11 Setting Direction Broad Scanning Intellectual Flexibility Seizing the Future Political Astuteness Drive for Results Self Belief Self Awareness Self.

Slides:



Advertisements
Similar presentations
IB Learner Profile Inquirers Knowledgeable Thinkers Communicators
Advertisements

The IB Learner Profile The aim of all IB programs is to develop internationally minded people who help to create a better and more peaceful world. Common.
Attitude and Emotional Intelligence. Attitude An attitude is a point of view, either negative or positive, about an idea, situation, or person. – We develop.
Emotional Intelligence
Common Humanity & Shared Guardianship of Planet
E.g Act as a positive role model for innovation Question the status quo Keep the focus of contribution on delivering and improving.
Head of Learning: Job description
Working for Warwickshire – Competency Framework
HR Manager – HR Business Partners Role Description
JEFFERSON COUNTY PUBLIC SCHOOLS LEADERSHIP PROFILE REPORT March 19, 2015.
Becoming a Strategic Partner: Key Leadership Competencies
International Baccalaureate Middle Years Program Sutton Middle School August, 2009.
1 Family-Centred Practice. What is family-centred practice? Family-centred practice is characterised by: mutual respect and trust reciprocity shared power.
Growth Generation Leaders
The IB Learner Profile The aim of all IB programs is to develop internationally minded people who help to create a better and more peaceful world. Common.
Human Resources The core of any business April 2014.
Finance Ops My Be Three Skills V12. Behavioural Indicators.Business Indicators. Great looks like Puts customer enjoyment at the centre of strategic decisions.
Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation.
Leadership Development Nova Scotia Public Service
LEADERSHIP AND STRATEGIC PLANNING Source: John M Bryson and Barbara C. Crosby, “Leadership Roles in Making Strategic Planning Work,” in John M Bryson,
The Executive’s Guide to Strategic C H A N G E Leadership.
Challenge Questions How well do we meet the need of our stakeholders?
The Value of Volunteering Women’s Foodservice Forum.
Advocacy... What is it anyway? September 22, 2012.
Organisational Journey Challenges of Spreading self- management support Workshop 3 13 th May 2015.
Lead With Your Strengths Developed from 15 years of NCLS research among 10,000 church leaders over 22 denominations in 4 countries.
CLAIMING THE FUTURE THE ASSOCIATION OF THE FUTURE.
Integrated PPM Governance Leveraging Org Change Management for PPM Process Implementations Presented by: Allan Mills.
Defining Leadership.
United Way Worldwide Talent Core Competencies October 2012.
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT NTPS Capability and Leadership Framework.
1. 2 Business Process Reengineering (BPR) “the fundamental rethinking and redesign of processes to achieve dramatic improvements in critical, contemporary.
State of California Executive Leadership Competency Model January 12, 2011 Presentation for the California Citizens Redistricting Commission.
Inspire Personal Skills Interpersonal & Organisational Awareness Developing People Deliver Creative Thinking & Problem Solving Decision Making, Prioritising,
Attitude and Emotional Intelligence. Attitude An attitude is a point of view, either positive or negative, about an idea, situation, or person. An attitude.
Imran Ghaznavi Course Code: MGT557 COMSATS Strategic Human Resource Management.
Commissioning Self Analysis and Planning Exercise activity sheets.
Module 4 :Session 4 Working with others Developed by Dr J Moorman.
National Standards of Excellence for Head teachers January 2015 Margaret Colley SSIA.
Gresham College Symposium 29 October.  Integrity  Energy  Effective communication  Financial literacy  Ability to deal with ambiguity, uncertainty.
Overview What do we mean by a Learning Organisation? Why did we develop a People Development Framework? What was the process involved in building the.
Queen’s Management & Leadership Framework
HEInnovate A self-assessment tool for higher education institutions (HEIs) wishing to explore their entrepreneurial and innovative potential.
1 CenterPoint Leadership Model ©Judith A. Leibowitz, CenterPoint, 2006 Acting Authentically Encouraging Values In Action Nurturing Trust Standing In My.
COMMUNITY COALITION BUILDING. Workshop Objectives  Describe effective community coalition building  What?  Why?  How?  Key challenges and success.
Independent Enquirers Learners process and evaluate information in their investigations, planning what to do and how to go about it. They take informed.
International Baccalaureate Middle Years Programme IB MYP.
Middle Years Programme The unique benefits of the MYP.
Step up to Action. Levels of Partnership Level 4 - Assimilation Level 3 - Adapting Level 2 - Joint Projects Level - 1 Networking.
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
INQUIRERS They develop their natural curiosity. They acquire the skills necessary to conduct inquiry and research and show independence in learning. They.
Personal Leadership Serving Customers Managing Resources Leadership Serving Customers Serving Customers Managing Resources Managing Resources Working for.
© Knightsbridge Human Capital Management Inc. Leadership Requirements Model.
Creating Positive Culture through Leadership (Recovery Orientation) Jennifer Black.
Nifco Copyright © Nifco Inc. All rights reserved Presentation Title Date.
Leadership Abilities Business Knowledge & Management Business Knowledge & Management Self Management & Development Communication Leadership Competencies.
Welcome to the Feedback Provider Briefing Behaviours 360 feedback Amanda Brown.
Collaborative & Interpersonal Leadership
ORGANISATIONAL VALUES DIRECTOR OF OPERATIONS
The impact of change Source: FOLG Summit Tools for the Future Closing the gap between business as usual and where we need to be.
MODULE 11 – SCENARIO PLANNING
EDU827 : EDUCATIONAL LEADERSHIP
Inclusive Leadership … Driving performance through diversity!
The impact of change Source: FOLG Summit Tools for the Future Closing the gap between business as usual and where we need to be.
What is leadership? How do I become a better leader?
How to establish positive relationships with your governors.
Our Commitment.
People Lead: This is the visual representation of our model. This model supports and reinforces our definition of leadership - achieving results, with.
THE ATHLETES OF IB – PEYTON MANNING
Our Schools, Our Mission
Presentation transcript:

