LM pres'n

Delivering Great Leadership to London Midland : 

Delivering Great Leadership to London Midland Graham Johnson Alex Poppleton Peter Wall

Themes : 

Themes The search for Leadership 21st Century challenges How great leaders respond Our approach to leadership development

Leadership as a response to complex challenges : 

Leadership as a response to complex challenges

So what makes for a good leader? : 

So what makes for a good leader? 325,524

‘Liberating Leadership’ : 

‘Liberating Leadership’

Changing complexity for 21st Century leadership : 

Changing complexity for 21st Century leadership A more diverse, increasingly interdependent, better educated and supremely well informed society demands… More voice in decisions that affect them Greater forms of sustainable prosperity Devolved autonomy and social equality Organisational meaning and authentic leadership At an affordable cost to them and their environment

So what makes for a GREAT leader? : 

So what makes for a GREAT leader?

‘Sustainable High Performance Leadership’ : 

‘Sustainable High Performance Leadership’

A shift from ‘Leadership 101’… : 

A shift from ‘Leadership 101’…

…to ’Leadership 2.0’ : 

…to ’Leadership 2.0’

Great Leaders… : 

Appreciate Transcend their beyond resources boundaries Strive to Deliver be better & on their do better promises Great Leaders…

The sense-making leader; interested, visible and understanding : 

The sense-making leader; interested, visible and understanding

The symbolic leader; authentic, consistent and resilient : 

The symbolic leader; authentic, consistent and resilient

The amplifying leader; positive, ambitious and clear : 

The amplifying leader; positive, ambitious and clear

The curious leader; inquisitive, appreciative and challenging : 

The curious leader; inquisitive, appreciative and challenging

The conducting leader; energetic, empowering and enabling : 

The conducting leader; energetic, empowering and enabling

The decisive leader; inclusive, informative and honest : 

The decisive leader; inclusive, informative and honest

The human leader; humble, passionate and courageous : 

The human leader; humble, passionate and courageous

The achieving leader; focusing, delivering and improving : 

The achieving leader; focusing, delivering and improving

How this informs our approach to leadership development : 

How this informs our approach to leadership development

1. Leadership development must develop collective capability : 

1. Leadership development must develop collective capability LSDA framework in ‘What is Leadership Development’ (Bolden 2005) Prescribed Individual Collective Emergent e.g. Leadership Training Programmes Skills development Management development Online learning e.g. Executive Coaching Mentoring Individual Leadership Journeys Action Learning e.g. Team Development Outdoor Learning Developing Team Dialogue Conflict resolution e.g. Open Space methodologies ‘Gracious Space’ Collective Leadership Cyber space groupings

2. Leadership development means more than just a programme : 

Where have we come from? Who and what do you stand for? 2. Leadership development means more than just a programme Who and what do I stand for? Culture Context Systems Partners Targets Customers Staff Processes Where are we going? What works and what needs to be better? How do I make it happen?

3. Leadership development must produce a tangible return on investment : 

3. Leadership development must produce a tangible return on investment Performance Place People

Delivering Great Leadership to London Midland : 

Delivering Great Leadership to London Midland A leader is best when people barely know he exists, not so good when people obey and acclaim him, worse when they despise him... …but of a great leader who talks little when his work is done, his aim fulfilled, they will say, “We did it ourselves” Sun Tzu (The Art of War) Leadership is action, not position Anon.