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Leadership
Personal Perspective
Lessons Identified
at the
Military Operational
Planning Level
14 Feb 2012 CDO ENGLAND
Qualities of Leadership – Innate or Acquired
Leadership is such a powerful yet intangible property
that there have been an abundance of attempts to
define and quantify it.
We all recognise good and bad leaders, but
encapsulating its essence has proved elusive
14 Feb 2012 CDO ENGLAND
Military Leadership Quotes
14 Feb 2012 CDO ENGLAND
‘Leadership is the capacity and the
will to rally men and women to a
common purpose and the character
which will inspire confidence...but
must be based on a moral authority –
the truth’
Field Marshal Montgomery
Leadership is about the ability
to inspire, develop and reinforce
in ourselves and others the desire and ability to …..
‘Do the right thing on a difficult day,
when no one is watching’
ARTD – Training Manual
‘I would define it [leadership] as the
projection of personality. It is that
combination of persuasion, compulsion
and example that makes other people do
what you want them to do’
Field Marshal Slim
CHARACTER
• Values
• Empathy
• Ethos
• Discipline
PRESENCE
• Professional Bearing
• Confidence
• Resilience
INTELLECT
• Mental Agility
• Sound Judgment
• Innovation
• Interpersonal tact
• Expertise
LEADS
• Builds Trust
• Extends Influence
• Leads by example
• Communicates
DEVELOPS
• Prepares self
• Develops Others
• Fosters espirit de corps
• Stewards the Team
ACHIEVES
• Gets Results
COMPETENCIES
ATTRIBUTES
DO
BE KNOW
A Leadership Model for Healthcare?
14 Feb 2012 CDO ENGLAND
Principles of Good Leadership
in any environment
• Know your personnel and look out for their welfare - its not just HR!
• Set the example
• Know yourself and seek self-improvement
• Seek responsibility and take responsibility for your actions
• Keep your personnel informed
• Ensure the “mission and tasks” are understood, supervised and accomplished
• Make sound and timely decisions - own the decision
• Develop a sense of ownership and responsibility in your subordinates
• Understand your role as leader, let the managers manage….
14 Feb 2012 CDO ENGLAND
Leadership is the art of achieving more than the science of
management says is possible’
Gen Colin Powell
65th United States Secretary of State
Organising Staff and processes
Control and problem solving
Predictability and Order
Planning and Budgeting
Know The Difference Between Leadership and Management
14 Feb 2012 CDO ENGLAND
What are we setting
out to do?
How do we deliver
results?
How do we make it
happen?
What are the
outcomes?
Leadership is about coping
with change.
Management is about dealing
with complexity?
Establishing Vision &
Direction
Aligning People
Energy & Momentum
Change & Improvement
Theory into Reality
• Vision
It is a leader’s responsibility to provide a vision of shared goals so that:
• Individuals and the team are inspired,
• All have a shared sense of direction and
• All pull together to achieve results
In creating a common understanding allow staff to ‘get inside your mind’
Caution
‘exercise pessimism with intellect but optimism with will’.
14 Feb 2012 CDO ENGLAND
What are we setting
out to do?
Planning Tools
• Strategic Estimate
– Handrail - Universally understood – format, approach and process
– Clarifies Intent Upwards and Downwards - Auditable
– Determines:
What is to be Achieved
Specified tasks
Directed tasks
Implied tasks
Who is Supporting
Who is Supported
• Question Four Moment
– Contingency Planning - So What’s changed?
14 Feb 2012 CDO ENGLAND
Timeframe
Critical Capabilities
Critical Vulnerabilities
Constraints/Restraints
Measures of Success
Measures of Effectiveness
Vision into Action
Co-operative Planning
Plan with subordinates
Seek their opinions
Listen to them
Involve them in the decision-making process
Use Red Teams
Innovation
Encourage Free-Thinking & Open-Dialogue
People respond to being challenged; it motivates and stimulates.
Encouraging and recognising innovation at all levels can generate an organisation
where people strive to break the mould.
Planning Time
1/3 2/3 Rule
14 Feb 2012 CDO ENGLAND
Vision into Action
14 Feb 2012 CDO ENGLAND
Lines of Development
Training
Research & Evidence
Equipment & Infrastructure
Personnel
IM / IX
Documents Process & Policy
Communication
Commercial
Organisation
Influence
Logistics
Sustainability
OUTCOME
How do we make it
happen?
Leadership Skills
Observe, Understand , Decide, Analyse
•Rapidly grasping situations
•‘think the unthinkable’ - to establish the possible opportunities
•‘mastering the law of unintended consequences’.
•Be able to cast a critical eye over your own thought processes to betray bias or
wishful thinking
14 Feb 2012 CDO ENGLAND
Risk Appetite
‘A risk is a chance you take; if it fails you can recover.
A gamble is a chance taken; if it fails, recovery is impossible.’
Field Marshal Rommel
14 Feb 2012 CDO ENGLAND
Best pieces of advice Each leader’s style is their own - none should deny their own character - they will
soon be identified as a fraud and so lack credibility.
The situation and personalities involved will shape a leader’s style, as will the manner in
which control is exercised.
•Knowing this when assuming a new leadership:
– Determine what is expected of your unit
– Determine what is expected of you
– Determine the strengths and weaknesses of your subordinates
– Determine what other key people whose willing support is necessary to
accomplish your job
Big man, cold shadow
Consider the effect of your presence and involvement in a task.
Will it help or hinder?
Micro – Managing
Toxic Leadership
14 Feb 2012 CDO ENGLAND
Leadership of any organisation requires:
Intelligence, Trustworthiness, Humaneness,
Courage and Discipline
Sun Tzu 496BC
14 Feb 2012 CDO ENGLAND