1. Leadership & Management Angella Hodgson angella.hodgson@bhpassociates.com 07947 252 004 Kensington & Chelsea Social Council www.kcsc.org.uk

2. Introductions Pair up with someone you do not know, find out: Their name Which organisation they work for What their role is Main reason they are attending the course 2Leadership & Management 3. Is there a difference between leadership and management? Group discussion, is there a difference between leadership and management? If there is: What is leadership What is management What is the difference between the two 3Leadership & Management 4. Purpose/Difference LEADERSHIP Leading is Values Driven: giving direction, especially in times of change; inspiring or motivating people to work willingly; building and maintaining teamwork; providing an example; producing a personal output MANAGEMENT Management is Skills Driven: running the business, day to day administration, organising structures and establishing systems; controlling especially financial methods 4Leadership & Management 5. Leadership and Management? 1. Implementing tactical actions 2. Detailed budgeting 3. Measuring and reporting performance 4. Applying rules and policies 5. Implementing disciplinary rules 6. Organizing people and tasks within structures 7. Recruiting people for jobs 8. Checking and managing ethics and morals 9. Developing people 10. Problem-solving 11. Planning 12. Improving productivity and efficiency 13. Motivating and encouraging others 14. Delegating and training 1. Creating new visions and aims 2. Establishing organizational financial targets 3. Deciding what needs measuring and reporting 4. Making new rules and policies 5. Making disciplinary rules 6. Deciding structures, hierarchies and workgroups 7. Creating new job roles 8. Establishing ethical and moral positions 9. Developing the organization 10. Problem-anticipation 11. Visualising 12. Conceiving new opportunities 13. Inspiring and empowering others 14. Planning and organizing succession 5Leadership & Management 6. Leadership Styles Charismatic Distributive Collaborative Authoritarian 6Leadership & Management 7. Inspirational Leadership Strategic Planning Developing a group vision What is strategic planning? Is it important? Strategic thinking skills Where is the organisation Where does it want to go What ethics do we hold 7Leadership & Management 8. The Strategy Pyramid MISSION: What business are we in? VALUES: What matters to us? AIMS AND OBJECTIVES: What are we trying to get to? Strategic Plans: How will we achieve it? OPERATIONAL / DEVELOPMENT Plans; What day to day actions will allow this to happen THE CUSTOMER / CLIENT 8Leadership & Management 9. Strategic Planning Tools Leaders and Managers require: Thinking time allows for reflection on where you are, analysis of implications in relation to developments that may affect your organisation Research time reading, focussed networking, stay ahead of the field, are you up to date? Documents that support strategy include: Strategic Plan provides big picture overview where the organisation/business/government is going SP is normally long term 3-5 years Development Plan/Business Plan/Organisational Plan system and processes on how to get there DP is shorter term, normally 1 year Project Plan/Department Plan this provides the up to date knowledge, should include evaluation, analysis, amended timelines etc 9Leadership & Management 10. SWOT Analysis Strengths Philosophy and values? Capabilities? Competitive advantages? USP's (unique selling points)? Resources, Assets, People? Experience, knowledge, data? Financial reserves, likely returns? Marketing - reach, distribution, awareness? Innovative aspects? Location and geographical? Accreditations, qualifications, certifications? Processes, systems, IT, communications? Cultural, attitudinal, behavioural? 10Leadership & Management 11. SWOT Analysis Threats Political effects? Legislative effects? Environmental effects? IT developments? Competitor intentions - various? Market demand? New technologies, services, ideas? Vital contracts and partners? Sustaining internal capabilities? Loss of key staff? Sustainable financial backing? Economy - home, abroad? Seasonality, weather effects? 11Leadership & Management 12. SWOT Analysis Weaknesses Gaps in capabilities? Lack of competitive strength? Reputation, presence and reach? Financials? Own known vulnerabilities? Timescales, deadlines and pressures? Cashflow, start-up cash-drain? Reliability of data, plan predictability? Morale, commitment, leadership? Accreditations, etc? Processes and systems, etc? Management cover, succession? 12Leadership & Management 13. SWOT Analysis Opportunities 13 Market developments? Competitors' vulnerabilities? Industry or lifestyle trends? Technology development and innovation? Global influences? New markets, vertical, horizontal? Niche target markets? Geographical, export, import? New USP's? Tactics: eg, surprise, major contracts? Business and product development? Information and research? Partnerships, agencies, distribution? Volumes, production, economies? Seasonal, weather, fashion influences? Leadership & Management 14. Strategic Planning SWOT Analysis In groups identify one organisation (any sector) that you are all aware (15/20 mins) Imagine you work for the organisation As a group do a SWOT analysis Identify the Strengths, Weaknesses, Opportunities and Threats in relation to the organisation Present your SWOT analysis to the rest of the group 14Leadership & Management 15. Self Development All self development should be based on knowledge/assessment Individual own self assessment/knowledge 360 Degree feedback Identify Strengths Identify Weaknesses Target areas for self development Self directed, individual focus on an area or theme Skills Qualities Expertise Knowledge 15Leadership & Management 16. Strategic Planning Leaders and Managers need to prioritise how to use their time This includes identifying at an individual level what needs to be completed within a specific time frame and by whom 16 17. To Do List English proverb What can be done at anytime is never done at all. Perfectionism can be a sign of procrastination The job will never be ready because it will never be perfect. Instead Do a job well, with excellence, not with perfection. 