Module 2 Resource Guide - updated post module
Contents Programme Modules 1 Recap from Module One 2 Re-Entry Questions 3 What is Coaching? 4 Notes 5 Coaching Practice 9 Notes 10 GROW Questions 12 Reflections 13Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Recap from Module One: Understanding Outstanding Leadership
Module Two: Coaching for Performance
Re-Entry Questions
What did you take from the first module?
What success have you had in applying that learning or moving along with your personal goals?
Thinking about the upcoming coaching practice this morning, do you have a couple of examples you can work with?
Module One: Coaching for Performance
What is coaching?
Module Two: Coaching for Performance
Notes
Module Two: Coaching for Performance
Notes
Module Two: Coaching for Performance
Notes
Module Two: Coaching for Performance
Notes
Coaching Practice
In threes: Coach Coachee Observer and timekeeper 10 minutes each (suggest 8 mins coaching & 2 mins feedback)Feedback:
What was good about what the coach did?
How could it be even better another time?
Module Two: Coaching for Performance
Coaching Practice
Notes
Module Two: Coaching for Performance
Coaching Practice
Notes
Module Two: Coaching for Performance
GROW Questions - Do not read ahead until told to do so in the module
GOAL:
- What is the aim of this discussion?
- What is it that you ultimately want to achieve?
- How will you know when you have achieved it?
- What might be a short-term goal along the way?
- When do you want to have achieved it by?
REALITY:
- What is happening right now?
- Who else is involved?
- How do you feel about the situation?
- What is the effect on other people?
- What have you tried so far?
- What happened as a result?
- What stopped you from doing more?
- What’s missing in this situation?
- What do you have that you’re not using?
- What’s really going on here?
OPTIONS:
- What options do you have?
- What else could you do
- What would you do if you had complete control?
- What would you do if you had more time, money, resources…?
- If you could only change one thing in this situation, what would it be?
- What have you tired when you’ve been in a similar situation in the past?
- What would an expert do in this situation?
- (Would you like a suggestion from me?)
- What are the pros and cons of each option?
WILL:
- So what are you going to do?
- How does that contribute to achieving your goal?
- When are you going to do it (be specific)?
- What might stop you from doing it?
- How will you avoid that from happening?
- What support do you need?
- How will you make sure that you get it?
- On a 1-10 scale, how willing are you to take this action?
Module Two: Coaching for Performance
Reflections
What have you learned about the coaching process?
What have you learned about yourself?
How can you integrate coaching into your day-to-day role?
What actions have you got for yourself from this morning?
Module 2: Coaching for Performance
Further Reading
None of these are essential for your participation in the programme, but are offered if you’d like to broaden your exploration of the subject. We’ll add to the list as we go through the year.From Module Two:
Effective Modern Coaching, Myles Downey (or the original, Effective Coaching) The Solutions Focus, Paul Z Jackson and Mark McKergow The Inner Game of Tennis, Tim Gallwey The Quiet Leader, David Rock Time to Think, Nancy Kline (plus her new one that we haven’t read yet: The Promise that Changes Everything: I won’t interrupt you)In preparation for Module Three
The 7 Habits of Highly Effective People, Steven Covey (especially ‘begin with the end in mind’)Module 2 Resource Guide
Contents Programme Modules 1 Recap from Module One 2 Re-Entry Questions 3 What is Coaching? 4 Notes 5 Coaching Practice 9 Notes 10 GROW Questions 12 Reflections 13Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Recap from Module One: Understanding Outstanding Leadership
Module Two: Coaching for Performance
Re-Entry Questions
What did you take from the first module?
What success have you had in applying that learning or moving along with your personal goals?
Thinking about the upcoming coaching practice this morning, do you have a couple of examples you can work with?
Module One: Coaching for Performance
What is coaching?
Module Two: Coaching for Performance
Notes
Module Two: Coaching for Performance
Notes
Module Two: Coaching for Performance
Notes
Module Two: Coaching for Performance
Notes
Coaching Practice
In threes: Coach Coachee Observer and timekeeper 10 minutes each (suggest 8 mins coaching & 2 mins feedback)Feedback:
What was good about what the coach did?
How could it be even better another time?
Module Two: Coaching for Performance
Coaching Practice
Notes
Module Two: Coaching for Performance
Coaching Practice
Notes
Module Two: Coaching for Performance
GROW Questions - Do not read ahead until told to do so in the module
GOAL:
- What is the aim of this discussion?
- What is it that you ultimately want to achieve?
- How will you know when you have achieved it?
- What might be a short-term goal along the way?
- When do you want to have achieved it by?
REALITY:
- What is happening right now?
- Who else is involved?
- How do you feel about the situation?
- What is the effect on other people?
- What have you tried so far?
- What happened as a result?
- What stopped you from doing more?
- What’s missing in this situation?
- What do you have that you’re not using?
- What’s really going on here?
OPTIONS:
- What options do you have?
- What else could you do
- What would you do if you had complete control?
- What would you do if you had more time, money, resources…?
- If you could only change one thing in this situation, what would it be?
- What have you tired when you’ve been in a similar situation in the past?
- What would an expert do in this situation?
- (Would you like a suggestion from me?)
- What are the pros and cons of each option?
WILL:
- So what are you going to do?
- How does that contribute to achieving your goal?
- When are you going to do it (be specific)?
- What might stop you from doing it?
- How will you avoid that from happening?
- What support do you need?
- How will you make sure that you get it?
- On a 1-10 scale, how willing are you to take this action?
Module Two: Coaching for Performance
Reflections
What have you learned about the coaching process?
What have you learned about yourself?
How can you integrate coaching into your day-to-day role?
What actions have you got for yourself from this morning?
Module 3 Resource Guide - Post Session
Contents Programme Modules 1 Recentry Questions 2 3 Breakout Group Questions Collaboration - Why is it so elusive?5 Successful collaboration in your Organisation ReflectionsOutstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Three: Vision and Values
Re-Entry Questions
Have you been able to practice your coaching skills?
If Yes: If No:What opportunities do you have to practice in the future?
Module Three: Vision & Values
Module Three: Vision & Values
Breakout Groups:
How will you know if you are living your vision and values in your organisation?
What will be happening that is the absolute embodiment of this?What real examples can you see at present which demonstrate this?
Module Three: Vision & Values
Collaboration – Why is it so elusive?
Module Three: Vision & Values
Collaboration in your Organisation……
What instance have you seen of successful collaboration – what enabled that?
What are the blockers to more collaboration?
How do your vision and values serve you in working collaboratively, and how might they help further?
What hints and tips would you share with colleagues from your own experience?
