Truly inspirational and a great kick up backside for those of us who too often seem to coast along in our comfort zones! Excellent techniques identified on how to engage with front line staff and get them thinking outside of “the box” – Leading for Innovation and Creativity Workshop delegate
On 22 September Rene Barrett facilitated a new Leading GM Workshop on Leading for Innovation and Creativity. Held at The Studio Manchester, Rene guided 20 GM leaders through a range of theories and techniques designed to inspire innovation and creativity in their work and organisations, thereby fostering an environment in which both innovation and creativity can flourish. This workshop not only explored theories, but also provided our GM leaders with the opportunity to test creative thinking techniques on real issues in GM. Through this activity, some really innovative ideas on how to respond to these challenges were identified.
See some moments from the Leading for Innovation and Creativity Workshop:
Click here to access the Leading for Innovation and Creativity Workshop slides.
Keep an eye on the Leading GM website for news on future Leading GM Workshops, as well as on the @LeadingGM twitter account. If you are interested in attending another session of the Leading for Innovation and Creativity Workshop, or if you’d like to see Leading GM Workshops on any other topics, let us know by clicking here. We look forward to seeing as many of you as possible at the Leading GM Leadership Programme Open House on 17 October!
Three New Leading GM Workshops Announced – Leading with Presence and Impact Series
We are delighted to announce the launch of three new workshops, the Leading with Presence and Impact Workshop series, as part of our overall development offer to our growing Leading GM community. These exciting workshops have been specifically designed by our delivery partners to help you to:
Think differently about yourself and the impact you have on others; and
Consider how you may need to transform as a leader in order to lead others through the transformational change taking place within your organisation, locality and across Greater Manchester.
These three workshops have been designed to progressively build up the skills needed to ‘lead with presence and impact’. Attending the workshops will provide you with the opportunity to consider and work on your ‘being’ as well as your ‘doing’, which is vital in helping ourselves and others to bring about transformational change – as having different thinking and mind-sets brings different outcomes.
Workshop 1 – SELF: Secure Your Own Oxygen Mask First – 28 November 2017
Workshop 2 – OTHER: Disappearing Elephants – 31 January 2018
Workshop 3 – ACTION: So What? Now What? – 27 February 2018
It is possible to attend two out of the three workshops, but we would strongly recommend that you book on, and attend, all three for maximum benefit. For more information, please CLICK HERE. To book your place on the Leading with Presence and Impact Workshops, please CLICK HERE.
Following on from the first Immersion on 11 May, our second Leading GM Leadership Programme cohort regrouped on 22 June for their second Immersion event. Led by Mari Davis, Liz Goold, Joyce Redfearn, and Myron Rogers, the delegates continued to work through place based challenges with their GM colleagues. Ian Williamson (Chief Accountable Officer, Manchester Health and Care Commissioning) also joined us to open the day and share his story. Thoughts and learning that emerged throughout the day were captured by Paolo Feroleto, who created some fantastic images (available below). Through the two Immersion events, this second cohort of GM Leaders have identified some key issues in their place and developed tools and strategies to move forward.
As the second cohort continues moving through the Leading GM Leadership Programme, we are looking forward to their Reunion and Reflection event. To be held on 17 October, cohort 1 delegates are also invited to meet their colleagues on cohort 2 and share their learning and experiences. Cohort 1 and 2 Leadership Programme delegates can book their place here.
Our second Leading GM cohort began their Immersion programme phase on 11 May at the Salford Innovation Forum. This was an exciting and thought-provoking day, with our second cohort (and some of our first cohort) of GM leaders grappling with real challenges in their organisations, places, and across GM. Throughout the day, the group immersed themselves in this work, and also continued to build upon their relationship both within and across their places and cohorts.
For this cohort, their Immersions will be a two day programme, with the second day taking place on 22 June. Leading this cohort through their first Immersion were Chris Lawrence-Pietroni, Myron Rogers, Mari Davis, and Liz Goold. We were also joined by Maggie Kufeldt, Executive Director, Health and Wellbeing from Oldham MBC to open the day. We look forward to seeing everyone on 22 June as the group comes back together to continue to work and reflect on their challenges!
