Charity Talk - Successful Leadership

1
Charity Talk - Successful Leadership

• Camila Batmanghelidjh, Chief Executive, Kids
  Company
• Ruth Lesirge, Cass Centre for Charity
  Effectiveness
• Chair Professor Ian Bruce

2
The Question.

• How can we make the most of learning from our
  exceptional leaders?
• 
  Ruth Lesirge, December 2008

3
Leading Kids Company

• Integrative approach
• emotional vocational leadership
• spiritually driven
• No compromises re ethics and principles
• Total focus is on the children
• Ruth Lesirge, December 2008

4
Leading Kids Company

• Resulting characteristics of the organisation
• Motivated and committed workforce
• High initial investment in staff training
  quality provision
• Fluid organisational structure
• Holistic approach to physical, intellectual,
  emotional needs
• Working from practice to create theoretical
  understandings
• 
  
  
  
• Ruth
  Lesirge, December 2008

5
A Definition of leadership

• Consistently achieving results beyond
  expectations by creating a climate in which
  others can shine
• Applies to leadership in an organisation
• Applies to leader at any level within an
  organisation
• Assumes leaders motives are honourable
  (excludes tyrannical leaders)
• Expectations of team members, the
  organisation, stakeholders
• Others primarily team members, also
  colleagues,external partners etc
• Creating a climate ref. Complete Leadership,
  S. Bloch P. Whiteley)
• www.knowhownonprofit.org
  
  Ruth Lesirge, December
  2008

6
A Definition of leadership

• Consistently achieving results beyond
  expectations by creating a climate in which
  others can shine
• Key actions required to make this happen
• Build trust
• Demonstrate courage
• Challenge
• Provide focus
• Communicate effectively
• www.knowhownonprofit.org
  
  
• Ruth Lesirge, December 2008

7
Thinking about learning from Camilas leadership

• Theoretical models of leadership are helpful in
  encapsulating aspects of skills, knowledge and
  behaviours.
• Each model offers only a partial view as
  through one turn of the kaleidoscope.
• Useful to inform thinking about and learning
  from Camilas leadership style
• Come on the journey with me as far as I have
  got
• Ruth Lesirge, December 2008

8
PETER DRUCKER What makes an effective executive?

• Regardless of their style, effective
  executives..
• Ask what needs to be done?
• Ask what is right for the enterprise?
• Develop action plans
• Take responsibility for decisions
• Take responsibility for communicating
• Focus on opportunities rather than problems
• Run productive meetings
• Say and think we rather than I
• 
  
  
  Ruth Lesirge,
  December 2008

9
JAMES KOUZES BARRY POSNER Exemplary
Leadership

• 5 practices
• 1 MODEL the way
• INSPIRE a shared vision
• 3 CHALLENGE the process
• 4 ENABLE others to act
• ENCOURAGE the heart
• 
  
  
  Ruth Lesirge,
  December 2008

10
WARREN BENNIS Four leadership competencies

• 1 Management of attention does not waste time
• Management of meaning makes things intelligible
  and tangible
• Management of trust people know what the leader
  believes and stands for
• Management of self knows own skills (
  weaknesses) deploys them effectively
• 
  
  
  Ruth Lesirge,
  December 2008

11
JOHN ADAIR action centred leadership
Ruth Lesirge, December 2008
12
R. GOFFEE G. JONES 4 qualities of
inspirational leaders

• Selectively show their weaknesses
• Rely on intuition re appropriate timing and
  course of actions (aided by ability to collect
  interpret soft data)
• Manage staff with tough empathy care intensely
  about the work staff do
• Reveal their difference and capitalise on it
• NB. What is special is ability to capture hearts
  and minds, not just grow the business
• 
  
  
  
• 
  
  
  Ruth
  Lesirge, December 2008

13
The 4 Quadrant model of leadership

• Charismatic
• Enabler
• More Less
• codified codified
• controls controls
• Systematic
• Enabler
• 
  
  
  
• 
  
  
  Ruth Lesirge, December 2008

14
The 4 Quadrant model of leadership

• The model suggests
• The more charismatic the leadership style, the
  less codified controls are likely to be
• Autonomy for key people in the organisation
• A high level of delegation to the CE by the
  Board
• 
  
  
  
• 
  
  
  Ruth Lesirge, December 2008

15
Learning from exceptional leaders

• There are endless variations of how people lead
• There are skills, knowledge and behaviours that
  leaders can learn and/or improve
• It is essential to live the core values
• Emotional intelligence is an important
  attribute
• Ruth Lesirge December 2008

16
So what.?

• Our ambition should be to
• Recognise their gifts
• Celebrate their achievements
• Be generous about their shortcomings
• Not to copy but to learn from their work
• Work out how to craft a personal leadership
  style which has personal authenticity
• 
  
  
  Ruth Lesirge, December 2008