Module Three: Vision & Values
Reflection
What are your main takeaways from this morning’s conversations?
As 2020 draws towards a close, what are you most pleased about in terms of how you showed up as a leader this year?
Thinking back to module one, when we asked you to think about, ‘what kind of leader you aspire to be’ – what’s the next step that will move you closer to that?
If you have some free time over the next few weeks, what do you plan to do to allow yourself to recharge in whatever way feels important to you?
Module 3: Vision and Values
References
Books
The Speed of Trust, Stephen M Covey Giving Voice to Values, Mary C. Gentile Dare to Lead, Brené BrownTalks
Simon Sinek – Start with Why – start with the inside out http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.htmlSimon Sinek - “First why and then trust” - The Split: when stress goes up and passion goes down
https://www.youtube.com/watch?v=4VdO7LuoBzMSimon Sinek’s Top 10 Rules For Success
https://www.youtube.com/watch?v=nJxQ2kUGJkA Simon Sinek: Why good leaders make you feel safe https://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe#t-131679Other
Sigmoid Curve, Charles Handy Values: Definition and Behaviour (honouring and violating behaviour) Please find both of these documents in the OSL Shared folder.Module 3 Resource Guide
Contents Programme Modules 1 Recentry Questions 2 3 Breakout Group Questions Collaboration - Why is it so elusive?5 Successful collaboration in your Organisation ReflectionsOutstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Three: Vision and Values
Re-Entry Questions
Have you been able to practice your coaching skills?
If Yes: If No:What opportunities do you have to practice in the future?
Module Three: Vision & Values
Module Three: Vision & Values
Breakout Groups:
How will you know if you are living your vision and values in your organisation?
What will be happening that is the absolute embodiment of this?What real examples can you see at present which demonstrate this?
Module Three: Vision & Values
Collaboration – Why is it so elusive?
Module Three: Vision & Values
Collaboration in your Organisation……
What instance have you seen of successful collaboration – what enabled that?
What are the blockers to more collaboration?
How do your vision and values serve you in working collaboratively, and how might they help further?
What hints and tips would you share with colleagues from your own experience?
Module Three: Vision & Values
Reflection
What are your main takeaways from this morning’s conversations?
As 2020 draws towards a close, what are you most pleased about in terms of how you showed up as a leader this year?
Thinking back to module one, when we asked you to think about, ‘what kind of leader you aspire to be’ – what’s the next step that will move you closer to that?
If you have some free time over the next few weeks, what do you plan to do to allow yourself to recharge in whatever way feels important to you?
Module 1 Resource Guide - updated post module
Contents Welcome 1 Reflection Questions 1 Programme Modules 3 Module One: Understanding Outstanding Leadership 4 Reflections 10Welcome to Outstanding Leadership
We’re happy to welcome you to the Outstanding Leadership programme for 2020-21. We look forward to getting to know you and to working with you. This document has been prepared for you to have to hand during the modules and we’ll add to it through the programme. Other than this page, there’s nothing for you to do before the first module, so don’t worry about reading ahead.Reflection Questions
These are the reflection questions that were in your Welcome Pack.How would you describe yourself in terms of your leadership?
What are you hoping to gain by taking part in the Outstanding Leadership Programme?
What do you need to have in place to ensure that you get the most out of the experience?
What current leadership challenges are you facing and how might your participation in this programme help?
What are you most looking forward to about taking part in this work?
How are you feeling right now?
Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Reflections
What’s good about your leadership?
How could it be even better?
Outstanding Leadership References – Module One
Further reading, videos, and podcasts
None of these are essential for your participation in the programme, but are offered if you’d like to broaden your exploration of the subject. We’ll add to the list as we go through the year.
From Module One:
*Dare to Lead, *Brené Brown *The Power of Vulnerability, *Brené Brown. Available on audible – a recording of a weekend workshop at which Brown draws on her early books, The Gifts of Imperfection, Daring Greatly and Rising Strong *The Happy Manifesto, *Henry Stewart The 7 Habits of Highly Effective People, Steven Covey *Why Should Anyone be Led by You, and Clever *both by Rob Goffe and Gareth Jones *Start with Why, *Simon SinekTEDTalks:
Brené Brown – Vulnerability https://www.ted.com/talks/brene_brown_on_vulnerability# https://www.ted.com/talks/brene_brown_listening_to_shame Simon Sinek – Start with Why – start with the inside out http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.htmlIn preparation for Module Two
Effective Modern Coaching, Myles Downey (or the original, Effective Coaching) The Solutions Focus, Paul Z Jackson and Mark McKergow *The Inner Game of Tennis, *Tim Gallwey *The Quiet Leader, *David Rock *Time to Think, *Nancy KlineModule 1 Resource Guide
Contents Welcome 1 Reflection Questions 1 Programme Modules 3 Module One: Understanding Outstanding Leadership 4 Reflections 10Welcome to Outstanding Leadership
We’re happy to welcome you to the Outstanding Leadership programme for 2020-21. We look forward to getting to know you and to working with you. This document has been prepared for you to have to hand during the modules and we’ll add to it through the programme. Other than this page, there’s nothing for you to do before the first module, so don’t worry about reading ahead.Reflection Questions
These are the reflection questions that were in your Welcome Pack.How would you describe yourself in terms of your leadership?
What are you hoping to gain by taking part in the Outstanding Leadership Programme?
What do you need to have in place to ensure that you get the most out of the experience?
What current leadership challenges are you facing and how might your participation in this programme help?
What are you most looking forward to about taking part in this work?
How are you feeling right now?
Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Module One: Understanding Outstanding Leadership
Research Overview
Reflections
What’s good about your leadership?
How could it be even better?
Module 7 Resource Guide - Post Session
Contents Outstanding Leadership Modules 2020-21 1 Module Seven: Motivating Yourself and Others 2 What Motivates You? 2 Motivation Diamond 4 Strokes 6 Behavioural Drivers 7 Reflection Questions 8Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Seven: Motivating Yourself and Others
What Motivates You?
