Final module1
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This document outlines the agenda for a leadership programme at the University of Edinburgh for CALA Group. The first day will cover topics such as leadership at the next level, the roles and responsibilities of strategic leaders, and a process for strategic change projects. It provides an overview of the university, including its accreditations and research rankings. It also lists the objectives of the programme for CALA Group, which are to prepare leaders for increased responsibilities, build a future-proof organization, manage change, and provide a forum for collective learning.
![Background
• Serendipity that he stumbled upon this style…since he
lacked the knowledge he needed to run the Santa Fe, he
had to rely on his people and listen to them
• The Leader-Leader difference [not based on control]
• Worker knowledge was essential – COMPETENCE
throughout the organisation, therefore push authority to
information
• The crew varied in its readiness to be led:
1. Eager for new leadership style
2. Untrained to do well with new style
3. Unmotivated or sceptical
11](https://image.slidesharecdn.com/finalcala2018module1-180917070619/85/Final-module1-11-320.jpg)
![Ingredients for your Model of Leadership
• Be - Your values, characteristics,
purpose/worldview [takes a good level of self
awareness], and identity.
• Know – Analysing what leaders do and how. How
they act, how they think, and what appears to lead
to success.
• Behaviours [Do] - What you do to lead and
inspire others and accomplish work.
22
Neuroplasticity
Brain agility
Growth mindset
Mindfulness -- Thinking in the moment](https://image.slidesharecdn.com/finalcala2018module1-180917070619/85/Final-module1-22-320.jpg)
![Table Activity
• Use previous slide and pick two
questions for yourself and
discuss at your table.
• Also discuss [if time], what helps
a person, in your opinion, think
more strategically?
33](https://image.slidesharecdn.com/finalcala2018module1-180917070619/85/Final-module1-33-320.jpg)
Final module1
- 1. CALA Group Leading Strategic Change Senior Business Leader Programme 17th September 2018 Professor Susan Elaine Murphy Professor John Amis
- 2. Day I – Agenda 2 9.00 Welcome and Programme Orientation Opening Remarks: Kevin Whitaker, Chief Executive CALA Group 9.30 Leadership at the Next Level: What does it Take? 11.00 Coffee and Tea 11.15 You as a Strategic Leader: The Roles and Responsibilities of Strategic Leaders 1.00 Lunch 1.45 AGILE: A process for strategic change projects (Stephen Hughes, PA Consulting) 3.30 Tea & coffee break 3.45 Expectations and Plans for Project Development 5.00 Concludes Dinner 6.15 on University of Edinburgh campus in Old College, Raeburn Room
- 3. • One of the top 1% of Business Schools world-wide to be triple accredited by the three largest and most influential associations: AACSB, EQUIS and AMBA. • 21 undergraduate programmes, 14 MSc programmes, 2 MBA programmes and a broad portfolio of Executive Education. • 100 faculty from 28 countries. Students from 88 countries. • Particular strength in strategy, strategic leadership, resilience, accounting and finance, service management and sustainability. 3 Influencing the world since 1583 One of the largest universities in the UK Over 30,000 students, more than 20,000 undergraduates, 10,000+ postgraduates Ranked 4th for research excellence in the UK Research Excellence Framework (REF), 2014 Ranked 18th in the QS World University Rankings 2019 15 Nobel Prize winners in areas such as Physics, Medicine, Economics Welcome
- 5. CALA Group Programme Objectives • Prepare individuals for increasing role responsibility by providing cutting edge management and leadership tools • Build a ‘future-proof’ CALA, around a common set of values, priorities and prepared leaders • Identify ways to effectively manage change throughout the business • Provide a forum for leaders at CALA to learn and work collectively and deliver with a common language 5
- 6. 6
- 7. I. Leadership at the next level: What does it take? 7 The what, why, & how
- 8. Leadership Themes in the Programme Leadership as alignment around strategy, structure, processes, lateral coordination, reward and performance management, and people practices. Leading through change to find ways of unlocking innovation and performance through empowerment. Leadership as sophisticated thinking and doing required by complex problems. Not a one size fits all approach – leadership guided within an organisations but people find what works best for them. And leading from authenticity. 8
- 9. 9
- 10. What do CEOs do with their days? • 25 percent of their work is spent on people and relationships • 25 percent on functional and business unit reviews • 16 percent on organization and culture • 21 percent on strategy • Only 3 percent on professional development, 1 percent on crisis management, 4 percent on mergers and acquisitions, and 4 percent on operating plans • 72 percent of their work time is spent in meetings, compared to 28 percent alone time. About 1/3 of the meetings lasted about an hour, with 1/3 longer, or shorter than an hour • CEOs value face-time: 61 percent of their communication was face-to- face, while only 24 percent was electronic (like email), and 15 percent by phone and letter https://hbr.org/2018/07/the-leaders-calendar#how-ceos-manage-time
