Charity Talk - Successful Leadership Camila Batmanghelidjh, Chief Executive, Kids Company Ruth Lesirge, Cass Centre for Charity Effectiveness Chair: Professor Ian Bruce

How can we make the most of learning from our exceptional leaders? The Question…. How can we make the most of learning from our exceptional leaders? Ruth Lesirge, December 2008

Leading Kids Company Integrative approach ‘emotional vocational leadership’ spiritually driven No compromises re ethics and principles Total focus is on the children Ruth Lesirge, December 2008

Leading Kids Company Motivated and committed workforce Resulting characteristics of the organisation: Motivated and committed workforce High initial investment in staff training & quality provision Fluid organisational structure Holistic approach – to physical, intellectual, emotional needs Working from practice to create theoretical understandings Ruth Lesirge, December 2008

A Definition of leadership “Consistently achieving results beyond expectations by creating a climate in which others can shine” * Applies to leadership in an organisation Applies to leader at any level within an organisation Assumes leader’s motives are honourable (excludes tyrannical leaders) ‘ Expectations’ – of team members, the organisation, stakeholders ‘Others’ primarily team members, also colleagues,external partners etc ‘ Creating a climate…’ ref. Complete Leadership, S. Bloch & P. Whiteley) *www.knowhownonprofit.org Ruth Lesirge, December 2008

A Definition of leadership “Consistently achieving results beyond expectations by creating a climate in which others can shine” * Key actions required to make this happen: Build trust Demonstrate courage Challenge Provide focus Communicate effectively *www.knowhownonprofit.org Ruth Lesirge, December 2008

Thinking about learning from Camila’s leadership … Theoretical models of leadership are helpful in encapsulating aspects of skills, knowledge and behaviours. Each model offers only a partial view – as through one turn of the kaleidoscope. Useful to inform thinking about and learning from Camila’s leadership style Come on the journey with me as far as I have got…… Ruth Lesirge, December 2008

PETER DRUCKER: What makes an effective executive? Regardless of their style, effective executives….. Ask “what needs to be done?” Ask “what is right for the enterprise?” Develop action plans Take responsibility for decisions Take responsibility for communicating Focus on opportunities rather than problems Run productive meetings Say and think “we” rather than “I” Ruth Lesirge, December 2008

JAMES KOUZES & BARRY POSNER : Exemplary Leadership 5 practices: 1 MODEL the way INSPIRE a shared vision 3 CHALLENGE the process 4 ENABLE others to act ENCOURAGE the heart Ruth Lesirge, December 2008

WARREN BENNIS : Four leadership competencies 1 Management of attention – does not waste time Management of meaning – makes things intelligible and tangible Management of trust – people know what the leader believes and stands for Management of self – knows own skills (& weaknesses); deploys them effectively Ruth Lesirge, December 2008

JOHN ADAIR : action centred leadership Ruth Lesirge, December 2008

R. GOFFEE & G. JONES: 4 qualities of inspirational leaders Selectively show their weaknesses Rely on intuition re appropriate timing and course of actions (aided by ability to collect & interpret soft data) Manage staff with tough empathy; care intensely about the work staff do Reveal their difference and capitalise on it NB. What is special is ability to capture ‘hearts and minds’, not just grow the business Ruth Lesirge, December 2008

The 4 Quadrant model of leadership Charismatic Enabler More Less codified codified controls controls Systematic Ruth Lesirge, December 2008

The 4 Quadrant model of leadership The model suggests: The more charismatic the leadership style, the less codified controls are likely to be Autonomy for key people in the organisation A high level of delegation to the CE by the Board Ruth Lesirge, December 2008

Learning from exceptional leaders There are endless variations of how people lead There are skills, knowledge and behaviours that leaders can learn and/or improve It is essential to ‘live’ the core values Emotional intelligence is an important attribute Ruth Lesirge December 2008

So what….? Our ambition should be to : Recognise their gifts Celebrate their achievements Be generous about their shortcomings Not to copy but to learn from their work Work out how to craft a personal leadership style which has personal authenticity Ruth Lesirge, December 2008