Networks

2012

25th September 2012

Leading with Intent and Integrity

We had a wide ranging discussion at the LVN hosted by Andrea Winfield at Microsoft on the challenges leaders face in Leading with Intent and Integrity.

  • News of blunders by a UK politician denying what he said dismissively to a policeman at gates of Downing Street sparked a discussion about the power of social media and the need for leaders to be honest about mistakes publicly
  • Sharing examples of successful apologies that have allowed CEOs to stay leading their organisations when their name has been cleared show the need for humility in leadership
  • We touched on the leadership role for middle managers speaking truth to power within the organisational system. This led to the different cultural issues in admitting vulnerability in China or Russia for leaders - what is the role of authenticity- do we take a western lens to this too much?
  • How can leaders stay true to own values and act with political awareness and integrity in their own system?

We then focused on a discussion of the model of Touchpoint Leadership shared by Hilary Lines and Jacqui Scholes Rhodes as a sneak preview of their forthcoming book, which we are eagerly awaiting.

Kogan Page will be publishing the book (Touchpoint Leadership: Creating Collaborative Energy Across Teams and Organizations) in February 2013, currently available for pre-order on Amazon.

This excellent framework for leadership provides a systemic perspective, encouraging leaders to stand back from their own practice and explore their impact on culture and business performance, through a relational lens. We explored how a leader needs to bring his or her values and intent to life, if they are to act with integrity. Touchpoint Leadership emphasises the power of helping individuals slow down enough to heighten their self awareness and develop the skills to act with intent and integrity at the crucial touchpoints, where the impact can be immediate and fast.


19th June 2012

Hosted by IBM, the discussions centred on 'trust in global virtual organisations' which was aptly described in a colleague's blog read it here.


22nd March 2012

Discussion in March 2012: Approaches in Leadership Development:

  • Mindfulness as part of resilience
  • Emotional intelligence and how am I with me? As leader - possible trend  is focus on self  to grow capacity to cope with complex business life
  • Tension between own values and organisation values - focus on own purpose, starts with individual - Triangle of tensions is a new approach BCG are using
  • Ian Gee’s research on emerging markets Nokia and Reuters - danger of sea turtles, recruiting those who are Anglo Chinese in to manage to locals causing resentment
  • How to sustain learning through social media communities and beyond program
  • Leader as hero out of date, more like leaders as conflicted beings... e.g. The Wire, Killing – in a complex world
  • Leaders who can adapt and can shape future through complexity - adaptive leadership, Bill Torbert levels of leadership, servant leadership
  • Are leadership programs like boot camps? Need to keep leaders fit so repeat every few years!
  • Way that trends come and go, new brooms will bring in new approach
  • Impact leadership development can have on changing the culture if across top 100 and linked to strategic issues and conversations that can tackle key dilemmas/patterns
  • Need to avoid sheep dip and potentially offer freedom to choose development options, tendency to operate through hierarchy in levels can be limiting - value in working with intact teams or across talent pool
  • Avatars as opportunities to step outside own limitations - explore whats it like to operate from another viewpoint e.g. woman if a man or disabled, and how people react to you in second life

Discussion on Talent Management - dangers of:

  • Nine box grid as unrelated to the real need in the business and where talent is needed
  • Assumptions that assessment is what sticks as a label, not the result of development after assessment in minds of leaders
  • Leaders more often opting out of promotions - seeing 120 hour weeks and rejecting it
  • Danger of saying if not mobile cannot be talent... although some organisations demand this as focus is in emerging markets
  • Roles can be too big  a step and risk of failure - organisation needs to take some responsibility
  • Can we view talent management like art? Read the article on Art Criticism by Jonathan Jones
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