- 11. Background • Serendipity that he stumbled upon this style…since he lacked the knowledge he needed to run the Santa Fe, he had to rely on his people and listen to them • The Leader-Leader difference [not based on control] • Worker knowledge was essential – COMPETENCE throughout the organisation, therefore push authority to information • The crew varied in its readiness to be led: 1. Eager for new leadership style 2. Untrained to do well with new style 3. Unmotivated or sceptical 11
- 12. Key Messages from Intent-based Leadership • Simple messages around empowerment: • Control, Competence, & Clarity • But layers of changes needed in the way in which people led and were led including: • Leaders need to adapt their communication pattern when using empowerment: Giving orders needs to be replaced with open-ended questions and active inquiry • Turning followers into Leaders: Empowerment can work many places, but might not look the same • Reluctant to accept Intent-based leadership because: • Rigid hierarchical structure • Punitive organizational culture • Lack of self-confidence • Benefit of a given framework in which duties are specified 12
- 13. Table Activity • Why does the approach detailed in Turn the Ship Around!, resonate with what CALA is trying to accomplish going forward? • What will facilitate this approach? • What might some of the barriers be to implementing this approach? 13
- 14. Four unexpected essentials for leadership across many levels who excel in inspiring people 14 Vulnerable and approachable Work on timing of action Manage with tough empathy, but care Reveal differences and capitalize on these differences We will come back to this next Module and determine whether you have made your case.
- 15. Summary so far • Leadership at the next level requires: • New ways of thinking and doing • It appears as more agenda setting and proactive, and less reactive • Requires important time management • Keeping in mind that leadership is often described as: • Results • A process • A set of personal characteristics • A style Important to consider all aspects to work to improve 15
- 17. Three main Areas of Leader Development 17
- 18. Leveraging Leader Development Experiences • Challenging assignments; stretching • For assessment key is self awareness and identity • Reflect on one’s on self evaluation of outcomes and processes, and impact • Also gather feedback from others to help overcome blind spots • Build your own leadership model • Support: Who? Networked approach, mentors, coaches, sponsors Center for Creative Leadership 18 Working from a Growth Mindset
- 19. 19 Learning Practices Observe and Learn from others Approach new experiences with openness to experience Seek and use feedback Understanding your strengths and developmental needs Ask Great Questions/ CuriosityListens transformatively Actively Experiment Observe and Learn from others Active reflection and mindfulness Take responsibility 1. In looking at these different practices, take a moment to think about the way in which you learn. 2. Think how you will structure your learning from this programme.
- 20. General Path to Learning 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% Mistakes, Failures, Pressure Self Awareness Actual Leadership Experience Coaches, Role Models, Mentors Learning from Other Specific Experiences Teaching Others Learning from negative role models Time in the Job Training Source of Important Leadership Experiences Murphy & Harrison 2014 500 Scottish Managers Percentage 20
- 21. 20 1. Recall the experience – Choose one: ▫ What happened to you during this experience? ▫ What were your feelings, your reactions, your observations? 2. Process the experience ▫ Look over your reactions and see if you can find any repeated patterns, or themes using the habit loop. 3. Generalise the experience ▫ What learning can be used in the future? 4. Apply new lessons to next project Processing Developmental Experiences
- 22. Ingredients for your Model of Leadership • Be - Your values, characteristics, purpose/worldview [takes a good level of self awareness], and identity. • Know – Analysing what leaders do and how. How they act, how they think, and what appears to lead to success. • Behaviours [Do] - What you do to lead and inspire others and accomplish work. 22 Neuroplasticity Brain agility Growth mindset Mindfulness -- Thinking in the moment
- 23. II. You as a Strategic Leader: The Roles and Responsibilities of Strategic Leaders 23
- 24. Leading the Organisation: Defining Strategic Leadership • Strategic leadership is defined as a person's ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization.” (Ireland & Hitt, 2005; reprint from 1999) Generally, Strategic Leadership is needed to: 1. Develop and communicate a vision 2. Build dynamic core competencies 3. Emphasize and effectively use human capital 4. Invest in the development of new technologies 5. Engage in appropriate strategies 6. Build and maintain an effective organisational culture 7. Develop and implement balanced organizational controls 8. Engage in ethical practices 24
- 25. Views on strategic leadership • Table Activity: • Take a few minutes to think about an effective strategic leadership action you have witnessed that has impressed you. • Introduce yourselves to your table members and share your example. • Report back as to the what impresses the group about strategic leaders. 25