What gets you out of bed in the morning and doing the job that you do rather than something else? **What makes you full of joy? ** **What **spurs you into action? **What **would you be prepared to ‘fight to the end’ for? What sort of feedback do you find most useful? How do you like to be rewarded? Module Seven**: **Motivating Yourself and OthersMotivation Diamond
Module Seven**: **Motivating Yourself and Others Motivation Diamond What do you notice about your patterns? What can you do to maintain this, if it’s a fit? What can you do to move your patterns closer together? What else might be at play here? Time? Compensations? Module Seven**: **Motivating Yourself and OthersStrokes
What do you know about the people in your team in terms of their stroke economy, currency and balance? What might you do differently as a result? **Module Seven: **Motivating Yourself and OthersBehavioural Drivers
**Module Seven: **Motivating Yourself and OthersReflection Questions
What’s** been particularly useful or interesting to you this morning?** **What might you use with your team members? ** **What **action(s) have you identified for yourself? **Module Seven: **Motivating Yourself and OthersReferences for further reading
Please see the below list of references which Maggie and Simon have provided for further reading should you like to learn more about the topic. Books Good to Great, Jim Collins Materials** available in the ** Behavioural Drivers handout Work Styles handout Work Style Questionnaire| Be Perfect | Try Hard | Hurry Up | Be Strong | Please Others |
Module 7 Resource Guide
Contents Outstanding Leadership Modules 2020-21 1 Module Seven: Motivating Yourself and Others 2 What Motivates You? 2 Motivation Diamond 4 Strokes 6 Behavioural Drivers 7 Reflection Questions 8Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Seven: Motivating Yourself and Others
What Motivates You?
What gets you out of bed in the morning and doing the job that you do rather than something else? **What makes you full of joy? ** **What **spurs you into action? **What **would you be prepared to ‘fight to the end’ for? **What **sort of feedback do you find most useful? How do you like to be rewarded? Module Seven**: **Motivating Yourself and OthersMotivation Diamond
Module Seven**: **Motivating Yourself and Others Motivation Diamond **What **do you notice about your patterns? **What **can you do to maintain this, if it’s a fit? What can you do to move your patterns closer together? **What **else might be at play here? Time? Compensations? Module Seven**: **Motivating Yourself and OthersStrokes
What do you know about the people in your team in terms of their stroke economy, currency and balance? What might you do differently as a result? **Module Seven: **Motivating Yourself and OthersBehavioural Drivers
**Module Seven: **Motivating Yourself and OthersReflection Questions
What**’s**** been particularly useful or interesting to you this morning?** **What might you use with your team members? ** **What **action(s) have you identified for yourself?| Be Perfect | Try Hard | Hurry Up | Be Strong | Please Others |
Work Style Questionnaire
WORK STYLE QUESTIONNAIRE
UNDERSTANDING OUR WORKSTYLES
A further way of looking at behaviour in individuals and groups is to consider the 5 workstyles that we all have. Learnt early in life in response to the need to ‘get it right’ for our parents and other ‘role models’, to be OK in other words, they can be very useful to us now as adults in the way we work in teams and on our own. However, they can be over done. Each of us will have preferences among the five and these preferences are likely to show under pressure. In extreme cases these preferences can be the source of stress at work, literally driven behaviour. An awareness of ours and others driver behaviour can be very useful. The five styles are; Hurry – Up Be Perfect Please People Try Hard Be Strong They are very graphic labels and each can be understood by adding the phrase “I’m OK as long as I…..”. Each is underpinned by a myth from childhood such as in hurry-up where I am only OK as long as I do everything as fast as I can. ‘Hurry-ups’ are likely to have been encouraged as children to finish and do things quickly – such as eat, wash and get dressed. We may well have run everywhere, always crammed in lots of tasks and activities. The result is that as adults we now do everything as fast as we can including things like driving. Our behaviour is marked by impatience. As such we can be poor listeners often interrupting or finishing others sentences. We think quickly and are heavily goal oriented. Oh, and we HATE queuing! As you can see some of these behaviours are likely to be more useful than others depending upon our roles and responsibilities. WORKSTYLE QUESTIONNAIRE Complete the following questionnaire, marking how much you agree with each statement.Scoring
Insert the scores for each question into the score sheet below. Sum up each column and enter the total score for each Workstyle in the boxes. Hurry Up Be Perfect Please People Try Hard Be Strong BE STRONG Myth: I can cope Showing any form of weakness means I’m not OK, I mustn’t show it. Symptoms: Distant, aloof Unemotional, detached Productive Behaviours: Calm under pressure Firm but fair Strong sense of duty Work at unpleasant tasks Perception of Others: Reliable, trustworthy, rock solid Unproductive Behaviours: Delegation is a sign of weakness Working long hours Unemotional when the situation demands an emotional response Lacking empathy Perception of Others: Martyrdom, distant, unapproachable Stressors: Forced to talk or expose feelings Being vulnerable Being close to others, soft and fluffy team building events Antidote: It is OK to ask for help Are your work levels realistic? New task? Check you’ve asked for enough resource and set realistic targets BE PERFECT Myth: Everything exactly right first time, every time Rewarded for getting it done right Symptoms: Deliberate speech, use jargon, “Obviously, actually, there’s something missing” Immaculate clothes Everything needing to be just so before we start Getting into the detail Productive Behaviours: Organisational skills Completer finisher, with an eye for detail Plan ahead “What if …”, risk planning Accurate Logical, concerned with ‘how’ Perception of Others: Structured, organised, detailed, exact, reliable, trustworthy Unproductive Behaviours: May not meet deadlines Overly critical of self and others Won’t delegate Use jargon Complexity and over question Perception of Others: Slow, risk averse Stressors: Own and others perceived carelessness, mistakes Loss of control, certainty or structure Can really struggle in times of high change and ambiguity Antidote: Prioritise Learn to use mistakes as a source of learning It doesn’t have to perfect before you start – take a risk Be sure you ask for and understand the appropriate quality of a job PLEASE PEOPLE Myth: Please others, often without asking or being asked I have to get it right for you, by doing the right thing (which I have to guess) Symptoms: Lots of smiling, good eye contact, head nodding when listening “I