17Leadership & Management 18. Leadership skills and marketing Leadership level - the purpose of marketing is still to focus on the bigger picture This may include: Financial constraints, Return on Investment Overall strategy - What is the purpose of your organisation SAYING NO! Steve Jobs, President of Apple said innovation was not coming up with ideas but knowing which ideas to say no to! 18Leadership & Management 19. Dialogue What does good marketing look like? 19Leadership & Management 20. Dialogue on Good Marketing What does good marketing look like? Think of a time when you have responded positively to a form of marketing Describe the example you have thought of What were your Thoughts Actions Feelings at the time Identify the common themes seem to be running through your groups examples? 20Leadership & Management 21. Marketing Management and Team Level 21 Thinking beyond your own role Knowing and understanding your audience Things to consider when marketing gender, stakeholders, age, inclusion Identifying what tool is appropriate Leadership & Management 22. How does your organisation sell the social aspects of the business 22 Suppliers Employees Active involvement in local community Impact on environment including social environment Leadership & Management 23. Managing 23 What do managers do? Manage the interface between the leader/trustees etc and staff and stakeholders Delegate, monitor and evaluate tasks Communication skills for managers Staff appraisals including giving feedback Training and development Self awareness and reflection Under performance Coaching and mentoring Leadership & Management 24. Task on Communication How does your organisation communicate - internally to staff - externally to stakeholders/community - funding bodies How does the above link to marketing? 24 25. Active Listening Skills 25 TASK Think of a example that you can share with a colleague of a time when you felt really listened to. What was special about it, if you can describe your thoughts, actions and feelings at the time. What did the person listening to you do? Leadership & Management 26. Active Listening Skills 26 Engaged with the individual Listening with whole body approach Watching the body language of the speaker Responding appropriately to let the speaker know you are listening Displaying empathy Non judgemental Leadership & Management 27. Task on Communication 27 How does your organisation communicate internally to staff externally to stakeholders/community funding bodies How does the above link to marketing? Leadership & Management 28. Managing Staff Giving difficult feedback The best time to offer constructive feedback is right after there has been a mistake/issue/problem or if you have witnessed an incident that could have been handled in a different way. The member of staff may still be affected by the incident. Quite often a member of staff knows when a situation has not gone well. However this can also mean that the member of staff is quite defensive. In order to support both yourself and the member of staff through this process, it is essential that you give feedback related to this specific incident and not to other instances that may have also occurred that have been similar. It should not be seen as recrimination for past behaviour. Approach Attitude: This should be seen as an excellent opportunity to teach, coach or mentor. Preparation: Prepare a short, simple explanation in advance so that you are as clear and concise in explaining the situation and offering suggestions for improvement*. Timing: While the best time to learn is soon after a mistake , its possible that waiting until the next day could create a more positive attitude and ease acceptance of suggestions put forward. Behaviour: Be calm, friendly but professional, supportive and compassionate. Assume the role of a teacher, mentor not a critic. * Make sure prior to giving your suggestions you allow the individual the opportunity to say what/how they should/would behave if the situation were to arise again. It is far more effective if the suggestions come from the member of staff , from their own self reflection. 28Leadership & Management 29. Cultural differences 29 Giving positive feedback and incentives is important for managers however reward practices can vary across cultures. In Japan for example exceptional performance is regarded as part of an employees commitment In the U.K. we are now increasingly following the U.S.A. model of reward systems Bonus payments may be given Task in pairs: How do people in your organisation respond to your reward system? Do you take into account cultural differences and expectations? Leadership & Management 30. Networking Why do it? To what purpose. How it fits in to your organisational plan - marketing - projects and partnerships - what competitors are doing - funding opportunities 30 31. Task What network opportunities are coming up in the borough? Whole group Think about an aspect of your organisational role where you need more support this might be marketing (getting info on your projects out there) people (need specific skill set or volunteers, workers) funding opportunities Create a pitch! 1. Short intro who your are 2. Connect - bonding, interest 3. Pitch share what you are looking for 4. Let them pitch to you 5. See if you can be of any help to one another, n.b. This might not be direct help it might be to point out that someone else in the room may be able to help them 6. Created relationship future, have a concrete example for them to remember you 7. Finally Its nice to help! 31 32. Difficult Situations Body language Language You / I Underperformance managing staff, setting targets, Incentives Managing competing relationships, more than one boss! 32 33. Forum Theatre Scenario 1 - Pulled in two directions! The CEO has asked you to complete a task for the management committee meeting. When your immediate boss comes up to you and tells you they need an outline report for a meeting they are having this afternoon. You: Im working on the evaluations for Angela Marcia: Well you need to leave that. I need you to do this report for me right away. Where does this leave you = no win situation. How can you handle this? 33 34. Forum Theatre Scenario 1 Possible responses:- I dont feel comfortable doing that, I would like you and Angela to discuss which one I should work on now. Im happy to do that but I wont have time to get the evaluations ready in time for the meeting. Whom can you suggest could complete this task for Angela? 34 35. 35 Angella Hodgson angella.hodgson@bhpassociates.com 07947 252 004 Kensington & Chelsea Social Council www.kcsc.org.uk Leadership & Management