The Excellent Leader behaviour and relationships

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The Excellent Leader behaviour and relationships

• Hazel Mackenzie
• Interim Head of Leadership
• Scottish Government Health Directorates

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Outline

• Leadership defined
• Leadership Qualities Framework
• Behaviours and relationships

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Challenges in identifying excellence

• Leadership seen as the panacea
• Theory overload
• Leadership seen as a position
• Misconception that it is rare and only found at
  the top of the organisation

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Leadership defined

• Leadership is a
• performing art a
• collection of practices
• and behaviours rather
• than a position
• Kouzes and Posner (2005)

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LEADERSHIP QUALITIES SUMMARY
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• Relationship with
• self
• Relationship with others
• Relationship with organisation and beyond

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Relationship with self

• Becoming a leader is
• synonymous with
• becoming yourself.
• Everything a leader
• does reflects who he or
• she is
• Bennis (2003)

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• Knowing yourself
• Growing yourself
• Being yourself

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• And it is still the most difficult task any of
  us faces. But until you truly know yourself,
  strengths and weaknesses you cannot succeed in
  any but the most superficial sense of the word
• Bennis (2003)

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Grow yourself

• Mental agility
• Life balance
• Sharpen the saw

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Be yourself (authenticity)

• Understanding your purpose
• Practising solid values aligned with you beliefs
• Leading with heart
• Exercising self discipline

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Relationships with others

• The real key to your influence with me is your
  example, your actual conduct. Your example flows
  naturally out of your character, or the kind of
  person you truly are not what others say you
  are or what you may want me to think you are. It
  is evident in how I actually experience you.
• Stephen Covey (2008)

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Power with not power over Building trust and
seeking win win solutions Abundance
mentality Dialogue that seeks to
understand Engagement - people matter!!
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The 12 questions that matter

• Do I know what is expected of me at work?
• Do I have the materials and equipment I need to
  do my work right?
• At work, do I have the opportunity to do what I
  do best every day?
• In the last 7 days, have I received recognition
  or praise for doing good work?
• Does my supervisor, or someone at work, seem to
  care about me as a person?
• Is there someone at work who encourages my
  development?

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12 questions (cont)

• At work do my opinions seem to count?
• Does the mission / purpose of my company make me
  feel my job is important?
• Are my co-workers committed to doing quality
  work?
• Do I have a best friend at work?
• In the last 6 months has someone spoken to me
  about my development?
• This last year, have I had opportunities to learn
  and grow?
• Based on 25 years of research with over a
  million employees. These
• 12 questions were linked directly to profit,
  productivity, employee
• retention and customer satisfaction. (Buckingham
  Coffman, 1999)

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If you want the people you lead to perform at
their peak performance you must induce them to
follow you because they want to rather
than because they have to Deering, Dilts,
Russell (2005)
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Relationships with the organisation and beyond

• Be the change you want to see in the world
• Ghandi

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• Valuing diversity
• Aligning agendas
• Creating cultures that can act
• 8020 principle
• Resilience

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As our dance partner, life insists that we put
ourselves in motion .
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that we learn to live with instability, chaos,
change and surprise
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We can continue to stand immobilised on the
shoreline, trying to protect ourselves from
lifes insistent storms or we can begin moving.
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We can watch our plans be washed away, or we can
discover something new Meg Wheatley (2007)