Saturday
May012010

Leadership Update - May 2009

Managers need to pay attention

Managers often have trouble paying attention to reality because their views are distracted and distorted. The financial crisis has exacerbated this tendency as their stress levels are rising in the face of the bigger challenges and tougher choices such as retrenchments and budget cuts.

Managers need to effect change, influence their teams to work more effectively and assist staff to be more creative and innovative about the future, but they have to pay attention first.

"Leadership involves influencing change, but in the absence of true attention to others and reality, our efforts at influencing often degenerate into being reactive and coercive. To be truly effective and innovative a symbiosis of attention and influence or ‘Attfluence’ is needed," says Richard Searle, Program Director, Mt Eliza Executive Education, part of Melbourne Business School.

» Read this article in PDF

Monday
Mar012010

Leadership Update - March 2010

What impact does our leadership development have?

I keep seeing on the TV news how special Islamic schools from Yemen to Pakistan, Indonesia to Sudan and even in London are radicalising portions of the young population and turning many towards violence and even suicide missions.

Wow! What a powerful, though disturbing example of education having a really big impact on participants!

It makes me wonder what impact our own leadership development work has with individuals and within corporations?

» Read this article in PDF

Monday
Feb012010

Leadership Update - February 2010

Aboriginal Leadership Program

During the final morning Reflection Session of our one year, four module Aboriginal Leadership Program I shared with the group that I was feeling very emotional. I have worked with many groups over fourteen years of working in executive education but there was something special about the “generosity of spirit” of this group. Then I said something which surprised me and I didn’t even fully understand, but I shared that the experience for me left me feeling “more whole” and I felt like I was “coming home”. Some of the participants suggested that I was experiencing their sense of community.

The final session reminded me of another experience during an earlier module. We were conducting the module at the Koori Heritage Centre in the Melbourne CBD and staying at the hotel next door. After one day’s sessions I was sitting with about six participating Aboriginal leaders having a drink in the bar when two very young police officers came rushing in. They were clearly chasing someone and they spoke to the barmaid and walked around the room. As they cast their attention in our direction I could feel the tension rise at our table – maybe it was only my tension but the light banter suggested to me that it was shared. And I noticed the guns in the holsters of the young policemen and for one of the few times in my life I felt threatened by it. Nothing out of the ordinary happened and yet I had a small experience of what it might feel like sometimes to be Aboriginal in Australian society.

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Wednesday
Apr012009

Change Leadership Diagnostic

Power-point presentation of the 6 step approach:

 

  1. An initial exploratory workshop and negotiation with key decision makers.
  2. One-on-one Dialogue Interviews with a range of internal and potentially external stakeholders to understand issues and needs from multiple perspectives.
  3. Workshop Presentation to Stakeholders about the findings from the Interviews and dialogue about problems and the way forward.
  4. Leadership and Team Development Workshops.
  5. Prototyping
  6. Follow-up Dialogue Workshop and possible Dialogue Interviews to determine progress and next steps.

 

» Read this article in PDF

Wednesday
Apr012009

Leadership Update - April 2009

Change Leadership Diagnostic and Dialogue Framework

This Framework has six steps which can be adapted for different clients and different client needs. It is based on the Deep Listening, Dialogue, Future Sensing and Prototyping Methods incorporated in the Mt Eliza Senior Leadership Program and the Strategic Leadership Program. It is intended to bring about transformational change in organizations and social systems:

 

  • An initial exploratory workshop and negotiation with key decision makers.
  • One-on-one Dialogue Interviews with range of internal and potentially external stakeholders to understand issues and needs from multiple perspectives.
  • Workshop Presentation to Stakeholders about the findings from the Interviews and Dialogue about problems and the way forward.
  • Leadership and Team Development Workshops.
  • Prototyping.
  • Follow-up Dialogue Workshop and possible Dialogue Interviews to determine progress and next steps

 

» Read this article in PDF