Do We Understand Our Relationships With Partners & Stakeholders from Their Perspectives?

 

 

I had been involved in a piece of Team Development that related to forming partnerships new stakeholders. It still feels relevant because 
whereas the context changes, the themes remain reasonably consistent:

“How do we influence new and existing stakeholders to help them to grow and develop into the changes we are advocating?”

 

J.K. Rowling seemed to have come across the perfect solution in her “Harry Potter” series: Hogwarts had at its disposal a sorting hat. It put the right people in the right “house:” put the hat on, it spoke, and you were allocated, then on to the next person and so on….

Unfortunately, no such thing exists in our world of getting things done and we are often left to ourselves to try to establish who the supporters of change both internal and external might be. 

It was this way for the team I’d been engaged to work with. I introduced them to  the following quadrant with a view to helping them to understand how we might engage with and develop people as we work with them. It’s a journey and, like all journeys, it works better if know where you’ve started from. Admittedly, knowing where you’re going helps too, but that’s for another time!

 

I’ve applied this in several contests since then and the feedback has been positive:

·         It has helped clarify role and purpose.

·         It has given a deeper and more productive meaning to networks.

·         It has helped to establish clarity.

·         It has informed our actions.

·         It has helped us to achieve “good outputs.”

Of course, the model is pretty sterile without conversations, ones that perhaps ask the following related to each quadrant:

Bottom Right

• What is expected of them by:
• Change agents?
• Their existing team/organisation?
• What are the boundaries and limitations of their inputs/decision making?

Bottom Left

• What do we expect of them, what can we contribute?
• Change agents?
• Their existing team/organisation?
• What are the boundaries and limitations of their inputs/decision making?
• What actions can we take to develop them, increasing their contribution to:
• Their team(s)/organisation.
• The project/intervention.
• Their professional development.
• Their personal development.
• Their capacity to inform other decision makers.

Top Left

Clarity rules here!

• How can we support and develop them within and throughout the process?
• What values, attitudes, behaviours and beliefs do they bring to the process?
• What values, attitudes, behaviours and beliefs might we develop and grow to enable them within the process?
• Where are the areas of potential growth through reciprocity?

Top Right

How might we develop their interest, engagement and commitment/support?:

• What are the strong messages?
• What benefits might grow for the organisation?
• Reputational
• Developmental
• Cultural
• Environmental
• Financial

The shifting and flexible role of the Coach, Mentor, Facilitator has much to offer here in underpinning the meaning we attach to the specific development, the people involved and our engagement on processes that create high value outputs for those involved.

Ethical Bureaucracies Enable Democracies!

 “Things will be very different when this is under control,” seems to be a stock phrase of late and it might be worth thinking about what might happen to make things work differently. Can we begin to describe a set of principles that might inform how and why we relate to each other across a range of political, economic and social contexts? What can we learn from existing ideas on how people operate, why change is necessary and the direction it should take?

We should consider the space occupied by bureaucracies in enabling the fair delivery of resources whilst supporting organisations. This is open to scrutiny driven by the necessity not to measure the efficiency of bureaucracies against a series of metrics but to consider their effectiveness in ensuring that the Ethical Purpose of the organisation is maintained and grown throughout a range of agreed contexts, values and behaviours

Context “I Wouldn’t Have Started From Here”

Given that “here” might be defined as being held in the teeth of a global pandemic that has placed huge and possibly devastating demands on economies, has re-awakened medieval uncertainties and has exposed the limitations of our collective capacity to respond to the challenges; it seems fair to ask “Who would?”

Significant social and economic shifts have led us from collectivism and co-operation towards isolation and individualism: yet it is at this very point that we are witnessing the architects of rapacious national and international individualism bereft of any answers that seem to make sense to those most afflicted by the pandemic. What we may be seeing is the emergence of a different kind of Leadership, one that places the relationship between Leadership and Service at the heart of it Values, Ethics and Behaviours: Servant Leadership.

Our starting point might well be the need to raise “questions of purpose,” in a manner that challenges the status quo, the design and purpose of organisations, outputs, and processes. In short, “If what we are doing fails to serve a greater good, one that is beyond bringing wealth to the share-holder, why are we doing it?” It is the failure to pose this question that results in our being spectators as bureaucracies are configured to bring disproportionate wealth and power to investors, rather than to ensure that services and outputs are delivered in a manner that is sustaining, encourages growth, cooperation and learning.