11 Setting Direction Broad Scanning Intellectual Flexibility Seizing the Future Political Astuteness Drive for Results Self Belief Self Awareness Self Management Drive for Improvement Personal Integrity Personal Qualities Delivering Results Collaborative Working Effective and Strategic Influencing Leading Change through People Holding to Account Empowering Others NHS Leadership Qualities Framework

22 Personal Qualities Level Self Belief The inner confidence that you will succeed and you can overcome obstacles to achieve the best outcomes for service improvement. 0Doubts own capability or is arrogant 1Acts with confidence 2Is confident in own ability 3Takes on challenges 4Relishes challenge

33 Level Self Awareness Knowing your own strengths and limitations and understanding your own emotions and the impact of your behaviour on others in diverse situations. 0Fails to consider own emotions 1Registers own emotions 2Understands own emotions 3Understands own strengths and limitations Personal Qualities

44 Level Self Management Being able to manage your own emotions and be resilient in a range of complex and demanding situations. 0Loses control 1Shows restraint 2Manages own emotions 3Demonstrates resilience Personal Qualities

55 Level Drive for Improvement A deep motivation to improve performance and thereby to make a real difference. 0Wants personal recognition 1Targets effort for service improvement 2Aims to make a difference with stakeholders 3Strives to make long term improvements Personal Qualities

66 Level Personal Integrity A strongly held sense of commitment to openness, honesty, inclusiveness and high standards in undertaking the leadership role. 0Takes the line of least resistance 1Acts consistently 2Chooses transparency 3Shows personal courage 4Embraces diversity Personal Qualities

77 Setting Direction Level Seizing the Future Shaping a vision and being prepared to take action now to shape the future. 0Is locked in the present 1Acts decisively [2]Thinks and acts 4-12 months ahead [3]Thinks and acts over a year ahead [4]Thinks and acts for the future

88 Level Intellectual Flexibility The flexibility to embrace and cut through ambiguity and complexity and to be open to creativity in leading and developing solutions. 0Fails to integrate information 1Considers new information and perspectives 2Integrates information 3Clarifies complexity Setting Direction

99 Level Broad Scanning Taking the time to gather information from a wide range of sources. 0Focuses narrowly 1Personally investigates 2Looks more widely for information 3Seeks diverse viewpoints Setting Direction

10 Level Political Astuteness Showing commitment and ability to understand diverse interest groups and power bases within organisations and the wider community and the dynamic between them so as to lead more effectively. 0Lacks political ‘antennae’ 1Uses informal networks [2]Understands culture and climate [3]Understands the politics [4]Understands long-term, underlying issues Setting Direction

11 Level Drive for Results A strong commitment to making performance improvements and a determination to achieve positive outcomes for stakeholders. 0Fails to focus effort 1Strives to deliver local targets 2Places a focus on improving performance 3Sets and meets challenging goals 4Sustains focus Setting Direction

12 Delivering Results Level Leading Change through People Communicating the vision and rationale for change and modernisation and engaging and facilitating others to work collaboratively to achieve real change. 0Abdicates leadership responsibility 1Manages the team [2]Secures the right resources and support [3]Creates the right team conditions [4]Articulates a compelling vision of change [5]Mobilises people’s energy and commitment [6]Makes change inclusive and effective

13 Level Holding to Account The strength of resolve to hold others to account for agreed targets and to be held accountable for delivering a quality service. 0Lets poor performance drift 1Assigns clear accountability 2Sets boundaries for accountability 3Promotes a high performance culture Delivering Results

14 Level Empower Others Striving to facilitate others’ contribution and to share leadership, nurturing capability and long- term development of others. 0Dominates 1Encourages and supports 2Stands back 3Fosters independence 4Develops people Delivering Results

15 Level Effective and Strategic Influencing Being able and prepared to adopt a number of ways to gain support and influence diverse parties with the aim of securing improvements. 0Over-relies on own impact 1Uses direct logical persuasion [2]Calculates an impact [3]Influences both directly and indirectly [4]Uses complex influencing strategies Delivering Results

16 Level Collaborative Working Being committed to working and engaging constructively with internal and external stakeholders. 0Goes it alone 1Appreciates others’ views 2Works for shared understanding 3Forges partnerships for the long term Delivering Results