Leadership in a Difficult Climate Sarah Cook The Stairway Consultancy Ltd
Stairway Consultancy Learning and development consultancy, established in 1989 Vision: To help organisations be more customer focused
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
Challenges in the Current Economic Environment
Challenge for leaders Engage employees so they want to go the extra mile Increase individual, team and business performance
Employee Engagement
Engagement Factors Clear and promising direction Confidence in leaders Quality and customer focus Respect and recognition Development opportunities Pay and benefits
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%
Leadership styles create climate Up to 70% of organizational climate is explained by differences in the styles used by managers
What are the styles? Directive Visionary Affiliative Participative Pacesetting Coaching
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
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
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
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
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
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
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
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
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
Flexibility of style is key
Leadership styles Visionary Affiliative Participative Coaching
Leadership Compass
Which intelligence dominates? Visionary Affiliative Participative Coaching
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
Emotional Intelligence 18% successful leadership = IQ 80%= EQ
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
Development Needs
Summary Importance of engagement Leadership styles create the climate Flexibility Emotional intelligence underpins effective leadership
For more information please contact Sarah@thestairway.co.uk http://www.itgovernance.co.uk/catalog/511