Some photos from the day:
Slides from the day:
Follow the day’s social media story as it unfolded:
Our first Leading GM Leadership Programme cohort reunited on 25 April for their final programme phase, the Reunion and Reflection event. Held at the Life Centre, Sale, this event was led by Rene Barrett, and provided this first cohort the opportunity to reflect on their learning and leadership journey to date. Some of the nominees from the second cohort also joined the group for part of the day to meet new colleagues and share their experiences more widely. Two delegates from cohort one – Gareth Hughes, GMP, and Shaer Halewood, Oldham MBC – presented a GM Leadership in Action Snapshot to the group, with Tony Cottam, Bolton at Home, also sharing new ways of working and leading from a housing perspective. We were joined by a range of speakers through the day:
Peter O’Reilly, County Fire Officer and Chief Executive, Greater Manchester Fire and Rescue Service
Dame Louise Casey DBE CB
Tony Cottam, Head of Employment and Enterprise, Bolton At Home
Ian Hopkins, Chief Constable, Greater Manchester Police
Carolyn Wilkins, Chief Executive, Oldham MBC
Charlie Norman, Chief Executive, St Vincent’s Housing Association
Yvonne Rogers, Strategic Workforce Lead, GM Health and Social Care Partnership
Eugene Lavan, QIPP Programme Director, Bridgewater Community Healthcare NHS Trust
Presentations from Rene Barrett, Gareth Hughes, and Tony Cottam
On 7 and 8 March, the second #LeadingGM Leadership Programme cohort began their leadership journey at their Driving Place Leadership event. Across the two days, this second group of almost 100 GM leaders started a six month programme that will see them connect with each other, with their wider places, and with GM citizens. Throughout this event, we saw another group of enthusiastic leaders explore what it means to be a courageous and innovative leader in Greater Manchester through a range of sessions and activities. A number of inspirational guest speakers from a variety of sectors joined the delegates and explored the GM vision and what it takes to lead:
Jon Rouse, Chief Officer, Greater Manchester Health and Social Care Partnership
Carolyn Wilkins, Chief Executive, Oldham MBC
Claire Norman, Associate Director Communications and Engagement, Greater Manchester Health and Social Care Partnership
Katy Calvin Thomas, Director of Strategy, The Pennine Acute Hospitals NHS Trust
Tony Lloyd, Greater Manchester Police and Crime Commissioner and Interim Mayor
Neil McInroy, Chief Executive, Centre for Local Economic Strategies
Carolyn Wilkins, Chief Executive, Oldham MBC
Claire Galt and John Walker, Tameside South Integrated Neighbourhood services
Vickie Hollingworth and Andy Parkinson, Wigan MBC
Jim Taylor, City Director, Salford CC
On the evening of 7 March, this group took part in a Dinner with a Difference, participating in Street Wisdom sessions led by Julie Drybrough, or in outreach activities with The A Teams (at the Audacious Church, Salford) and Barnabus (at their drop in centre at The Beacon, Manchester). This inspiring evening was another great addition to the Driving Place Leadership event.
We look forward to the rest of this cohort’s leadership programme!
A snapshot of the two days is available below:
The slides from the two days are available below:
This masterclass will be delivered by field experts to give leaders across Greater Manchester insight into the latest thinking and share the great work that is already taking place.
The masterclass are designed as part of the package of support to develop a community of leaders who together can help to achieve the Stronger Together ambition
The masterclass will support the GM leadership expectations of leaders to:
1. Deliver the GM Ambition.
2. Lead from place.
3. Take an asset based approach.
4. Understand impact.
5. Be democratically astute.
6. Act collaboratively.
7. Build trust.
8. Connect with people.
9. Focus on better outcomes
Who are the masterclasses aimed at?
The masterclasses are aimed at leaders across Greater Manchester from the public, private, voluntary and community sector. They are free to attend* and all we ask is that you have an interest in the topic and a commitment to share your learning across your team, organisation, system or place.
Read on to find out about each masterclass and about Myron and Chris…
Taking an asset based approach – recognising and valuing the strengths of people and places, enabling them to build on these to overcome challenges and make the most of opportunities.
”You don’t know what you need until you know what you have” – Dr John McKnight
Taking an asset based approach demands a fundamentally different mindset and relationship with our communities to that which traditional public services has taken.
Central to this new relationship is a belief and understanding that the communities and individuals we work with have potential, are resourceful and have substantial assets that they can draw on to support their aspirations; individually, organisationally and within those communities.
