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Skills Needed For Implementing Reforms LEADERSHIP (Dr. Christopher Gan) Leaders –Challenges "The true challenge of leadership is to get people to willingly do what they ordinarily would not do." - General Norman Schwarzkopf “Your organisation will never get better unless you are first willing to admit what's wrong with it. Then you must apply your resources to fix it.“ - General Norman Schwarzkopf Leaders Facing Change and Uncertainty Leaders Facing Change and Uncertainty Leaders Facing Change and Uncertainty Leaders Facing Change and Uncertainty Skills Needed For Implementing Reforms – Requires Strong Leadership Effective strategies for reforming public services require revolve around strong political and managerial leadership and commitment and skills at all levels to achieve improvements Leadership Strong political and managerial leadership is required, from “front line” spending departments, local authorities to central units such the Treasury and the Office of Government Commerce Skills Needed For Implementing Reforms – Requires Strong Leadership Performance management, not micro-management A commitment to ‘what matters is what works’ There is a growing recognition that public sector bodies should be managed through output and outcome based targets, as opposed to the prescription of inputs and detailed processes This requires an open mind, a focus on service user requirements (not producer interests) and skill in discerning what would deliver the best result in terms of service quality and cost A culture that supports risk-taking Experimenting with new approaches will inevitably mean that not every project will deliver the perfect result Skills Needed For Implementing Reforms – Requires Strong Leadership Capacity and skills Local ownership of the challenges The public sector needs practical help in developing skills in areas such as managing change, project and performance management, procurement and managing relations This is required at all levels of any organisation Good communication and staff involvement to build support for change is important in effective leadership (Source: CBI, the Voice of Business) What is LEADERSHIP? L = Love E = Empathy A = Attention D = Dedication E = Enforcement of Values R = Reward S = Synergy H = Hoopla I = Integrity P = Perseverance Leadership Qualities Eleven qualities central to good leadership ability: 1. Competence 2. Integrity 3. Values 4. Vision 5. Commitment 6. Decisiveness 7. Effectiveness 8. Understanding people 9. Ability to build teams 10. Self confidence 11. Learning ability (Source: Carlo Kopp, 2005) What Do Leaders Do? Leads others to lead themselves Shifts the balance of power from the leader to the followers Teaches Responsibility Confidence Problem Solving Leader is strong through strength of followers A listener and a coach What Leaders must do to implement changes successfully? Globally focused Linked to the needs of the state Innovation driven Quality oriented Collaborative, transparent, open Adaptable, flexible, and market driven Accessible Accountable Impact of Leadership Styles on Public Sector Reform Leadership styles can range from the highly coercive (“do it or else”) through very soft affiliative styles (“people’s feelings before everything else”) to coaching (“helping and supporting others to develop”) An affiliative style might be effective when a team has been traumatised by an experience, but much less effective when poor performance needs to be dealt with Impact of Leadership Styles on Public Sector Reform Empowerment Mission Driven Pushes Objectives Solo Direct Limit Role Team Leaders Unlimited roles Acknowledge Seeks Talent Development Atmosphere Impact of Leadership Styles on Public Sector Reform Democratic What works best will depend upon: the team and the expertise of the manager the situation Communication with the team Autocratic 5 Team Decides 4 3 2 1 Group Individual Boss Boss Consultative Autocratic Decides Decides ( 1= No communication) Impact of Leadership Styles on Public Sector Reform Is one decision no better than another Autocratic is best Does the leader have enough technical knowledge to make the decision If not, avoid number 1 Is the problem unclear and unstructured? Avoid 4 and 5 Must the team accept the decision If yes then 4 or 5 is best If not 1 and 2 are OK Does the team share the managers goals If not then avoid 5 What is Leading? (Source: “MANAGEMENT REFORM INITIATIVES: STRATEGIES FOR THE PUBLIC SERVICE AND THE PUBLIC SECTOR,” University Pretoria) Management work Applying effort through other people Decision making Communicating Motivating (Selecting people) (Developing people) Leading is the work managers perform to influence people to take effective action Leading work Influencing people to act We Need Both Leading and Managing • • • • • Lead People Direction Communication Resources Coach Reinforce Manage Processes