Download Leadership Development Update

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FACULTY OF OTHER
Leadership Development Update
Sarah Gray ([email protected])
"Our leaders need to be credible, competent and authentic:
known for what they do - the results they deliver - rather than
what they say. Known less for what they control and more for
creating a positive working environment. Less concerned
about titles and position and more about enabling their
colleagues to make progress. Leaders are measured by how
they help others to achieve their potential and how they
support the overall development of the University."
Sir Alan Langlands, Vice-Chancellor
Context
•
New Strategic Plan
•
Organisational Health & Performance
•
Leadership capability a key factor
•
Leadership and Management Standard and development
programmes had not undergone fundamental review in 10
yrs
Leadership Culture
What your people are saying…
Current Culture
The matrix structure makes accountability
unclear
We wait for permission or to
be told – a directive
approach
There is an attitude
that professional
services are ‘here to
serve’
The University is
referred to as an entity –
“will ‘the University’ let
me do that?”
We are too busy to
get better
There is an
obsession with
process adherence
rather than
outcome/impact
Performance
management is
remedial, not growth
oriented
It should be about a
shift in mindset so that
everyone recognises
that they have a
leadership
responsibility
Challenging
conversations are
avoided
We are rewarded for what we
ourselves do, not what we enable
others to do
Its not a choice –
leadership is part
of the day job
We are reluctant to
take risks for fear of
consequences if it
goes wrong
It’s challenging for us
to make the changes
we know are
required
The amount of
bureaucracy drives
an operational,
rather than strategic
focus
Cultural shift to deliver the Strategic Plan
Less Of
More Of
Process and bureaucracy drive an operational focus leaders manage below their level
Active leadership at every level supports the delivery of
the Strategic Plan
A view that leaders don’t ‘walk the talk’ with respect to
what’s expected in the future
Leader led role modeling - actions are aligned with words
‘Them’ and ‘us’ thinking prevails with a focus on
individual over collective achievement
An interdisciplinary/collaborative mind-set is recognised
and encouraged
A strong internal, rather than external, focus with
reactive, short term decision-making
Balance between internal and external focus - today’s
decisions are made with the future in mind
Too busy to make changes / prioritise
Impact is valued over effort – delivery focused
A fear of failure and its consequences means that
leaders err on the side of caution
Appropriate risk taking is valued and supported
Inconsistencies of approach
Shared underpinning principles drive a consistency of
approach and behaviour
Leadership is not consistently recognised as a core
requirement for career progression
Leadership talent is identified and nurtured
Blame culture
Individuals take personal responsibility and hold others
accountable
Leadership Attributes
6 Key Leadership Attributes:
Purposeful
Self Aware
Strategic
The Leeds
Leader
Achieving
Creative
Engaging
Leadership Attributes
Key Principles of new Leadership
Development Strategy
Leadership development informed by the following principles:
• Embeds the Leadership Attributes across all leadership levels
• Continuous development – not just one off
• Experiential and transferable back to the ‘day job’
• Delivered collaboratively with a range of partners
• Leader led
• Flexible and personalised
• Actively seeking and using feedback to continuously improve
• High quality content which reflects current thinking/practice
• Builds a coaching culture
Next Steps
• Strategy to be considered by UEG in December
• Finalising the Leadership Attributes
• A new Director of Professional and Organisational
Development
• Procurement of external providers
• Planning for a senior leadership programme next spring
• Starting development of an internal accredited cohort of
coaches next spring
• More detailed consultation with key stakeholder groups
from Jan-May
Group Discussion
Consider the draft 10 Leadership Behaviours:
•
How will they support the delivery of the Strategic Plan?
•
How could they be enhanced?
Final Thoughts
•
Consider the 10 Leadership Behaviours and on a post it
write down one behaviour which you see as a personal
strength and one which is more of a stretch.
•
One Behaviour per post it.