mean …”, “You know,” Get very anxious when conflict and anger appear in meetings Concerned about others opinions Productive Behaviours: Flexible Adaptable Concerned for others, Team workers Intuitive, particularly to others feelings Good, emphatic listeners Perception of Others: Willing, likeable, friendly, considerate, empathetic Unproductive Behaviours: Find it difficult to confront Can’t say “no” and take on too much Will guess rather than ask Tendency to do for others what they are capable of doing for themselves Perception of Others: May appear manipulative, insincere, indirect or condescending Stressors: If I disagree with you, you may not like me If my help is rejected I feel misunderstood “I am responsible for how you feel” Being ignored, criticised or blamed Antidote: Learn to confront constructively Learn to say “no” Learn to accept feedback that is constructive **HURRY UP ** Myth: Everything must be done as quickly as possible I get rewarded for finishing things quickly Symptoms: Rushing everywhere, driving fast Over filled diary – at work and at home Speaking quickly, interrupting others, Writing fast but sometimes not fast enough to keep up with your thinking Hate queuing, waiting, lying on the beach doing nothing Productive Behaviours: Efficiency Respond well to deadlines Get lots done Quick thinking Perception of Others: Lively, energetic, dynamic, adventurous Unproductive Behaviours: Mistakes, carelessness Interrupt others Perception of others: May appear insensitive, impatient Stressors: Having time to think Nothing to do “I’ll never get it all done” “I must not be long (belong)” Antidote: Plan sufficient time Plan work in stages Learn and practise good listening skills Learn to relax and be alone TRY HARD Myth: It’s the effort that counts I must try hard (not necessarily to get a result), see how hard I tried Symptoms: “I’ll try and do that”, “That’s interesting…” “Here’s something new and exciting I’ve found” Volunteering Lots of questions, some off at a tangent A trail of unfinished jobs Productive Behaviours: Persistence Enthusiasm Innovative, creative Very hard worker, setting high goals Perception of Others: Passionate, motivated, enthusiastic, interested Unproductive Behaviours: Not finishing tasks and projects Abdicating rather than delegating Gets bored easily and has to move on If goals are not aligned with the teams can cause havoc by pursuing own agenda Perception of Others: Butterfly, faddish, fickle, no attention to the detail, superficial, dreamer Stressors: Being criticised for not caring “You’re not trying hard enough” Irresponsibility – self and others Fear of failure Antidote: Learn to finish and to recognise and celebrate your successes Stop volunteering Clarify goals and direction Stop trying and just do it!| Strongly Disagree | Disagree | Unsure | Agree | Strongly Agree | |
|---|---|---|---|---|---|
| 1. I usually pack a lot into my work schedule. | 1 | 2 | 3 | 4 | 5 |
| 2. Quality is my by-word. | 1 | 2 | 3 | 4 | 5 |
| 3. It is difficult to organise my workload owing to work I receive from others. | 1 | 2 | 3 | 4 | 5 |
| 4. When new projects come up, I am usually the first to volunteer. | 1 | 2 | 3 | 4 | 5 |
| 5. I believe in setting challenging targets for myself. | 1 | 2 | 3 | 4 | 5 |
| 6. I sometimes make mistakes through hurrying. | 1 | 2 | 3 | 4 | 5 |
| 7. I am often the one to spot flaws or weaknesses. | 1 | 2 | 3 | 4 | 5 |
| 8. I believe in promoting communication within the team or department. | 1 | 2 | 3 | 4 | 5 |
| 9. I like to see the whole picture of a forthcoming project. | 1 | 2 | 3 | 4 | 5 |
| 10. People may view me as being rather unemotional. | 1 | 2 | 3 | 4 | 5 |
| 11. Colleagues find it difficult to keep up with the pace I work at. | 1 | 2 | 3 | 4 | 5 |
| 12. It is never worth sacrificing quality for quantity. | 1 | 2 | 3 | 4 | 5 |
| 13. People say I am not very assertive. | 1 | 2 | 3 | 4 | 5 |
| 14. I tend to leave loose ends around from previous tasks and activities. | 1 | 2 | 3 | 4 | 5 |
| 15. I tend not to delegate as often as I personally do the work. | 1 | 2 | 3 | 4 | 5 |
| 16. I am usually the one to urge people to hurry up. | 1 | 2 | 3 | 4 | 5 |
| 17. Others come to me for critical reviews or proof reading. | 1 | 2 | 3 | 4 | 5 |
| 18. I am usually the first person people come to when they have a problem. | 1 | 2 | 3 | 4 | 5 |
| 19. I greatly enjoy thinking up new ideas. | 1 | 2 | 3 | 4 | 5 |
| 20. I tend to thrive when the heat is on. | 1 | 2 | 3 | 4 | 5 |
| 21. As long as the job is done quality is not the be all and end all. | 1 | 2 | 3 | 4 | 5 |
| 22. Delegation is difficult, as others tend not to produce satisfactory results. | 1 | 2 | 3 | 4 | 5 |
| 23. Team harmony is a priority for me. | 1 | 2 | 3 | 4 | 5 |
| 24. Others say I tend to go off at tangents. | 1 | 2 | 3 | 4 | 5 |
| 25. Keeping feelings under control is important for me. | 1 | 2 | 3 | 4 | 5 |
| 26. When listening to a speaker I urge them to get to the point. | 1 | 2 | 3 | 4 | 5 |
| 27. I would rather take my time than reduce attention to quality. | 1 | 2 | 3 | 4 | 5 |
| 28. I find it difficult to say no when people want something from me. | 1 | 2 | 3 | 4 | 5 |
| 29. I tend to ask many questions to find out all about an issue. | 1 | 2 | 3 | 4 | 5 |
| 30. Others view me as self-sufficient. | 1 | 2 | 3 | 4 | 5 |
| 31. Others say I speak too quickly. | 1 | 2 | 3 | 4 | 5 |
| 32. I pride myself as being careful with details. | 1 | 2 | 3 | 4 | 5 |
| 33. Others say I am a good listener. | 1 | 2 | 3 | 4 | 5 |
| 34. My interest in a task tends to wane once routine has set in. | 1 | 2 | 3 | 4 | 5 |
| 35. I enjoy working long hours. | 1 | 2 | 3 | 4 | 5 |
| 36. I tend to get impatient with people who take their time. | 1 | 2 | 3 | 4 | 5 |
| 37. Sometimes I find it difficult to stand back from the detail. | 1 | 2 | 3 | 4 | 5 |
| 38. I have difficulty in getting people to listen to me. | 1 | 2 | 3 | 4 | 5 |
| 39. Novel and original ideas really give me a buzz. | 1 | 2 | 3 | 4 | 5 |
| 40. I pride myself on being calm and rational at tines of pressure. | 1 | 2 | 3 | 4 | 5 |
| Q no | Score | Q no | Score | Q no | Score | Q no | Score | Q no | Score |
|---|---|---|---|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | |||||
| 6 | 7 | 8 | 9 | 10 | |||||
| 11 | 12 | 13 | 14 | 15 | |||||
| 16 | 17 | 18 | 19 | 20 | |||||
| 21 | 22 | 23 | 24 | 25 | |||||
| 26 | 27 | 28 | 29 | 30 | |||||
| 31 | 32 | 33 | 34 | 35 | |||||
| 36 | 37 | 38 | 39 | 40 | |||||
| Total | Total | Total | Total | Total |
Lencioni questionnaire - Team Assessment
Team Assessment Instructions Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and without over thinking your answers.3 = Usually, 2 = Sometimes, 1 = Rarely Scoring Combine the scores for the proceeding statements as indicated below: A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team. A score of 6 or 7 indicates that the dysfunction could be a problem. A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed. Regardless of your scores, it is important to keep in mind that every team needs constant work, because without it, even the best ones can deviate towards dysfunction.
