Leadership a moveable feast.

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Leadership a moveable feast.
Presentation to AIM Professional Development
Forum Monday, February 11, 2008
HELEN GOODE
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He who cannot change the very fabric of his
thought will never be able to change reality,
and will never, therefore make any
progress. Anwar Sadat at Camp David
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To know ourselves

• Our strengths
• Our values
• Our direction
• BUT we have to be prepared to challenge ourselves
  and to be challenged.

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To be adaptable

• To read the play
• To see and seize opportunities

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AND LEADERS HAVE HOPE
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Hope gives strength to live and continually try
new things, even in challenging
circumstances. Vaclav Haval
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If you dont lead yourself, you are allowing
yourself to be lead.
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All leaders are followers
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The only thing you can control is your own
behaviour/ response
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Confidence is the cornerstone of success

• Accountability
• Collaboration
• Initiative
• Rosabeth Moss kanter

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No Cheese? No Cheese? Who moved my cheese? Its
not fair! Were entitled to our cheese because
we didnt cause the problem
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People are always blaming their circumstances
. The people that get on in this world are the
people who get up and look for the circumstances
they want, and if they cant find them, make
them. George Bernard Shaw
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We have the FREEDOM to choose our response
to any situation.
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Freedom to Choose
Consequences
Situation
Response
We choose according to our VALUES
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Stepping outside your comfort zone

• The challenge is to step outside of our own fears
  and concerns about change, identify with one of
  the characters, and gain a new insights into the
  change process.

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Haw thought When you are afraid things are
going to get worse if you dont do something,
it can prompt you into action. (P.49)
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Leadership as a position
Are managed because no initiative is shown
Wait to be told what to do
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Haw knew when you change what you believe,
you can change what you do. (P.65)
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Reframing

• When people step outside they begin to see things
  differently and start to act in new ways to help
  themselves and their organization adapt and
  succeed.

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"The Handwriting on the Wall,"
Lessons in managing change
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Sources of tension regarding change

• The unknown
• Speed of change
• Lack of control
• Lack of certainty of direction
• Clash of old and new values
• Threat of loss from change

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MANAGING COMPLEX CHANGE

CHANGE
INCENTIVES
ACTION PLAN
VISION
SKILLS
RESOURCES

CONFUSION
SKILLS
INCENTIVES
RESOURCES
ACTION PLAN
ANXIETY

VISION
INCENTIVES
RESOURCES
ACTION PLAN
RESISTANCE

RESOURCES
ACTION PLAN
VISION
SKILLS

FRUSTRATION
VISION
SKILLS
INCENTIVES
ACTION PLAN

TREADMILL
VISION
SKILLS
INCENTIVES
RESOURCES
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Enjoying the moveable feast which is leadership

• Change the way we look at things/ at people
• Understand yourself and understand how your
  beliefs drive your actions
• Discover different behaviours and attitudes in
  your organisation with regard to change.

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• Leaders create an environment where others
• can lead.
• They teach others to lead.
• They acknowledge different areas of expertise.
• They recognise that they need to compensate
• for their own weaknesses/deficiencies.
• They need to be in a complement of expertise.
• Rosabeth Moss Kanter

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MBTI

• E (Extravert)
• Get energy from outside
• S (Sensing)
• Gather info in a precise, exact way
• T (Thinking)
• Seeks truth and objectivity in decision making
• J (Judging)
• Likes to come to closure and act

• I (Introvert)
• Receive energy from inner world
• N (Intuition)
• Gather information broadly
• F (Feeling)
• Seek individual and interpersonal harmony in
  making decisions
• P (Perception)
• Prefer to remain open gather more information

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Talking with Intuitives (N)

• Present global schemes, the concept
• Dont give too much detail (unless asked)
• Indicate the challenges, the possibilities and
  the differences your ideas will bring
• Delineate future benefits
• Show the aspects that are non routine
• Let Ns dream encourage imagination

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Talking with Sensers (S)

• Show evidence, ie facts, details, examples
• Be practical and realistic, and document
  successful applications
• Have a well-thought out plan with the details
  worked out in advance
• Show how your suggestion is a continuation of
  what is, not a radical change
• Be orderly and show the steps involved.

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Talking with Thinkers (T)

• Be brief and concise
• Be logical do not ramble
• List the pros and cons of each alternative
• Be intellectually critical and objective
• Be calm and reasonable
• Present emotions and feelings as facts to be
  weighed into the decision

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Talking with Feelers (F)

• Get to know the person before getting down to
  business
• Be personable and friendly
• Demonstrate empathy by present areas of agreement
  first
• Show why the idea is valuable to people and how
  it will affect people
• Be aware that Fs may have difficulty being
  critical and giving negative feedback
• Watch body language

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Coveys 8th Habit

• To Find Your Voice and Inspire
• Others to Find Theirs

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For further information Helen Goode Goode
Consulting helen_at_goodeconsulting.com.au 0408501457