Asset-based practitioners have a different perspective to most other health and care professionals. Fundamentally they ask the question, “What makes us healthy?” Rather than, “What makes us ill?”
What is assets based development?
Cormac Russell gives an explanation of asset based community development.
Angela Blanchard’s TEDx talk about what can be achieved by believing in people and communities.
Why is this important?
It is worth having a look at the Marmot Review which says (amongst lots of other fascinating things):
“There needs to be a more systematic approach to engaging communities by Local Strategic Partnerships at both district and neighbourhood levels, moving beyond often routine, brief consultations to effective participation in which individuals and communities define the problems and develop community solutions.”
Managing demand is critical to the sustainability of public services. Drawing on previous work by Collaborate and the Leadership Centre, this paper looks at some of the approaches to demand management in public services currently being practiced, their underpinning principles and where demand management could be headed next.
A collection of theories, approaches, tools and techniques for understanding the complex interactions between people and organisations and how to intervene to create meaningful change. These are used by current practitioners in developing systems leadership:
Builds trust – Has a deeply held sense of purpose and is able to share power in a way that supports citizens and others to create the best conditions for people to thrive.
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”- Steven Covy
What’s trust got to do with it?
“Everything is based on trust” – David Horsager believes trust is the most important leadership quality…and his research says that every time trust increases in an organisation or a team then every other performance measure improves too!
Steven Covy talks about trust, or rather lack of it as a tax
When we have high levels of trust it is like having an organisational “dividend”, a performance multiplier that allows us to connect and communicate better, to have more positive interactions, to make decisions more easily and to move with incredible speed.
Without trust we have what amounts to a performance tax that we have to constantly pay. Every activity we undertake falls under the shadow of this tax, it slows us down, drains our energy, makes us work harder for no extra benefit.
We spend time putting tax paying systems in place rather than doing work (what percentage of our policies are in place because we don’t trust people?) and the people that work for us spend more time covering their backs and abdicating responsibility.
So how do we build trust as leaders?
It isn’t simple because trust is in the eye of the beholder, so we can try and exhibit all the right stuff and still not be trusted. It is also a complex construct that includes elements of relationships and character.
We can trust and yet not be trusted and vice versa. There are lots of models, some will speak more clearly to us than others.
Here’s a few to get you thinking:
5 aspects of trust
Openness – do you share information freely or do you keep some to yourself?
Honesty – are you authentic and do you act with integrity?
Reliability – Can you be counted on?
Competence – Do you have the skill and knowledge to do what you are doing?
Benevolence – Are you here for our interests or yours?
Brene Brown talks on the power of vulnerability.
The trusted Leader
Steven Covy, typically pragmatic, breaks down what a trusted leader should pay attention to even further:
And there are many more models of trust and leadership, each can prompt personal inquiry and self exploration as to how we trust and how we are trusted.
Building trust in tough times
So what about the world beyond the public sector? David Sachs Co-founder and ex CEO of Yammer, recently took over as CEO at Zenefits. It’s probably as far from Public Sector as you can get and he took over at a bit of a troubled time.
His opening letter to the organisation is a really interesting approach to building trust during tough times:
He finds a clear purpose and meaning for the organisation to rally behind
How do great leaders inspire purpose?
Do you know why you do what you do? I’m sure you can tell me what you do, and probably how you go about it, but Simon Sinek pushes us further and reminds us that great leaders don’t just say, “I have a plan” they say, “I have a dream”. Having a clear purpose is inspiring and inspires purpose in others.
“People don’t buy what you do, they buy why you do it!” – Simon Sinek
To lead with a real sense of place means throwing away our certainty, because truly working on creating value for a place doesn’t come with a project plan, a tool kit or a nice set of outcomes ready to be RAG rated and performance managed. It comes with a belief that there is potential in that place, that the place and community can flourish and thrive and that we may have a role in facilitating that. We must let go of any any sense that we are in control or in charge. To lead with a clear sense of place we cannot be heroic saviours but must be humble custodians, understanding the community and place we are part of, what drives it, what it values, what it loves, what it hopes for and we must tirelessly in the service of that hope and aspiration.
“Are we willing to be insecure as we explore what it means to be in this together?” –Margaret Wheatley