| 1 | Team members are passionate and unguarded in their discussion of issues | 3 |
|---|---|---|
| 2 | Team members call out one another’s deficiencies or unproductive behaviours | 3 |
| 3 | Team members know what their peers are working on and how they contribute to the collective good of the team. | 3 |
| 4 | Team members quickly and genuinely apologise to one another when they say or do something inappropriate or possibly damaging to the team. | 3 |
| 5 | Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team. | 2 |
| 6 | Team members openly admit their weaknesses and mistakes. | 2 |
| 7 | Team meetings are compelling and not boring. | 2 |
| 8 | Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement. | 3 |
| 9 | Morale is significantly affected by the failure to achieve team goals. | 2 |
| 10 | During team meetings, the most important – and difficult – issues are put on the table to be resolved. | 3 |
| 11 | Team members are deeply concerned about the prospect of letting down their peers. | 3 |
| 12 | Team members know about one another’s personal lives and are comfortable discussing them. | 3 |
| 13 | Team members end discussions with clear and specific resolutions and calls to action. | 3 |
| 14 | Team members challenge one another about their plans and approaches. | 3 |
| 15 | Team members are slow to seek credit for their own contributions, but quick to point out those of others. | 2 |
Module 9 Resource Guide - Post-Session
Contents Outstanding Leadership Modules 2020-21 1 Module Nine: High Performing Teams 2 Reflection Questions 2 Stakeholder Analysis: Influence/ Interest Grid Actions 3 Stakeholder Analysis 4 Reflection Questions 5Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Nine: High Performing Teams
Reflection Questions
What have you made use of from the previous module on resilience and wellbeing? Any top tips and/or fuels to share that you’ve thought of since we were last together? What insights do you have to share from the Vital Friends exercises? **Module Nine: **High Performing TeamsStakeholder Analysis: Influence/ Interest Grid Actions
**Module Nine: **High Performing TeamsStakeholder Analysis
Actions within my control Desired state Current state Key stakeholders Me **Module Nine: **High Performing TeamsReflection Questions
What’s** been particularly useful or interesting to you this morning?** **What might you use with your team members? ** **What **action(s) have you identified for yourself? **Module Nine: **High Performing TeamsReferences for further reading
Please see the below list of references which Maggie and Simon have provided for further reading should you like to learn more about the topic. Book****s The Five Dysfunctions of a Team: A Leadership Fable, Patrick Lencioni Time to Think, Nancy Kline **Resources saved in the ** The Trust Continuum Team Assessment handout Stakeholder mapping toolModule 9 Resource Guide
Contents Outstanding Leadership Modules 2020-21 1 Module Nine: High Performing Teams 2 Reflection Questions 2 Stakeholder Analysis: Influence/ Interest Grid Actions 3 Stakeholder Analysis 4 Reflection Questions 5Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Nine: High Performing Teams
Reflection Questions
What have you made use of from the previous module on resilience and wellbeing? Any top tips and/or fuels to share that you’ve thought of since we were last together? What insights do you have to share from the Vital Friends exercises? **Module Nine: **High Performing TeamsStakeholder Analysis: Influence/ Interest Grid Actions
**Module Nine: **High Performing TeamsStakeholder Analysis
Actions within my control Desired state Current state Key stakeholders Me **Module Nine: **High Performing TeamsReflection Questions
What’s** been particularly useful or interesting to you this morning?** **What might you use with your team members? ** **What **action(s) have you identified for yourself?Trust Continuum
How do I trust? Trust Unconditionally Trust has to be earned I will trust you until such time as you* ** ** ** ** ** ** ** ** ** I will not trust you until you give me give me cause not to** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** cause to trust you* Where are you on this continuum? How does someone earn my trust? How does someone lose my trust? What are the consequences of losing my trust? Is it recoverable? How many strikes? My Questions to you: How may people are aware of your criteria for trusting others? What would be the effect of telling them? What would be the effect/benefit of asking them how they trust?Module 8 Resource Guide - Post Session
Contents Outstanding Leadership Modules 2020-21 1 Module Eight: Resilience 2 Reflection Questions 2 SSRI handout 3 Fuels and Drains 4 Focus your time and energy 5 Reflection Questions 7 References for further reading 8Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Eight: Resilience
Reflection Questions
**What **is resilience? How resilient are you generally? How resilient are you this week? **Module Eight: **ResilienceSSRI handout
**Module Eight: **ResilienceFuels and Drains
**Module Eight: **ResilienceFocus your time and energy
- What do I have no control over?
- Where/how am I using my energy ineffectively at the moment?
- What am I in control of?
- How effectively am I focussing my energy in those areas?
- What else could I take control of?
- How might I do that?
Reflection Questions
What’s** been particularly useful or interesting to you this morning?** **What might you use with your team members? ** **What **action(s) have you identified for yourself? **Module Eight: **ResilienceReferences for further reading
Please see the below list of references which Maggie and Simon have provided for further reading should you like to learn more about the topic. Book****s Positive Psychology for Overcoming Depression, Miriam Aktar The Four Pillar Plan, Dr Rangan Chatterjee The Stress Solution, Dr Rangan Chatterjee Thrive, Ariana Huffington The Sleep Revolution, Ariana Huffington The Boy, The Mole, The Fox and The Horse, Charlie Macksey Flourish, Martin Seligman Eat that Frog, Brian Tracy Headspace, Andy Puddicombe (Meditation app, book and Netflix programme) The Menopause Manual, Dr Louise Newson () Materials** available in the ** Grace under Fire, Karen Ellis SSRI handout Vital Friends handout Resilience Model Other** materials** – Chris Johnstone – Recommended episodes include those with Maria Sirois (author of Happiness in Dark Times), Martin Seligman and Daniel Goleman Stress response techniques Breathe in for 3 seconds, hold for 4 seconds, breathe out for 5 seconds Exhaling for longer than the inhale triggers the parasympathetic system in the body. 5 Things Technique 5 things you can see, 4 things you can touch, 3 things you can hear, 2 things you can smell and 1 thing you can taste. Maggie will collate some materials on menopause but, in the meantime, she would recommend Dr Louise Newson’s book and website, which are listed in the resources above. They revolve around symptoms and management. Maggie’s resources, when they are compiled, will focus on the workplace and leadership. | Strategies| Practical things we do | |
|---|---|
| Strengths | |
| Qualities we drawn upon from inside ourselves | |
| Resources | |
| Where we go for support, guidance, nourishment or inspiration | |
| Insights | |
| Ideas or perspectives we find useful |
| Fuels | Drains |
|---|---|
| Type of Friendship | Vital Friend’s Name | How they fulfil this role |
|---|---|---|
| Builder | ||
| A great motivator, a catalyst. They invest time in helping you develop, they don’t compete with you. | ||
| Champion | ||
| An advocate, a personal promoter. They sing your praises even when you’re not around. | ||
| Collaborator | ||
| Relates to your passions. They have similar interests & ambitions in work & life. | ||
| Companion | ||
| Always there for you in good & bad times | ||
| Connector | ||
| Helps you get what you want eg by introducing you to others | ||
| Energiser | ||
| A ‘fun’ friend who always gives you a boost, helps you relax or get out of a rut. | ||
| Mind-opener | ||
| Expands your horizons and encourages you to embrace new ideas and opportunities | ||
| Navigator | ||
| Guides & advises, keeps you heading in the right direction |
Module 8 Resource Guide
@~ Contents Outstanding Leadership Modules 2020-21 1 Module Eight: Resilience 2 Reflection Questions 2 SSRI handout 3 Fuels and Drains 4 Focus your time and energy 5 Reflection Questions 7Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Eight: Resilience
Reflection Questions
**What **is resilience? How resilient are you generally? How resilient are you this week? **Module Eight: **ResilienceSSRI handout
**Module Eight: **ResilienceFuels and Drains
**Module Eight: **ResilienceFocus your time and energy
- What do I have no control over?