- 26. Strategic Leadership in a VUCA World Long term vision Responsible In practice Financial Social & Natural Capital Global in mind-set Entrepreneurial in action Build dynamic competences Collaborative stakeholder perspective Stewardship Leading Change Strategic Thinking Spot opportunity Make choices Where to play How to engage How to win Generate value Adaptable Utilise technology Build talent and culture Financial stability & balanced controls Innovative and creative Flexible Driven Resilient Derived from Ireland & Hitt, 2005; reprint from 1999 and Murphy and Kirkup, 2016 26
- 27. Source: Harvard Business Review, Jan 2014 ASIDE: Today’s environment facing strategic leaders is volatile, uncertain, complex and ambiguous. What is the environment for your business? 27
- 28. More complexity requires advanced leadership capabilities – one example of increased push for thinking differently • How did LEGO engage with competing strategic demands as it faced a downturn in profits? By valuing paradox as ingredient of high performance • Proactively identify and raise tensions • Avoid traps of anxiety and defensiveness • Consistently communicate a “both/and” vision • Separate efforts to focus on different sides of a paradox Lewis, Andriopoulos, & Smith 2014, California Mgmt Rev. 28
- 29. Boiling down Elements of Paradoxical Leadership (1) combining self-centeredness with other-centeredness; (2) maintaining both distance and closeness; (3) treating subordinates uniformly, while allowing individualization; (4) enforcing work requirements, while allowing flexibility; and (5) maintaining decision control, while allowing autonomy. 29
- 30. Six Dimensions of Strategic Leadership Skills From Schoemaker P., Kupp S., & Howland S. (2013). Strategic leadership: The essential skills. Harvard Business Review. 30
- 31. 0 1 2 3 4 5 Anticipate* Challenge Interpret* Decide* Align* Learn* Frequency Strategic Leadership Dimensions By Management Level (Murphy & Harrison, 2014) Non Scottish Executives Scottish Executives Scottish Mid-Level Managers Scottish Lower Level Managers 31
- 32. Am I Thinking Strategically? What longer term challenges should I be planning/mitigating for? What longer term opportunities might come our way? What are my direct competitors working on? What will the impact be? Have I clearly articulated the vision for my team? What innovative strategies am I working on to differentiate my business? What new technology could offer a further competitive advantage? Where is the next potential revenue stream for my part of (or the whole) business? How am I exploiting or learning from practice elsewhere in the world? Who are my talent- differentiators? How do I know these people are content? What skills/talent are missing and how could the gaps be plugged? What are my stakeholders thinking about my business? What tensions or conflict exist and is this beneficial or harmful? What success story could I write-up and celebrate? Who am I networking with? Who (or what organisations) should I be connecting to strategically? How am I helping the organisation improve its social impact? How am I helping the organisation be net positive in environmental terms? How am I developing talent to exploit my team’s goals? 32
- 33. Table Activity • Use previous slide and pick two questions for yourself and discuss at your table. • Also discuss [if time], what helps a person, in your opinion, think more strategically? 33
- 34. Conclusion • New strategies require strategic leadership skills throughout the organisation and at the top. • They require the ability to deal with paradox. • They require cultivating an organsational culture where strategic innovation can occur. • And a focused cultural change to support a new strategy that includes all stakeholders. 34
- 35. III. Expectations and Plans for Project Development
- 36. 1. New UK Region - when, where and how do you design the structure to make it fit for future? 2. Margins and true value add – how do we improve our margins group wide? 3. Capability-Technology & People - what should we do to equip ourselves to deliver our plans in the most effective, efficient way through people & technology? 4. Bespoke Vs Standard Product – What is the vision for the future in a competitive market? 36
- 37. Activity: Practice using the Lean Canvas 1. Think of a project you led in the past. 2. Break down that past project into as many areas in the canvas as possible. 3. Share your work with a partner in the room. Tomorrow you will begin to work on Strategic Project using the Lean Canvas. 37
- 38. 38
- 39. Opportunity for Developmental Data • Will be available next week. • You will receive a link to complete the assessment. • Takes 45 minutes to complete. • Will run individual feedback sessions for those completing the assessment. 39 Korn Ferry Assessment of Leadership Potential Your capacity and interest to develop the qualities required for effective performance in a significantly more challenging leadership role.
- 40. Day 2 – Agenda 40 8.30 Continental Breakfast 9.00 Reflections and Overview of Day 9:15 Mental models and the context of strategic change leadership at CALA 11:00 Coffee and Tea 11:15 Getting to know CALA: Values and vision in an age of global disruption 12.45 Lunch 1.30 Leading change at CALA: Levers and opportunities for change 3.00 Tea & coffee break 3:15 The Application of AGILE at CALA 4:00 Concludes