Happy Customers Feedback - What’s working? - Need to do differently? Healthy processes serving happy customers Leadership – A Window into Failures (Source: Ray Blunt@ GovLeaders.org) Leadership – A Window into Failures Open window We know about it, they know about it and the result transparent Blind window The leader has possibly not taken the most egregious steps yet, but the course they are on is clearly one of potentially larger failure Arrogance Anger Retaliation against people who oppose them Leadership – A Window into Failures Hidden window We recognize things in ourselves that others do not yet know, where failure can best be headed off early Unknown window Leaders themselves are often unaware of their own failures (Source: Ray Blunt@ GovLeaders.org) Strategies Leaders can use to make their Organizational Cultures less Change-Averse Involve the employees Woo them, reward them, entertain them Model the behavior or new paradigm Get out of the corner office and mix with employees Send a clear signal that you are initiating change Channel their energy in a constructive direction Transfuse your organization with new ideas and the culture you want to create Walk the talk Make yourself visible Make a clear break with the past Unleash—but harness—the pioneers Bring in new blood What Skills Leaders Need to be successful in a Crisis situation? Use innovation and risk management to avoid crisis Use innovation following a crisis to develop recovery and new pathways Following a crisis, fail as an organization What Skills Leaders Need to be successful in a Crisis situation? Addressed fears and anxiety quickly Expected a temporary drop in performance and productivity Kept the lines of communication open Had a calm and confident leadership style Helped those with the highest needs first Allowed people to display their emotions Limited negative behaviour What Skills Leaders Need to be successful in a Crisis situation?: Crisis Quadrant What Skills Leaders Need to be successful in a Crisis situation?: Crisis Quadrant Quadrant 1 is the “symptom” quadrant It is here that we see the symptoms of our poor time management Symptoms include missed deadlines, poor meetings, low motivation, weak performance Quadrants 3 and 4 are the “cause” quadrants Time spent in Quadrants 3 or 4 inevitably results in less that desirable performance What Skills Leaders Need to be successful in a Crisis situation?: Crisis Quadrant Quadrant 2 could be called the “power” quadrant This is where the most productive activities occur Quadrant 2 activities are Not Urgent, but they are Important They include such things as planning, prevention, bridge painting (strengthening relationships), steward development and pursuing opportunities What Skills Leaders Need to be successful in a Crisis situation?: Crisis Quadrant Quadrant 3 consists of those timeconsuming activities that are Urgent but Not Important This would include interruptions such as some meetings that are regularly on your schedule but have begun to lose their value Quadrant 4 includes those activities that are Not Urgent and Not Important Much of what falls in this quadrant shouldn’t even be done at all What Skills Leaders Need to be successful in a Crisis situation?: Crisis Quadrant Quadrant 1 activities—crises and pressing problems They are fire-fighters, constantly dousing the flames of problems that are mostly preventable Investing more in Quadrant 2 activities— planning, prevention, steward development, etc.—tends to shrink Quadrant 1, preventing the fires of crisis What Skills Leaders Need to be successful in a Crisis situation?: Crisis Quadrant Some people find themselves forced to expend an inordinate amount of their time on Quadrant 1 activities—crises and pressing problems. They are fire-fighters, constantly dousing the flames of problems that are mostly preventable Investing more in Quadrant 2 activities— planning, prevention, steward development, etc.—tends to shrink Quadrant 1, preventing the fires of crisis What Skills Leaders Need to be successful in a Crisis situation?: Crisis Quadrant When we neglect Quadrant 2, Quadrant 1 grows. It’s that simple When we neglect the activities represented in Quadrant 2, we seem to face more crises, more problems, more “fires” that must be extinguished Critical Components of Leadership: Rudy Guiliani Courage: "If you don't feel fear, you can never have courage. We all need that to get through life." Optimism: "Nobody follows a pessimist. Leaders are optimists either by nature or by training? Use that optimism to find a solution." Relentless preparation: "Leadership is not intuitive. Leadership is intense preparation." Team work: "Balance your weakness with the strength of other people and/or balance the weakness of the team with the strength of others, and use that information to educate yourself." Communication: "You have to communicate with substance. You can also communicate by example or by action."