To Consider

Conversations about our current challenges have exposed the structural weaknesses that have unwittingly acted as an incubator for the pandemic. The weaknesses seem related to the unwillingness of power to recognise and listen to advice and suggestions that contradict its current narrative. There is a need for power to be redefined as a process that takes place within and between people. This requires a “Because I said so!” culture to begin a journey towards one where decisions are taken and enacted “Because we agree and I commit.”

If this were to happen, bureaucracies will be required to adjust so that their purpose shifts towards processes and behaviours aligned to the ethical purpose of the organisation and the relationships into which it enters. They will need to become more agile. To clarify, agility is not seen here as “speed”; it is instead viewed as “robust flexibility”-the capacity to accommodate by stretching boundaries and in doing so create new opportunities for learning, growth and discovering different types of ethical influence outside of the existing structures.

Readiness

No one would have chosen to be where we now are.  The gaps in yesterday’s certainties and assumptions have been brutally exposed there will be changes and it may well be that the powerful groups whose behaviour has helped deliver us here will seek to tighten their grip on power in the post Covid world. There is however a sense that the structures that got us into this situation are, unless they change, unlikely to get us out of it. I state with a note of caution, that I cannot recount one example of powerful groups giving away their power because everyone thought it a good idea. It was taken from them.  I’m not for a second proposing a forceful overthrow: I am suggesting a build-up of ethical pressure on politicians, the financial sector and ultimately legislators to enable us to turn a corner and do things differently.

What Can Aid Our Thought to Action Journey?

 How well placed are we to listen to what is said and not said? 

I believe that we can find some guidance in helping us to formulate questions and challenges that serve the purpose of developing Servant Leadership and in so doing, consider the change journey required to develop Ethical Bureaucracies that give active support to development, engagement and delivery. Our questions:

1. How do we acknowledge and demonstrate that we have listened and heard?
2. How do we reach and communicate our decisions
3. What do we enact or defer?
4. How do we assume the good intentions of others and not reject them as people when at the same time rejecting their performance or behaviour?
5. How do we communicate to others that our purpose is enabled by a search for ethical wholeness?
6. How do we remain aware to the power of the possible?
7. How do we use ethical persuasion rather than rules-based authority?
8. How do all members of our organisations (formal and informal) contribute to “Dreaming Great Dreams”
9. How do we do this and maintain our day to day focus on our present purpose?
10. What lessons do we learn from the past?
11. How do we assimilate and describe the current reality?
12. What are the consequences of today’s decision for future generations?
13. How do we evidence and learn from our commitment to the growth of people?
14. To what degree do we accept that we are stewards of our organisation and that they have a purpose beyond the day to day?
15. How do we ensure that our organisations, our ethics, values and behaviours contribute to the greater good of society?

John Dooner-Original April 2020
Recycled with minor edits January 2021

All Art work by Beth Dooner. https://www.instagram.com/bethdooner/

Six Leadership Styles, Emotional Intelligence and Stepping Into The Light

Background

The impacts of Covid 19 on how, where and when work is done are likely to be varied and challenging

This piece sets out to both inform, support and challenge people in Leadership, Management and Supervisory roles. Its history is  based on the findings of research and its practical applications by Daniel Goldman, Cary Cherniss and Reuven Bar-On. It has informed my professional practice (and beyond!) for the best part of twenty years.

Some years ago Cary Cherniss asked employers to list their greatest concerns their organisations face. Here's what they came up with.

1. People need to cope with massive, rapid change
2. People need to be more creative in order to drive innovation
3. People need to manage huge amounts of information
4. The organisation needs to increase customer loyalty
5. People need to be more motivated and committed
6. People need to work together better
7. The organisation needs to make better use for the the special talents available in a diverse workforce
8. The organisation needs to identify potential leaders in its ranks and prepare them to move up
9. The organisation needs to identify and recruit top talent
10. The organisation needs to make good decisions about new markets, products and strategic alliances
11. The organisation needs to prepare people for overseas assignments

Here are a few that occur to me as we adapt the above to meet today's challenges

• What are our values, how do we communicate and live them?
• How do we access, talk about and share Knowledge & Wisdom within and between organisations and partnerships?
• Can we describe what we have learned?
• How do we tell our stories about the "What is possible" in a manner that inspires others so that they want to be part of the narrative?
• Let's use "We" instead of "People"
• Let's use "Our" instead of "The" (organisation)
• Some of the above have a much sharper focus as we come to grips with our rapidly changing, challenging and uncertain futures and leaders need to think about which ones matter most right now and then act.