- Where/how am I using my energy ineffectively at the moment?
- What am I in control of?
- How effectively am I focussing my energy in those areas?
- What else could I take control of?
- How might I do that?
Reflection Questions
What’s** been particularly useful or interesting to you this morning?** **What might you use with your team members? ** **What **action(s) have you identified for yourself? | Strategies Practical things we do | sharing with others, permission to cancel meetings to make space, go for a walk outside, block out time | | --- | --- | | Strengths Qualities we drawn upon from inside ourselves | able to cope with multiple things, calmness, narrow down the number of decisions you have to make (“these things, I can’t do anything about”) | | Resources Where we go for support, guidance, nourishment or inspiration | network of people around you | | Insights Ideas or perspectives we find useful | || Fuels | Drains |
|---|---|
| Type of Friendship | Vital Friend’s Name | How they fulfil this role |
|---|---|---|
| Builder | ||
| A great motivator, a catalyst. They invest time in helping you develop, they don’t compete with you. | ||
| Champion | ||
| An advocate, a personal promoter. They sing your praises even when you’re not around. | ||
| Collaborator | ||
| Relates to your passions. They have similar interests & ambitions in work & life. | ||
| Companion | ||
| Always there for you in good & bad times | ||
| Connector | ||
| Helps you get what you want eg by introducing you to others | ||
| Energiser | ||
| A ‘fun’ friend who always gives you a boost, helps you relax or get out of a rut. | ||
| Mind-opener | ||
| Expands your horizons and encourages you to embrace new ideas and opportunities | ||
| Navigator | ||
| Guides & advises, keeps you heading in the right direction |
SSRI - handout
| Strategies| Practical things we do | |
|---|---|
| Strengths | |
| Qualities we drawn upon from inside ourselves | |
| Resources | |
| Where we go for support, guidance, nourishment or inspiration | |
| Insights | |
| Ideas or perspectives we find useful |
Vital friends - handout
Vital Friends| Type of Friendship | Vital Friend’s Name | How they fulfil this role |
|---|---|---|
| Builder | ||
| A great motivator, a catalyst. They invest time in helping you develop, they don’t compete with you. | ||
| Champion | ||
| An advocate, a personal promoter. They sing your praises even when you’re not around. | ||
| Collaborator | ||
| Relates to your passions. They have similar interests & ambitions in work & life. | ||
| Companion | ||
| Always there for you in good & bad times | ||
| Connector | ||
| Helps you get what you want eg by introducing you to others | ||
| Energiser | ||
| A ‘fun’ friend who always gives you a boost, helps you relax or get out of a rut. | ||
| Mind-opener | ||
| Expands your horizons and encourages you to embrace new ideas and opportunities | ||
| Navigator | ||
| Guides & advises, keeps you heading in the right direction |
Module 6 Resource Guide - Post Session
Contents Outstanding Leadership Modules 2020-21 1 Module Six: Culture 2 Re-Entry Questions 2 The Culture Web 3 Some questions to consider 4 Leadership Style 6 Final Reflection 8 References for further reading 9Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Six: Culture
Re-Entry Questions
What stood out for you in the Communication module? **What have you already made use of? ** What tips could you share with others? What reflections do you have around ‘signature presence’? **Module Six: **CultureThe Culture Web
**Module Six: **CultureSome questions to consider
**Stories ** What stories do people currently tell about the organisation? What do employees think of when they think of the history of the organisation? What heroes, villains, characters appear in such stories? How do our users/customers/partners/competitors talk about us - what stories do they tell? What do all of these stories say about what the organisation believes and values? What stories do people tell new people who join the organisation? **Rituals and Routines ** What activities or patterns are repeated regularly in the organisation? What do employees expect - what would be strongly missed if it was changed or removed? What can our users/customers/partners/competitors expect from their interactions with us? When a new problem emerges, what ‘rules’ (written or unwritten) do people apply to solve it? What core beliefs and values do these rituals and routines reflect? What behaviours do these rituals and routines encourage? **Symbols ** What jargon or organisation-specific language gets used? How is ‘status’ acknowledged? What is the dress code, and how does it vary by area, job role etc? What image do we portray to the outside world? What value is placed on the physical condition of the office/workplace? **Organisational Structure ** How would you describe the structure(s):- Flat v hierarchical?
- Formal v informal?
- Social v procedural? Where are the recognised lines of authority? How do informal lines of authority work? Which departments/divisions carry most ‘weight’?
- Who has the most power and influence within the organisation?
- Who makes or influences decisions?
- How is power exercised and maintained?
- What do the powerful people and groups believe in and champion?
- Where/how is power abused?
- What processes or procedures are in place for control?
- Which controls are strong, which are weak or ineffective?
- What gets reported/measured in order to keep control of operations, finance etc?
- How strong is the influence of ‘the centre’?
- How do employees get rewarded for good work or penalised for poor work?
