BUILDING AN ENGAGED CULTURE Dr Susan Inglis, Professor of Practice and Director, Executive Education, La Trobe Business School IPWEA Conference March 2017

About Dr Susan Inglis Consulting for 20 years Teaching MBA Leadership and Management students since 2009 Passionate about developing leader/managers, improving teams and maximising success at work s.inglis@latrobe.edu.au; 9479 2437

List 3 characteristics OF an EFFECTIVE TEAM You’Ve BEEN PART OF  

What is leadership? ‘Leading is the process of arousing enthusiasm and directing efforts towards organisational goals.’ (Schermerhorn et al. 2014, p.361) ‘‘Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.’ (Harvard Business School definition of leadership, in Sandberg, 2013, p. 158). Source: http://commons.wikimedia.org/wiki/File:Garan_Sunrise.jpg

Great Man Theory/ Trait Theory 1840-1940’s Behavioural Theories LEADERSHIP TIMELINE Significant theoretical approaches Great Man Theory/ Trait Theory 1840-1940’s Behavioural Theories 1940’s-1950’s Contingency and Situational Leadership Theories 1960’s – 1970’s Values-based Leadership 1980’s – 2000’s Responsible leadership is a shared process, not an entity Now

Leadership as a PROCESS

SHIFTING Leadership… FROM HERO TO HOST

HERO TO HOST Has the answers Don’t admit mistakes Take control HERO - UNITARY COMMAND Has the answers Don’t admit mistakes Take control Omnipotent hero Has authority Embody courage Superior expertise In charge HOST - SHARED LEADERSHIP Ask good questions of others Admit what they don’t know Trust others to get the work done Shared leadership “we” not “I” Leader as teacher Listen to and develop followers Provide moral leadership Genuine stakeholder engagement Make achievements visible Offer unequivocal support

SHARED LEADERSHIP - GOOGLE Presentation Title

SHARED LEADERSHIP organisationAL Characteristics To what extent does your organisation have the following characteristics? Scale: 1 - not all, 2 – sometimes, 3 – often, 4 - always (be honest!) Employees have a shared understanding of the organisation’s purpose All teams/departments have common goals and objectives Equal air time in meetings – i.e. no one person dominates, no passengers Respectful behaviours toward each other Diversity of thinking encouraged Open and frequent information sharing Honest communication High trust Strong empathy towards others

RESPONSIBLE LEADERSHIP The organisational environment is increasing complex, volatile, ambiguous and uncertain Trust, collaboration, shared values and shared leadership Better business outcomes

What is a ‘value’ and how do we develop our own set of values? A value is an idea, belief or mode of action that an individual considers to be important Values are developed from parents, teachers, friends, family, social media, internet, music, books Values are revised throughout life, i.e. our life experiences shape our values Values are not facts

YOUR Values What is really important to you? How do these values guide your actions? How do they influence the way you lead?

WHEN LEADERS VALUE INTEGRITY… Integrity influences beliefs Integrity leads to the belief that being honest and authentic is important and makes a positive difference in working with others. Beliefs Influence thoughts This belief leads to thoughts about how leaders can demonstrate integrity through words and actions… Thoughts influence actions This governs leader choices about doing what is right, about telling the truth, about doing what they say they will do.

How values determine performance Integrity-oriented choices result in behaviours that build trust with employees, customers, suppliers and shareholders. These behaviours determine performance - that develops a culture of trust, flawless execution, creativity, innovation and commitment, through engaged employees and loyal customers. … and ultimately results in positive growth and significant return-on-investment. Source: http://www.unfoldingleadership.com/blog/wp-content/uploads/hands.jpg

SHARED Leadership Characteristics and Practices Humble: admits mistakes, listens, asks good questions Host rather than hero Builds trust Holds themselves & others accountable Shares knowledge Allows all to have a voice Demonstrates empathy and shows support Focus on all stakeholders Committed to integrity Creates a psychologically safe environment