EXECUTIVE STREAM

WORKSHOP

CULTURE & LEADERSHIP

Think outcomes conference 2017

Professor Norman Drummond CBE FRSEProfessor Kristy Muir, CSIDr Ali Walker, CSI

Sydney, 9-10 May 2017

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A IMS AND OBJECTIVES

This workshop:

• Explores building a culture and exercising leadership for achieving social purpose and

knowing and demonstrating whether outcomes are being achieved

Key Objectives are to:

• Understand the importance of leadership and culture in effective outcomes

measurement

• Learn some key themes regarding leadership

• Discuss challenges, enablers and solutions within your own organisations and how

leadership can be applied to help create an outcomes driven culture

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CHECK- IN

Who is in the room?

• Name and role

• 1-3 words to sum up how

you’re feeling coming into

the room

• 1-3 words to sum up what

you most want to get out

of this session

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AGENDA

• The importance of leadership and culture for outcomes measurement

• Activity 1: Organisational and structural challenges

– Where is your organisation exercising good leadership and culture regarding

focusing on or measuring outcomes?

– What’s holding us/ you/ your organisation back?

– Why are you stuck? What are some of the key barriers/ enablers?

• A new type of leadership

• Activity 2: Influencing outcomes by applying different leadership contexts and

cultures

– What leadership role could you play?

– What can be changes to influence culture in your organisation?

• Summary and next steps

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MEASUREMENT CULTURE

An organization with a performance culture focuses on doing what it does as well as it can and continually seeks to do even better.

Using social outcomes measurement systems, tools, methods and having staff with the right skills and capabilities is not enough to achieve change. The tools and skills must exist within a culture of measurement, performance and learning

(Marino, 2011).

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LEADERSHIP AND OUTCOMES

Technical skills are critical, but if we’re going to make progress we need to

tackle some of the leadership challenges regarding outcomes

Some key challenges

• Sticking to purpose

• Focusing on person-centred outcomes

• Complex problems and integrated systems need shared purpose &

measurement

• New technology platforms are needed to better understand and measure

change over time

• Outcomes based contracting & avoiding unintended consequences

• Developing a culture of failure, learning and improvement

• Investment in professional development

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ACTIVITY I

Let’s talk about your individual, organisational and structural challenges

• Take 2 mins to individually brainstorm on post-it notes

– What’s holding your organisation / society back from being driven by and

measuring outcomes?

• Discuss, decide on and state the top 2-3 priorities at your table (pick one

each for workshopping later)

– What are the top 2-3 issues? Consider: stuck points and whether these are

leadership challenges or technical fixes.

• Share with the group

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CONVENTIONAL IDEAS ABOUT LEADERSHIP LEADING FOR PURPOSE

Top down leadership based on the model of the ‘command and control’ leaders at the top of the hierarchy.

Leadership is shared by all participants in the organisation: there are different types of leadership e.g. a volunteer may exercise ‘frontlineleadership’ while a CEO may exercise systems leadership.

Information belongs to a few at the top. Information is shared by all.

Formal authority is ‘won’ by those who seek power: these people may or may not be suited for the role.

Formal authority is exercised by the right people for the job: this may change as the situation demands, with people stepping into ad hoc leadership roles.

Ability to influence others depends on popularity, likeability, networks, time in the system (experience) and perceived productivity.

All participants in the organization collaborate to achieve positive outcomes. Decision-makers are influenced by results and the new language of change: outcomes measurement often determines next steps.

The logics, mindsets and values of competition are dominant.

The logics, mindsets and values of cross-sectoral collaboration (intra- and interorganisational)prevail

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KEY LEADERSHIP ISSUES

• Leadership challenges have different modes: we need

to work out what mode a challenge falls into:

- Is this a systems challenge? (pp. 14-22)

- Is this an organisation challenge? (pp. 23-30)

- Is this a personal or interpersonal challenge?

(pp. 31-41).

• Finding the right mode will help to determine the

solution.

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SYSTEMS LEADERSHIP

A SYSTEMS CHALLENGE REQUIRES:

- Systems thinking: pp 14-16

- Systems and complexity leadership (cross-sectoral collaboration and

the Appreciative Inquiry Method): pp 16-21

• What is good and right within the system? What is flourishing?

• What is the shared purpose for members of the system in which you work?

Can you map the system in which you work?

»» Who are the players (people)?

»» What are the current changes coming from within the system or being

imposed?

»» What are some external influences?

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SHARED LEADERSHIP

• An organisational challenge requires:

- A ‘leaderful culture’ of shared leadership, distributed throughout the

organisation (pp 23-26)

- A clear vision, tactics and strategies for the organisation that is known

to all participants (pp 24-25)

- Clarity around roles, responsibility and accountability- often social

purpose orgs have a clear ‘why’ but not a clear ‘how’ (pp 24-26)

- Expectation management: we are not going to fix the problems today,

but here’s what we are going to do as an organisation today. (pp 24-26)

- Robust ethics: front page of newspaper, telling your loved ones, if

everyone did it, if someone did this to you… (pp 27-29)

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SELF-LEADERSHIP

• A personal challenge requires us to navigating the Self: pp 31-41 of The Navigator

• Norman’s 3 questions:

- Who am I?

- Why am I living and working in the way that I am?

- What might I yet become and do with my life?

Drummond, N. (2004) The Spirit of Success: How to Connect Your Heart to Your Head in Work and Life, London: Hodder & Stoughton, p. 1.

• RELATING

- Emotional intelligence, authenticity, ethics and supporting others

• REFLECTING

- Meta-cognition, mindfulness and meditation

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ACTIVITY 2

Influencing outcomes through leadership (workshopping case studies)

In groups, answer the following questions about your challenge:

– What mode is my challenge located in (systems, organisation or self)?

– What type of leadership is needed?

– Who could I partner with?

– Where might people, the organisation, the system be stuck?

– What else could be going on? What are the elephants in the room? What are we

missing?

– What actions could be taken next and by who?

Share with the group

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CREATING AN OUTCOMES DRIVEN CULTURE

• Clarity and articulation of purpose, vision and principles: What is guiding your organisation or program?

• Working together towards the same objective

– Is everyone united on purpose?

– How can this be done at an organisation, collaborative, sector level (across an area, issue, community or industry)?

• Clarity of expectations

• People: recruiting, developing and retaining the right people

• Walking the talk: listening, communicating & engaging with staff, funders, partners, clients and beneficiaries around outcomes

• Transparency & reporting of data & results

• Systems for feedback and development

– Sector, organisation and individual level

– Sharing successes and failures

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WRAP-UP, CHECK-OUT

What are you leaving the room with?

Reflection questions

• What’s one think you learnt that you didn’t know

before?

• What’s one thing you’ll do differently in the future?

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Professor Kristy Muir

CEO CSI

Suite 16.01, Level 16, 6 O’Connell St, Sydney NSW 2000

E k.muir@unsw.edu.au @CSIsocialimpact WWW.CSI.EDU.AU

Dr Ali Walker

Research Officer CSI

Suite 16.01, Level 16, 6 O’Connell St, Sydney NSW 2000

E a.walker@unsw.edu.au @CSIsocialimpact WWW.CSI.EDU.AU

Professor Norman Drummond

WWW.DRUMMONDINTERNATIONAL.COM

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