Leading your work team WORKSHOP 2 Leadership versus Management

Objectives Explain the difference between leadership and management Describe when to lead, and when to manage Explain different leadership styles, and how/ when to use them Explain the impact of leadership Commit to a reflective personal development plan to improve your skills

Thinking about the last workshop … what did you learn?

leadership

Leadership & Management – Differences? Exercise

Fundamental Difference Leadership is about people & direction, with a long term time horizon Whereas management is about implementing & organising based on that direction, with a more immediate time horizon

Leadership Qualities

Leadership Qualities – What do you Need? exercise

Leadership Qualities True to self Consistent Open Enthusiastic Clear on your issues & stick to your game plan, values & beliefs True to self People respond well to consistency in standards & methods Consistent Encourages innovation & benefits from flexibility Open Fosters energy and overcomes inertia Enthusiastic Encourages prioritisation, alignment & motivation Visionary People want to support charismatic people Charismatic Stops ‘give up’ behaviour and encourages accountability Persevering Allows focus on the key issues Honest Overcomes bureaucracy & artificial barriers Audacious

What do Leaders do? See it as it is … honesty! truthful to self and others in a non judgemental way allows a focus on the key issues See it better than it is … vision! opportunity to create something outstanding drives growth & creativity through stretching Plan & take action … outcome-orientated overcomes fear to get the group moving leads by example

Leaders also … Work on the environment Support, coach and mentor others Continually stretch but support people Look for opportunities to celebrate Make sense of life and work

the leadership question? What is the most difficult aspect of leadership? the leadership question?

management

Management has changed … Command & Control Manager as RULER Decides, Instructs, Directs, Tells Manager as Catalyst Manager as FACILITATOR/ COACH Fosters consensus from team on both Problems & Solutions

Management Responsibilities Implement organisation vision, plans efficiently & successfully Set goals, objectives, match people to tasks Delegate Manage team/ individual performance Motivate, develop, support Communicate - 360 ° Manage discipline

Managers & Leaders MANAGERS LEADERS Need a mix of BOTH! Control Short-term Status-quo Systems Procedures Targets KPI’s Inspiration Motivation Vision Improvement People Culture Values Need a mix of BOTH!

6 Core Components of Effective Leadership Inspire Trust & Confidence Clarify Purpose & Direction Align Systems & Processes Know the People Release Potential Influence, Communicate & Engage

leadership styles

Transactional vs. Transformational Leadership styles

Understanding the Different Leadership Styles Transactional Transformational Clarify immediate goals & objectives (what next…) Establish long term vision (where we’re going…) Create structures & processes for control (Micro-management) Create a climate of ‘enablement’ (Release) Direct & solve problems Empower people to control themselves; manage problem-solving Maintain or repair current situation (Revolution) Continually evolve & improve (Evolution) Plan, organise & control work Coach, nurture & develop people Power comes from position & authority Power comes from influence & consensus

Leadership Styles Autocrat Laissez-faire Democrat

Autocrat Dominates; unilateral approach Authoritarian Focus on a singular objective Tends to create passive resistance from followers BUT … good style in a crisis; urgent situation

Laissez-faire Exercises little control over team Team ‘left to their own devices’ Leader does not participate Creates uncertainty; floundering; lack of progress BUT … good style when team is highly motivated & skilled, & do not require leader involvement

Democrat Decisions made by consulting the team Leader still maintains control; encourages participation from all team members Team given freedom to decide how best to tackle a problem or objective Leader values input & discussion BUT … beware leader being seen as unsure; where everything is open for debate

Leadership Styles Skill/ Will Level 5 Operational Management Programme Leadership Styles Skill/ Will COACH CONSULT & DELEGATE D E S I R DIRECT MOTIVATE A B I L I T Y Landsberg, M. 2008 Awbery Management Centre Ltd (c)

Level 5 Operational Management Programme To Direct Low Ability/ Low Desire Set clear goals and standards Present a clear rationale as to why it needs to be done Structure task to allow quick wins Supervise and give regular feedback Provide training to improve ability  Awbery Management Centre Ltd (c)

To Coach Low Ability/ High Desire Invest time early on to answer questions & explain Schedule regular short coaching sessions to support the skills development Create a risk free environment to allow for early mistakes/ learning Relax control as progress is shown

To Motivate High Ability/ Low Desire Identify reasons for low desire Enthuse by linking to individual’s personal motivations Give positive feedback and praise progress Creative incentives

To Consult & Delegate High Ability/ High Desire Provide freedom to do the job, setting objectives but not the method Encourage individuals to take on extra responsibility Take appropriate risks, giving more stretching tasks Don’t micro-manage Involve in decision making Don’t ignore – delegate, don’t abdicate

What is your Leadership Style? exercise

What Impact do Leadership Styles have?

influence

Influence – a Definition “the capacity to have an effect on the character, development, or behaviour of someone or something, or the effect itself” Oxford English Dictionary What we really mean is … the ability to persuade another person (or people) to accept a particular point of view to change their minds to adopt a specific agenda or take a desired course of action influence is 360º

Influence Is a vital skill We have all experienced its’ effects either as the person being influenced or as the person seeking to influence another Our ability to use influence effectively determines our success or failure in many areas of our lives

Influencing Styles PUSH style PULL style To become an effective influencer requires ability to use different ways of using influence Varies depending on the persons and circumstances involved at that time Two main styles of influence are:- PUSH style PULL style

PUSH style Directive, authority, commanding, telling Tell people what you need or want them to do Give reasons why & how … BUT does not invite much discussion, comment or debate Key behaviours are:- giving information proposing shutting out

PULL style Collaborative, involving, supportive, explain Use questions to help people understand why and how they should do what you want Key behaviours are:- seek information from others invite their views, comments, proposals helps achieve consensus builds commitment, motivation and ‘buy in’

Which Style to Use? It depends … on the person you are seeking to influence the circumstances or context what it is you want them to do time frame/ time constraints PUSH – your proposals could be shot down PULL – you can test your proposals so you need to be flexible also be willing to adapt your views

Influence exercise

personal development plan Time to reflect … personal development plan

What are YOU prepared to commit to? action plans

questions?

SUMMARY Explain the difference between leadership and management Describe when to lead, and when to manage Explain different leadership styles, and how/ when to use them Explain the impact of leadership Commit to a reflective personal development plan to improve your skills