We are suggesting that the Post Covid Adjustment period is an ideal time for those tasked with engaging with the organisation and delivery of very different ways of working to consider how incorporating some principles related to Emotional Intelligence may help us on our journey.

We Need to Talk About The What and How 

To incorporate a blended approach to Emotionally Intelligent Leadership into our change/development processes. 

This introductory clip sets out our initial thinking and refers to an existing body of work that might inform our practice

We Have Prepared 6 Clips

Where we guide you through the elements of Leadership Styles and drawing your attention to the implications for Emotionally Intelligent Leadership to have an impact on outcomes.

In clip 1 of 6 (5:50) we talk about Visionary Leadership and how it is used to secure a Change In Direction-something that we feel is very much a "live issue" for individuals, teams and organisations.

In clip 2 of 6 (6:48) we draw attention to Affiliative Leadership a style that is particularly effective in healing rifts in teams or to motivate them in challenging times.

In clip 3 of 6 (8:57) We set out to illustrate how a Democratic Leadership Style could provide a mechanism to achieve the very necessary "buy in" required from those involved in and affected by change. We feel that this will be of particular importance in the coming months.

In clip 4 of 6 (6:08) We draw attention to the potential that resides in a Coaching Leadership Style  one that seeks to develop strengths and improve performance

The above four styles are positive and nurturing, seeking to develop and encourage others. However, we have to recognise that there are occasions where we are seeking rapid movement from place A to place B. This might mean that we are required to address resistance

In clip 5 of 6 (8:28) We consider the elements of a Coercive Leadership Style within which we require high levels of prompt compliance-this is "turn around leadership" or where there may be a history of poor performance

In clip 6 of 6 (8:46) We draw your attention to Pace Setting Leadership Here the assumption is that we have a highly skilled and motivated team in place, one that is required to bring about rapid high performance and reliability change 

On The Journey

It is suggested that successful leadership will integrate four or more of the above.

We want to open up conversations that look at how we set out on our journey with a level of awareness of how an integrated approach to Emotional Intelligence, Leadership, Management and Supervision may contribute to the well being and success of organisations, partnerships and the individuals who work within them.

Do You Know What Some Visitors Think of Birmingham?

Cross Innovation: it's about bringing creative industries together with a range of partners to create exciting and sustainable outcomes that provide employment, training, economic growth, hope and aspiration. There's a tangible feeling of growth on the East side of Birmingham, as commerce, creative and service industries are growing and the City's education sector brings an energy, vitality and a message of ambition.

At DY 3Solutions we have an excellent working relationship with Birmingham City University's Research Innovation and Enterprise Team who were pivotal in arranging and delivering a two day conference in October. It was attended by delegates from 11 European Cities all of which has committed themselves to the spirit and outcomes of Cross Innovation. And here, in Birmingham over two-days, participants contributed, challenged and learned from each other.
The venues sent out powerful messages about Birmingham

Day 1

Held at Birmingham City University's Parkside campus: it's an environment that produces a "Creative Hum" created by students and lecturers across a variety of disciplines in a new and vibrant setting it's indicative of our new and growing Birmingham, outward looking and innovative and located in and amongst an area of growth and innovation alongside the City's more traditional buildings-the one we used the second day

Day 2

This part of the event was delivered at The Bond in Fazeley Street, Digbeth in the heart of Birmingham's manufacturing past and creative future.

The relatively short journey between the two venues creates a powerful snapshot of past, potential and energy. It was picked up and commented on by the delegates who had plenty more to say about Birmingham. Here are few of the observations I picked up on throughout the day

Birmingham is friendly

• The delegates told me that they had met and spoken with pleasant, friendly and helpful people

Birmingham has great places to visit

• This included our new and older civic buildings, our city centre, it's eating venues and pubs.

Birmingham has a vibe!

• It feels exciting, there's a lot going on, there's potential here and it feels a great place for growth, ideas and creativity.

......and these were the outcomes of a few conversations held throughout day 2 of the conference; conversations held between a very proud Brummie  and visitors to our City who experienced it through different ears, observations, experiences and expectations.

I too often find myself saying that Birmingham and the Black Country is "much maligned by people who've never been here,". It was great to hear some very positive messages that will be carried back to across Europe about our energies, our potential and our future!