Developing your leadership capabilities

Developing your leadership capabilities Kate Farrow Client Leadership Development Manager everywoman

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Introduction Kate Fletcher

Both leadership and management excellence are crucial for organisation success Leadership and management must go hand in hand Confusion around the terms – mistakes commonly are: Leadership and management terms used interchangeably Mistakenly linked to hierarchy Leadership mistakenly linked to personality - charisma Striking the right balance depends on the environment In times of economic crisis & technological transformation leadership increasingly needed throughout the hierarchy

What’s the difference between leadership and management? Leadership is about change & taking an organisation into the future Vision, empowerment, communication, inspiration, buy in, producing useful change Behaviours versus attributes Management is about organisation and tasks & is challenging Enables products or services to be delivered to an organisation and promises predictably and consistently Planning, budgeting, measuring performance, structuring & staffing jobs

Leadership and Management focus is different The manager does things right; the leader does the right thing The manager has a short range view; the leader has a long range perspective The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon The manager focuses on systems and structure; the leader focuses on people The manager asks how and when; the leader asks what and why The manager relies on control; the leader inspires trust

Leadership activities? Creating the most conducive environment for team success Focusing on the long term vision or goal Motivation and empowerment to challenge the norm Inspire others through leading & injecting enthusiasm Building strong relationships Listening and getting to root causes quickly Coaching and giving freedom for individuals to learn Persuasion – bring people willingly along the correct path Encouraging effort, commitment and teamwork

Management activities? Managing resource within the constraints of the systems and enforcing the desired standards of work Planning and coordinating resource and tasks to achieve objectives Managing the constraints of budgets Organising support functions and resource Problem solving – ensuring problems are contained & eliminated Time management – ensuring activities completed on time Decision making – making the right decisions in the heat of the moment

Poll 1: Am I leading enough? A. Rarely. I feel the majority of my focus and energy is in management activities B. Sometimes. I feel aware of leadership behaviours and put some focus behind key areas C. Frequently. I recognise and feel I effectively balance management and leadership activities in my work

What is Emotional Intelligence (EQ)? EQ is a way of recognising, understanding and choosing how we think, feel and act. Shapes our understanding of ourselves & our interactions with others. Defines what & how we learn & determines the majority of our daily actions. Research suggests it is responsible for up to 85% of the ‘success; in our lives. EQ can be developed to make you a more effective leader.

Emotional Intelligence affects: Your performance at work Your physical health Your mental health Your relationships

EQ Theory – 4 elements Self Awareness Social Awareness Self Management Well grounded self confidence Emotional self awareness Accurate self assessment Social Awareness Empathy Organisational awareness Understanding the environment Self Management Self control Trustworthiness Initiative Drive & motivation Adaptability Social Skills Influence Reading social situations Building bonds Collaboration Inspirational leadership

Ways to improve EQ Daily journal Understand your values Be accountable for your actions Re-examine why you are a leader Goals Turn negative situations into positives Learn how to praise others Learn and understand conflict resolution CALM – slow down!

Poll 2: How strong is my EQ? Do I let myself feel emotions? Do I feel emotions physically? Do I consider emotions when making decisions? Am I comfortable expressing emotions? Do I recognise others’ emotions? Do I prioritise thought and suppress emotions? How many of these questions do you instantly answer YES to? All 6 4-5 2-3 0-2

Building trusted relationships Both internally and externally to your organisation these are key to your effectiveness and performance as a leader Invest in relationships & take time out to understand others needs, goals and motivations Great business relationships mean we’re happier & more productive Great relationships also make change easier to make; we’re more innovative and creative; allow us to shift our collective energy to opportunities

How do your business relationships stack up? In building relationships think about the investment in that relationship that you show to others e.g. time, energy, engagement and empathy Which relationships are most critical to you in your current role? Think about your 3 most critical business relationships and reflect on what is going well and what could be better Think about what you give, what you get and what you want from the relationship

Some final thoughts Being a great leader takes time and it is achievable Awareness and focus on developing your emotional intelligence and leadership skills Support – role models, coach and or/mentor Keep practicing - repetition is the mother of skill

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