Leadership Style
Of the six styles, which is your preferred style and why**?** Which is your least used style**?** Which is the style most required of you by the culture in your organisation**?** Which is the style you’d most like to develop and how might you make a start on that? **Module Six: **CultureFinal Reflection
We’ve covered a lot of ground this morning, in reflection complete any questions you didn’t get to and pull it together in overall reflection about what this means for you and your leadership and being a positive influence on your organisation’s culture. **Module Six: **CultureReferences for further reading
Please see the below list of references which Maggie and Simon have provided for further reading should you like to learn more about the topic. Books The Chimp Paradox, Professor Steve Peters **Articles available in the ** The Cultural Web: Aligning Your Organisation’s Culture With Strategy Leadership That Gets Results, Daniel Goleman Maggie and Simon would also recommend any of Goleman’s books on Emotional IntelligenceModule 6 Resource Guide
Contents Outstanding Leadership Modules 2020-21 1 Module Six: Culture 2 Re-Entry Questions 2 The Culture Web 3 Some questions to consider 4 Leadership Style 6 Final Reflection 8Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Six: Culture
Re-Entry Questions
What stood out for you in the Communication module? **What have you already made use of? ** What tips could you share with others? What reflections do you have around ‘signature presence’? **Module Six: **CultureThe Culture Web
**Module Six: **CultureSome questions to consider
**Stories ** What stories do people currently tell about the organisation? What do employees think of when they think of the history of the organisation? What heroes, villains, characters appear in such stories? How do our users/customers/partners/competitors talk about us - what stories do they tell? What do all of these stories say about what the organisation believes and values? What stories do people tell new people who join the organisation? **Rituals and Routines ** What activities or patterns are repeated regularly in the organisation? What do employees expect - what would be strongly missed if it was changed or removed? What can our users/customers/partners/competitors expect from their interactions with us? When a new problem emerges, what ‘rules’ (written or unwritten) do people apply to solve it? What core beliefs and values do these rituals and routines reflect? What behaviours do these rituals and routines encourage? **Symbols ** What jargon or organisation-specific language gets used? How is ‘status’ acknowledged? What is the dress code, and how does it vary by area, job role etc? What image do we portray to the outside world? What value is placed on the physical condition of the office/workplace? **Organisational Structure ** How would you describe the structure(s):- Flat v hierarchical?
- Formal v informal?
- Social v procedural? Where are the recognised lines of authority? How do informal lines of authority work? Which departments/divisions carry most ‘weight’?
- Who has the most power and influence within the organisation?
- Who makes or influences decisions?
- How is power exercised and maintained?
- What do the powerful people and groups believe in and champion?
- Where/how is power abused?
- What processes or procedures are in place for control?
- Which controls are strong, which are weak or ineffective?
- What gets reported/measured in order to keep control of operations, finance etc?
- How strong is the influence of ‘the centre’?
- How do employees get rewarded for good work or penalised for poor work?
Leadership Style
Of the six styles, which is your preferred style and why**?** Which is your least used style**?** Which is the style most required of you by the culture in your organisation**?** Which is the style you’d most like to develop and how might you make a start on that**?** **Module Six: **CultureFinal Reflection
We’ve covered a lot of ground this morning, in reflection complete any questions you didn’t get to and pull it together in overall reflection about what this means for you and your leadership and being a positive influence on your organisation’s culture.Module 5 Resource Guide
Contents Outstanding Leadership Modules 2020-21 1 Module Five: Communication 2 Re-Entry Questions 2 Dialogue and Listening Activity Reflection Questions 4 Four Channel Communication 5 Reflection Questions 7Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Five: Communication
Re-Entry Questions
Re-engaging with the programme What stood out for you in the Change module? **What have you already made use of? ** **Module Five: **Communication Thinking about this morning’s subject What have you adapted in how you communicate over the past year? What successes can you share with others? Any particular challenges? **Module Five: **CommunicationDialogue and Listening Activity Reflection Questions
**What **did you notice about your conversations? **What **did it feel like to attend? In what way is that different from your usual workplace conversations? **Module Five: **CommunicationFour Channel Communication
Which channels do you use in your communication? Are there any channels that are over-used or under-used**?** Where would you like to put greater focus**?** How good a job are you doing at ‘being the message’? **Module Five: **CommunicationReflection Questions
What**’s been particularly useful or interesting to you this morning?** **What **action(s) have you identified for yourself? How will you make sure these happen?Module 4 Resource Guide - Post Session
Contents Outstanding Leadership Modules 2020-21 1 Module Four: Leading Change 2 Re-Entry Questions 2 The Change Curve Activity 3 RSA Model 4 Reflection 5 If you have not been doing the reflection exercises so far … 6 References for further reading 7Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Four: Leading Change
Re-Entry Questions
**What are you building on from last year and the first half of the programme? ** In terms of your leadership**…** What do you want your personal leadership story for 2021 to be? How are you going to give yourself the best possibility of that becoming a reality? If it is helpful, you could think of this in terms of what you want to continue/start/stop. Module Four: Leading ChangeThe Change Curve Activity
How good a job are you doing leading people through change**?** What have you done so far that is particularly helpful? What might you do more of/less of/differently? God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference. Reinhold Niebuhr Module Four: Leading ChangeRSA Model
Start where you are. Use what you have. Do what you can. Arthur Ashe Module Four: Leading ChangeReflection
What’s be****en particularly useful or interesting to you this morning? What action(s) have you identified for yourself? How will you make sure these happen?If you have not been doing the reflection exercises so far …
What might you be missing out on? What’s stopping you? Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has. Margaret Mead Module Four: Leading ChangeReferences for further reading
