The Leadership Equation Clarity of Purpose & Clarity of Role Culture + Behaviour + Understanding = Success Underpinned by: Clarity of Purpose & Clarity of Role http://www.springbusinessmanagement.co.uk/

Culture These create the CULTURE Leaders influence and create the culture of an organisation in five ways: What they pay attention to Their reaction to critical incidents Their deliberate role-modelling and teaching Their choice of criteria for determining rewards and status Their criteria for recruitment, promotion, retirement or dismissal (Schein, 2009) These create the CULTURE It is possible the only thing of real importance that leaders do is to create and manage culture and that the unique talent of leaders is their ability to work with culture. Leaders decide on the culture when they decide on their people and how they interact with them. http://www.springbusinessmanagement.co.uk/

All about: Wanting to be a leader Demonstrating being a leader Learning how to be a (better) leader Paperwork Procedures Company policies Personal management Measurement/KPI/Progress Tracking ‘Can do’ & Positivity Leading by example Decision making Rallying people Persuasion & debate One to one E mails Group Individual Social media Following up actions Proactive actions Reactive actions Do what you know you should/ought External sources From mentors From coaching Implementing http://www.springbusinessmanagement.co.uk/

All about: Wanting to be a leader Demonstrating being a leader Learning how to be a (better) leader Positive about programme with cohort and beyond Engagement with the Ops Board Contributing within the training Positivity and ‘can do’ Active member of the Forum Giving feedback on training & coaching Timely response to e mails Setting challenges outside comfort zone Booking sessions without prompting Completion of actions in timely manner ‘No excuses’ Further learning post coaching/mentoring Making connections to other situations Researching and learning more proactively http://www.springbusinessmanagement.co.uk/

Management & Leadership Planning Budgeting Implementing Vision Direction Purpose Two sides of the same coin.. Organisation Structure Roles Alignment Understanding Clarity & Context Control Solving Problems Adjustment Motivation Inspiration Values & Responsibility Leaders require Balance and Perspective across both areas John Kotter: What Leaders Really Do http://www.springbusinessmanagement.co.uk/

Emotional Intelligence - Key Leadership Skills (Roche Martin) http://www.springbusinessmanagement.co.uk/

An Excellent Model to Refer To: http://www.springbusinessmanagement.co.uk/

All three are linked and define the Leadership and Culture of a business http://www.springbusinessmanagement.co.uk/

Activities and Responsibilities Director Being Bigger Picture Meaning/view Senior Manager Doing Day to Day Picture Meaning/view Manager Time http://www.springbusinessmanagement.co.uk/

Leadership Styles Visionary – new direction Coaching – capability development Affiliative – healing rifts and stress Democratic – consensus Pace Setting – speed and momentum Commanding – time of crisis and need for action Leaders lead by using their strengths: Expert or Creative ‘In my experience’ – skills, time served, qualifications ‘Why don’t we’ – challenging status quo, new ideas/innovations, new directions http://www.springbusinessmanagement.co.uk/