There arethree principles that we have learned from our experience in developing and implementing frontline leadership programs. These principles apply to anyone planning leadership development in any type of organisation
The principles are implemented via a combination of universal facilitation tools and experiential learning techniques. Our experience is that this combination works just as well with corporate leaders as with high school students and indigenous populations and have the potential to transform leadership development in organisations, schools and communities.
These three insights:
i)Leadership is for everyone – not just designated leaders
ii)Leadership is experiential - training doesn’t work
iii)Values are paramount - theories are mostly a waste of time
Help people think better – Don’t tell them what to do.
Quiet leaders are masters at bringing out the best performance in others. They improve the thinking of people around them--literally improving the way their brains process information--without telling anyone what to do. Given how many people in today's companies are being paid to think and analyze, improving others' thinking is one of the fastest ways to improve performance. Quiet Leadership offers a practical, six-step guide to making permanent workplace performance change, to unleashing higher productivity, new levels of morale, and greater job satisfaction. Above all, Quiet Leadership will give you the clarity and strength that comes from mastering and using powerful insights into what makes us perform and succeed at the highest level. http://www.quietleadership.com/
Peter Holmes a Court – on Business Ethics and Leadership
Businessman Peter Holmes a Court spoke to a packed room at the Edmund Rice Centre Ethics in Business Forum in August 2008. I was privileged to attend and take some rough notes.
Holmes a Court related the woes of the world economy to an over-supply of Alpha leaders at the top of organisations. The Alpha leader is the CEO [leader] who says “I know the answer – follow me”. Such leaders have a fear of losing. A dreaded fear of ruin. It’s the fear factor that causes such CEOs to keep the market up when it needs to go down as part of a natural cycle. The result of such fear is talking up the market and gross manipulation that led to the sub-prime crisis in the USA and worldwide markets.
The Beta CEO [leader] on the other hand works on the premise that the answer lies within organisation and encompasses factors such as protection, regulation and risk, diligence, energy and regular strategy.
The Alpha leader “knows” what to do whether in parenting, community service or leading a corporation. The risk for the Alpha leader is getting it wrong. In which case the Alpha leader will find someone to “blame”, a scapegoat or other way out.
The Beta leader believes that it is very hard to beat the market. Things naturally go in cycles. By managing risk, the beta leader moves with the ebbs and flows to successfully manage the organisation. Beta parenting was also used as an example by Holmes a Court.
For me the speech provided many insights not only in leadership but in the area of group facilitation. In practice there are alpha facilitators who “control the pen” which means that all content goes through them. Alpha facilitators keep tight control of the group structure using ‘U’ shape, classroom and large table configurations. They like the focus to be on them and having complete control of the process. The risk of alpha facilitation is that people don’t tell the truth and as a result no change happens.
Why Change Implementation is the New Frontier A huge gap is emerging between those who know what needs to be done and those who have tools and skills to implement the change in an organisation. In larger organisations, teams of consultants, analysts, leaders and change managers are involved in the planning of change. In smaller organisations the business owner often with an advisor decides what needs to be done. When it comes to the crunch, knowing ‘what’ is the easy part. It’s in the ‘how’ or implementation that things nearly always come unstuck. How many well designed plans translate into real success and how many change programs deliver lasting benefit? Those who follow the three stages of implementation will significantly increase their chances of success. The 3 stages, i) Alignment, ii) Traction and iii) Integration will be outlined in future editions of ‘Changing the Game’. http://www.tincanlearning.com/tincan_u.htm
Special introductory rate: $299 inc 10% GST This special rate includes: 6 x 1.5 hr group sessions; 6 x e-learning modules; Mentoring on the fly. Sole Practice Intensive has been successfully running since mid 2007 as The Holistic Practice Cafe The revised focus will assist those committed to sole practice in any area of endeavour 6 week intensive starting February 19, 2008 | 9:39 AM – 11:00 AM Cafe Conti (Upstairs) 2/31A Fennell St, North Parramatta Registration and/or expressions of interest
Special introductory rate: $499 inc 10% GST (RRP $999) This special rate includes: 6 x 1.5 hr group sessions; 6 x e-learning modules; Mentoring on the fly. Frontline Leaders Intensive was officially launched during Small Business September 2007 with support from NSW Department of State and Regional Development 6 week intensive starting February 12, 2008 | 7:00 AM – 8:30 AM Cafe Conti (Upstairs) 2/31A Fennell St, North Parramatta Registration and/or expressions of interest http://www.stickytickets.com.au/315/Frontline_Leaders_Intensive.aspx
Corporate Edition (In-House): Frontline Leaders Intensive is proven to be both cost effective and very successful in organisations as an in-house program. Corporate edition effective group size 12 - 20 plus. For more information contact: Greg Jenkins | +61 2 9874 0418 |info@tincanlearning.com