Books Inspirational Leadership, Richard Olivier Feel the Fear and Do It Anyway, Susan Jeffers Why Should Anyone Be Led By You?**: What It Takes To Be An Authentic Leader, Gareth Jones and Rob Goffee Clever*: Leading Your Smartest, Most Creative People*, Gareth Jones and Rob Goffee Articles https://www.thersa.org/blog/2020/04/change-covid19-response **Materials available in the ** Sequencing States The Pause Framework References in preparation for Module 5: Communication Please note that these references are not compulsory. Rather they are optional reading should you wish to read around the subject. Books Informal Coalitions, Chris Rodgers Time to Think, Nancy KlineModule 4 Resource Guide
Contents Outstanding Leadership Modules 2020-21 1 Module Four: Leading Change 2 Re-Entry Questions 2 The Change Curve Activity 3 RSA Model 4 Reflection 5 If you have not been doing the reflection exercises so far … 6Outstanding Leadership Modules 2020-21
- Understanding Outstanding Leadership – Thursday 8th October 2020
- Coaching for Performance – Wednesday 11th November 2020
- Vision and Values – Wednesday 9th December 2020
- Leading Change – Tuesday 19th January 2021
- Communication – Thursday 11th February 2021
- Culture – Tuesday 16th March 2021
- Motivating Yourself and Others – Tuesday 20th April 2021
- Wellbeing and Resilience – Wednesday 12th May 2021
- High Performing Teams – Wednesday 16th June 2021
- Making an Impact and Sustaining Momentum – Thursday 8th July 2021
Module Four: Leading Change
Re-Entry Questions
**What are you building on from last year and the first half of the programme? ** In terms of your leadership**…** What do you want your personal leadership story for 2021 to be? How are you going to give yourself the best possibility of that becoming a reality? If it is helpful, you could think of this in terms of what you want to continue/start/stop. Module Four: Leading ChangeThe Change Curve Activity
How good a job are you doing leading people through change**?** What have you done so far that is particularly helpful? What might you do more of/less of/differently? God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference. Reinhold Niebuhr Module Four: Leading ChangeRSA Model
Start where you are. Use what you have. Do what you can. Arthur Ashe Module Four: Leading ChangeReflection
What’s** be****en particularly useful or interesting to you this morning?** What action(s) have you identified for yourself? How will you make sure these happen?If you have not been doing the reflection exercises so far …
What might you be missing out on? What’s** stopping you?** Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has. Margaret MeadSequencing States
Ian McDermott’s Sequencing States A state is your way of being at any given moment. It is an indication of the quality of how you are in the world. It will continuously vary. You will always be in some sort of state, though it is likely that you will not be consciously or continuously aware of what it is We can distinguish between our states and give them labels. They are just our way of describing a particular state – usually adjectives to describe their qualities: Tired, energised, curious, still etc. We can change our states, moving from one to another. If we are conscious of it we can decide to do something to maintain or change it. It is important to realise that we do have that control Your Baseline State Your baseline state refers to that state which feels familiar to you, in which you feel “at home”. It is the state you spend the greater part of your time in – your underlying state. It doesn’t have to be comfortable – it may be one of anxiety – not comfortable but just familiar Moving from state to state Whenever you wish to achieve an outcome, if there is a gap between where you are and where you want to be, the question arises: What can you do to move from the Present State (PS) to the Desired State (DS?) The answer to this is to reflect on the resources you need to make that shift – bringing the right resources to where they are needed: PS + R = DS Sequencing States A process of moving people through a felt experience – “A sequence of states”- Think about your Present State – where you are now
- Think about your Desired State – where you want to be
- Present State – where you are now
- Desired State – where you want to be
- “Halfway House” – what will the halfway point look like?
- Mid-Point – what will halfway between Halfway House and DS look like?
- Midpoint – what will halfway between PS and Halfway House look like?
Downloadable Resources
- [CASS Business School](/courses/assets/CASS Business School.zip)
ZIP - [OSL Welcome Pack 2020 21](/courses/assets/OSL Welcome Pack 2020-21.pdf)
PDF - [Zoom tips for participants](/courses/assets/Zoom tips for participants.pdf)
PDF - [Module 2 Coaching For Perfomance](/courses/assets/Module 2 - Coaching For Perfomance.pdf)
PDF - [Module 2 Saved Chat](/courses/assets/Module 2 Saved Chat.pdf)
PDF - [Charles Handy Second Curve ](/courses/assets/Charles Handy - Second Curve .jpg)
Image - [Module 3 Saved Chat](/courses/assets/Module 3 - Saved Chat.pdf)
PDF - [Module 3 Vision and Values Slides](/courses/assets/Module 3 - Vision and Values Slides.pdf)
PDF - [Sigmoid Curve Charles Handy](/courses/assets/Sigmoid Curve - Charles Handy.pdf)
PDF - [Values Definition and Behaviour](/courses/assets/Values - Definition and Behaviour.pdf)
PDF - [Module 1 Saved Chat](/courses/assets/Module 1 - Saved Chat.pdf)
PDF - [Module 1 slides Understanding Outstanding Leadership](/courses/assets/Module 1 slides - Understanding Outstanding Leadership.pdf)
PDF - [Recording of OSL Module one](/courses/assets/Recording of OSL Module one.pdf)
PDF - [Behavioural Drivers Handout](/courses/assets/Behavioural Drivers Handout.pdf)
PDF - [Module 7 Saved Chat](/courses/assets/Module 7 Saved Chat.pdf)
PDF - [Module 7 Slides Motivating Yourself and Others](/courses/assets/Module 7 Slides - Motivating Yourself and Others.pdf)
PDF - [Work Styles Handout](/courses/assets/Work Styles Handout.pdf)
PDF - [Module 9 slides High Performing Teams](/courses/assets/Module 9 slides - High Performing Teams.pdf)
PDF - [OSL module 9 Saved Chat](/courses/assets/OSL module 9 - Saved Chat.pdf)
PDF - [Outstanding Leadership High Performing Teams Jamboard](/courses/assets/Outstanding Leadership - High Performing Teams - Jamboard.pdf)
PDF - [stakeholder mapping](/courses/assets/stakeholder mapping.pdf)
PDF - [Coaching group sign ups](/courses/assets/Coaching group sign ups.xlsx)
Excel - [Participant Contact info](/courses/assets/Participant Contact info.xlsx)
Excel - [Grace Under Fire Karen Ellis Resilience](/courses/assets/Grace Under Fire - Karen Ellis - Resilience.pdf)
PDF - [Module 8 Resilience Slides](/courses/assets/Module 8 Resilience Slides.pdf)
PDF - [OSL module 8 Saved Chat](/courses/assets/OSL module 8 - Saved Chat.pdf)
PDF - Resilience
PDF - [Goleman Leadership that gets results](/courses/assets/Goleman-Leadership that gets results.pdf)
PDF - [Module 6 Saved Chat](/courses/assets/Module 6 Saved Chat.pdf)
PDF - [Slides Module 6 Culture](/courses/assets/Slides - Module 6 Culture.pdf)
PDF - [The Cultural Web](/courses/assets/The Cultural Web.pdf)
PDF - [Module 5 Communication Handout](/courses/assets/Module 5 Communication Handout.pdf)
PDF - [Module 5 Communication](/courses/assets/Module 5 Communication.pdf)
PDF - [OSL Module 5 Saved Chat](/courses/assets/OSL Module 5 - Saved Chat.pdf)
PDF - [Module 4 Saved Chat](/courses/assets/Module 4 - Saved Chat.pdf)
PDF - [OSL Module 4 Slides](/courses/assets/OSL Module 4 - Slides.pdf)
PDF - [Pause plus Questions and Choice December 2012](/courses/assets/Pause plus Questions and Choice - December 2012.doc)
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