Leadership in a Difficult Climate. Sarah Cook The Stairway Consultancy Ltd

Transcription

1 Leadership in a Difficult Climate Sarah Cook The Stairway Consultancy Ltd

2 Stairway Consultancy Learning and development consultancy, established in 1989 Vision: To help organisations be more customer focused

3 This session Identify the leadership styles and behaviours that bring about success in difficult economic conditions Assess your own leadership style Take away proven ideas to make improvements in your team's & organisational performance

4 Challenges in the Current Economic Environment

5 Challenge for leaders Engage employees so they want to go the extra mile Increase individual, team and business performance

6 Employee Engagement

7 Engagement Factors Clear and promising direction Confidence in leaders Quality and customer focus Respect and recognition Development opportunities Pay and benefits

8 Engagement is important but effectiveness is key I have no plans to leave the company at present time Disengaged Engaged Engaged & Enabled 24% 66% 78%

9 Leadership styles create climate Up to 70% of organizational climate is explained by differences in the styles used by managers

10 What are the styles? Directive Visionary Affiliative Participative Pacesetting Coaching

11 Directive Tells employees what to do Expects immediate compliance Do what I tell you Controls tightly Relies on negative, corrective feedback Motivates by stating the negative consequences of non-compliance

12 Visionary Develops and articulates a clear vision. Sees selling the vision as key Solicits employee perspectives on the vision Come with me Sees selling the vision as key Persuades employees by explaining the whys in terms of employees or the organization s long-term interests Sets standards and monitors performance in relation to the larger vision Uses a balance of positive and negative feedback to motivate

13 Affiliative Is most concerned with promoting positive interactions and team development Places emphasis on addressing employees personal needs People come first Identifies opportunities for positive feedback; stresses the importance of employee morale on performance Avoids performance-related confrontations Rewards personal characteristics more than job performance

14 Participative Trusts that employees can develop the appropriate direction for themselves Invites employees to participate in the development of decisions; seeks opportunities for consensus What do you think? Holds many meetings and listens to employee s concerns Rewards adequate performance; rarely gives negative feedback

15 Pacesetting Leads by example Has high standards, and expects others to know the rationale behind what is being modeled Do as I do, now Is apprehensive about delegating and takes responsibility away if high performance is not forthcoming Has little sympathy for poor performance Rescues the situation or gives detailed task instruction when employees experience difficulties

16 Coaching Helps employees identify their unique strengths and weaknesses Encourages employees to establish development goals Try this Reaches agreement with employees on the manager s and employee s roles in the development process Provides ongoing instruction as well as feedback May trade off immediate standards of performance for long-term development

17 Which style is your preference? Directive: Do what I tell you Visionary: Come with me Affiliative: People come first Participative: What do you think Pacesetting: Do as I do now Coaching: Try this

18 Which styles are most effective? Directive: Do what I tell you Visionary: Come with me Affiliative: People come first Participative: What do you think Pacesetting: Do as I do now Coaching: Try this

19 The most effective styles? Visionary most positive effect on climate Affiliative strong positive effect on climate Participative strong positive effect on climate Coaching strong positive effect on climate Pacesetting least effective Directive least effective

20 Flexibility of style is key

21 Leadership styles Visionary Affiliative Participative Coaching

22 Leadership Compass

23 Which intelligence dominates? Visionary Affiliative Participative Coaching

24 Emotional Intelligence Emotional intelligence is the ability to know your feelings and use them to make good decisions; manage your feelings well; motivate yourself with zeal and persistence; maintain hope in the face of frustration; exhibit empathy and compassion; interact smoothly; and manage your relationships effectively. Daniel Goleman

25 Emotional Intelligence 18% successful leadership = IQ 80%= EQ

26 EQ Scales Intrapersonal Self-Regard, Emotional Self-Awareness, Assertiveness, Independence, Self-Actualisation Interpersonal Empathy, Social Responsibility, Interpersonal Relationships Stress Management Stress Tolerance, Impulse Control Adaptability Reality Testing, Flexibility, Problem Solving General Mood Optimism, Happiness

27 Development Needs

28 Summary Importance of engagement Leadership styles create the climate Flexibility Emotional intelligence underpins effective leadership

29 For more information please contact