action learning
group
Critical friend
Blog
Action
learning group
Second workshop
Critical friend
Prototyping
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Leadership Learning Programme - comprehensive
Pre work
First workshop
Change inquiry
Critical friend
On-going inquiry
linked to PM
Peers
Action learning
group
Second workshop
Critical friend
interaction
360
Profile
On-going
coaching and
goal setting
Prototyping event
Present and celebrate projects
Goal review
Learning Management System- Blog
Action learning groups
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Social enterprise incubator
Selection Induction
Forum 2 (1 day)
Strengths Finder
Profile and coaching
Dragons Den – funds
for sustainable
projects
Developmental evaluation
Collate and showcase stories through multiple media channels (press,
blogs, facebook, twitter..)
Action learning groups ALG (8 members, 5 groups, 2 hours/session)
ALG’s becoming increasingly self managing
Ongoing ALG’s
Digital influence incubator
Formulate tools and resources and mentor
communities and businesses
Additive content workshops (2 hours on 6 occasions, open
attendance)
Follow up coaching
Delivery team action learning group
Projects in communities
Collaborative projects
Forum 3 (2 days)
Project mentors 8 hours /person
Existing ongoing community projects
Forum 1
(2 days)
Connecting
Sharing expertise
Complexity frameworks
Project logistics
Showcase Ignite talks
Evaluation
Negotiate next steps
Dragons
den funding
Information sharing
Project design
Mentor
allocation
$2000 matched fund per person
COHORT PLAN
The Leadership Circle 360 Assessment tool – individual profile based on peer feedback
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Action Learning Groups / Professional Learning groups
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Action learning groups are designed to support leaders to connect with each other and provide peer support and challenge
• 6-8 team members • Meets for 2-3 hours every 4-6 weeks • Each session involves leaders having a set timeframe to communicate
with peers regarding what they are learning about themselves and how they are progressing with their leadership initiatives and receive feed forward from peers.
• Initially facilitated and becomes progressively self managing Dual focus;
• Reflection by participants on their leadership with the support and challenge of peers
• ALG group members practicing the skills of insight-generating dialogue (the ability to suspend advice giving and instead use generative questioning to expand others thinking)
www.ideacreation.org
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Professional Inquiry
Sample leadership content
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Leading Change from the Middle Workshop Learning Objectives (2 day intro workshop 2014)
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This workshop will help middle leaders juggle multiple perspectives in leading complex change by exploring a range of frameworks and tools to influence the behaviour of complex systems. You will have the opportunity to: • diagnose deeply embedded challenges in your own setting using systems thinking tools; • grow your leadership capability to foster engagement and lead cultural change across your organisation; • explore ways to unleash organisational agility and adaptability; • design and lead positive and successful school wide improvement initiatives through exploring a range of frameworks and tools to influence the behaviour of complex systems; • design a personalised change initiative for your organisation through peer prototyping • apply and adopt your learning immediately in your own leadership sphere of influence.
www.ideacreation.org
Keeping in contact….
www.ideacreation.org
www.leadershiplab.co.nz
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