Living Leadership Developing the leader within you George Binney Developing the leader within you George Binney

Who was involved and what happened? What did you do and how did you behave – that caused others to follow you? You as a leader – tell the story of when you have led well

Coming alongside leaders and their teams over 12 to 24 months Observing people in action Reflecting together on what’s happening Our method – Action Research

‘The lengthened shadow of one great person’ - Warren Bennis Heroic Leadership -exists as aspiration, not reality What we found

What is effective leading? - It depends! Leaders have to be highly adaptable Many people, at many levels, lead at different moments There is no recipe

Living Leadership Leadership is not just about what a leader does or how he/she is The followers choose who to give authority to It is a two-way process 1. Leading happens between people in the moment

Living Leadership Leading is shaped by context Effective leaders see potential in the context, however difficult The art of the possible 2. Context, context, context

Living leadership It is not about being perfect What makes you a good leader are your imperfections You are on a stage Bringing yourself with skill takes years of practice – and a willingness to keep learning 3. People lead well when they bring themselves – with skill – to their leading

Living Leadership: A different idea of leading TO: Someone who Adapts to different situations Embodies values and goals that followers attach to Demonstrates character (not charisma) Copes with uncertainty, contradictions, mess and helps people to stop and think Enables others to achieve results FROM: The leader as transforming hero

What you can do as a leader Get real Get connected Get help

Taking responsibility for the organisation as a whole Lack of emotional intelligence Failing to act on judgement Battling not collaborating Common challenges for doctors Living leadership (sometimes) power without responsibility

Living Leadership You can’t download leadership Development requires personal discovery People develop as they lead on critical tasks and reflect on their experience How do you develop it?

Living Leadership Individual support and validation Helping connect about what matters Helping people join up their experience How do you develop it? A different relationship: not participant and tutor but consultant and client learning together

Conclusion Be the leader you can be And don’t try to be the leader you think you ought to be

What we found You need all your faculties to work out what’s needed You can’t “bring yourself with skill” if you are stressed and tired Nor if you are doing what is against your values The critical importance of self preservation