Leadership Development

Martin BarnesThe Leadership Foundation for

Higher Education

www.lfhe.ac.uk020 7841 2816

Developing the Workforce

“Did curiosity really kill the cat?”

JISC

Information Skills Consultation Workshop

Higher Education Leadership Labyrinth

Widening Access Increased Accountability

Knowledge Transfer Brand Management Diversifying Income Streams Governance

Risk Management Sustainability

GlobalisationFundraising

Improving Research Rankings Succession Planning

Leadership Characteristics Diversity

Learning from BenchmarkingCollaboration/Partnership

InspirationStrategic Leadership

TransformationDevolved/Enabled

Followership Managing ‘Super-stars’ personal humility and professional will

Strategic Leadership Context (Drivers for change)

• Continuing expansion of student numbers (UK and worldwide)• Widening participation• The HR agenda• ICT and eLearning strategies• Resources and Estates development• Governance• Sustainability and Corporate Social Responsibility• Funding• Marketing• Competition in UK• Enhancing the student experience• Management of Research• Internationalisation• Business, Regional and Community interactions

LF Leadership DevelopmentOptions for Intervention

• Developing individual leaders at all levels– open programmes– coaching, mentoring, etc– key skills– ‘governors’ development

• Institutional capacity building– Customised programmes– Benchmarking– Needs analysis - inc regional needs

• Networks and communities of learning– Alumni networks– Working with specific professional groups (eg AHUA/BUFDG/UPA/SCOPPOG/AUDE/SCONUL/UCISA etc)

– International links• Futures Lab / Research Championing leadership – conferences,

seminars

Flagship LF Projects www.lfhe.ac.uk

• Top Management Programme (Top team - DVC/Deputy Principal/PVC/Registrar)

• Senior and Strategic Leadership (new) (Deans/Directors)

• Preparing for Strategic Leadership (new)(Deans/Directors) • Heads of Department Programme (new) (Heads of Department)

• Middle and First Line Manager Programmes (new)

• Leadership Series and seminars• National Mentoring Scheme• Governance and Governor training• Equality and diversity projects• Change Academy• HR/Finance/Knowledge Directors - Leadership programmes• Research programme and LF Fellowships scheme• Publications – ‘In Practice’ and ‘Engage’• Leadership development needs analysis

Defining i-Skills

• The ability to identify, assess, retrieve, evaluate, adapt, organise and communicate information within an iterative context of review and reflection

Core leadership behaviours

• Developing and communicating vision• Setting direction• Modelling values• Inspiring colleagues and team members• Motivating, challenging, supporting• Promoting innovation• Being a pivotal change agent (“energy”)• Creating the freedom for others to lead

Giving purpose and direction – creating and communicating a vision of the future

Effective behaviour• Is clear what needs to be

achieved• Involves people in deciding

what has to be done• Communicates a compelling

view of the future• Sets clear short and long term

objectives• Creates practical and

achievable plans• Establishes standards of

behaviour which promote diversity

• Agrees clear responsibilities and objectives to deliver results

• Initiates change to make things happen

Ineffective behaviour• Looks to others to provide

direction• Takes an overly cautious

approach• Assumes people know what is

required of them without being told

• Loses sight of the big picture• Allows a culture which is

intolerant of diversity

Effective behaviour• Aware of own strengths,

weaknesses and motivations• Applies learning from own and

others’ experience• Builds productive relationships

with people across and outside the organisation

• Understands, values and incorporates different perspectives

• Seeks new or different ideas and opportunities to learn

• Readily shares ideas and information with others

• Encourages experimentation and tries innovative ways of working

Learning and improving – Drawing on experience and new ideas to improve results

Ineffective behaviour• Can’t see things from other

people’s perspective• Assumes at the outset

different perspectives need not be taken on board

• Does not listen• Sticks to outdated methods• Unwilling to be exposed to

risk or uncertainty

Connecting i-Skills with Leadership

• Leadership “big picture”__________ “using the magnifying glass”• Leadership ____________________ Management• Vision _________________________ Implementation• Creativity_______________________ Innovation

• Development of staff is key competence

Leadership

• Defines and communicates what to be achieved

• Supports empowered and enabled people in determining how to do it

• Utilises systematic processes for monitoring and reviewing progress

Critical enquiry

• What do we need to achieve• When do we need to achieve it by• Who else has done it• Where can I find out about it• Why did they do it the way they did• How might we benefit/use this information

5 Whys - Critical examination technique

New leadership competencies

• Client partnering• Collaborative influence• Embracing challenge• Earning trust• Enabling performance and growth• Passion for organisation’s future• Strategic risk-taking• Informed judgment• Thinking horizontally

Hay Group survey “excellent leadership role models” for IBM 2005

How do you form your “big picture”

• Where do you place yourself on the curiosity index?

• Are your sources of information and perspectives broad enough?

• Do you encourage curiosity amongst your co-workers?

“smart leaders don’t have all the answers – they just know where to find them.”

Summary

• “ What we sell, and what adds value to our clients, is the people who work here. It is all about talent. Talent has proven to be the most important asset for the success of our endeavour now and in the future. So developing talent requires the organisation to look seriously at how it discovers, assists and enables its current and future leaders”. Donna Riley IBM