South West Leadership Development Workshop: Leading in Corporate and Political Context
Explore the dynamics of leading in a corporate and political environment at the South West Regional Leadership Development Programme Workshop. Learn about the Strategic Quartet, Public Value Strategic Triangle, and various leadership theories. Reflect on officer and political leadership alignment, implications for the workplace, and conscious leadership practices.
- Leadership Development
- Corporate Environment
- Political Context
- Strategic Quartet
- Leadership Theories
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South West Regional Leadership Development Programme Workshop 1: Leading in a corporate and political context 4thMarch 2020 Dillington Hall Welcome!
Workshop 1 Working in a complex corporate and political environment: The specific objectives for the event are to: Consider factors associated with a healthy and productive corporate and political context the Strategic Quartet Explore with some corporate and political leaders: What they need and expect from officers How they can help in achieving their goals Explore the Public Value Strategic Triangle as a way to make sense of the corporate and political environment Reflect on learning from the event and implications in the workplace Review progress with your leadership challenges and consider next steps
Today Timing Activity 10:00 Welcome and programme introductions 10:05 Reflections from the residential 10:20 10:30 11:30 11:45 12:45 13:30 14:00 14:30 15:15 15:30 16:15 16:30 The Strategic Quartet officer and political leadership playing in tune? Messages from the corporate and political centre Break Scenario work Lunch Reflections from a DCS perspective Making sense of shifting sands - Public Value Strategic Triangle Implications for the work place Break Action Learning Sets Taking Stock looking forward Close
Leadership a conscious activity Autopilot Respond automatically and unconsciously based on conditioned habits, existing world view, dominant leadership style Conscious Understand their beliefs and assumptions determine how they see the world, affecting their decisions, actions and results Seek to understand their mind sets & transform what limits their perceptions, actions and outcomes
4 Leadership Theories Situational Transformational/Transactional Adaptive Narrative
Complex dilemmas at the heart of public service AND Old Power AND Managing the business AND National standards AND System leader AND Comply High control AND Create the environment AND
Narrative is.. how we learn to make choices and construct our identities Public Narrative is a skill to motivateothers to join you in action Source: Prof Marshall Ganz, Harvard Kennedy School
Public narrative framework story of self story of now PURPOSE call to leadership strategy & action story of us shared values & shared experience Source: Prof Marshall Ganz, Harvard Kennedy School
With a focus on individual AND collective agency Individual agency: People get more power and control in their own lives: activation, shared decision- making and self-care Collective agency: People act together, united by a common cause, harnessing the power and influence of the group and building mutual trust
Your leadership challenge Something that matters to you, about which you care enough to devote a bit of additional time for review and reflection, culminating in a feed back session at the End of Programme event A current and live issue, not yet resolved, that is already taking up a significant amount of time in your working life Involve others, including partners and stakeholders from across the system and it will almost certainly require you to exert influence and not just positional power Although you are highly unlikely to solve it in the next few weeks (indeed you may be uncertain what the solution is) you feel that progress is possible and that it will have significant and positive benefits.
Learning in sets May be viewed on three levels: Learning about the problem being tackled Learning about yourself Learning about the process of learning - i.e. learning to learn
So.. What is that one thing that s still ringing in your ears /stuck with you from the programme thus far?
What makes for a healthy corporate and political context? Councillor Laura Meyes Wiltshire Council Councillor Dick Madden Essex County Council Gavin Jones Chief Executive, Essex County Council Claire Burgess LGA Children s Improvement Adviser
The Strategic Quartet officer and political leadership playing in tune LEADER CHIEF EXECUTIVE Political Leadership - chairs the executive (Mayor) Operate in context of 'dual leadership' - lead their own organisational role but also 'subordinates their own leadership to that of the politician' Corporate Leadership - political direction to CX, Directors & other officers - oversight of Corporate Plan and Budget Responsibility to deliver Council's corporate & partnership priorities in line with vision Partnership & Community Leadership - accountable to local commuity Provides overarching managerial framework -most senior professional - usually head of paid services - ensures 'strategic quartet' is working Reporting & accountability Governance, ethical standards & relationships Crucial role ensuring whole council supports C&YP enabling DCS to fulfill their role -oversight & line management of DCS Good outcomes for C&YP DIRECTOR OF CHILDRENS SERVICES LEAD MEMBER OF CHILDRENS SERVICES Statutory role Children Act 2004 (18(7)) appointed Statutory role Children's Act 2004 (19(2)) designated Professional accountability for all children's services Political accountability for all LA children's services First tier officer reporting directly to CX Accountable to local community - ward councillor DCS is responsibile for the performance of LA functions relating to the education & social care of C&YP, including those that have been commissioned externally Member of council executive- political responsibility for the leadership, strategy & effectiveness of services Accounts for performance to the leader and political group & full council Role is to support and deliver strategic vision for LA services, putting in place appropriate reporting, quality assurance & reporting systems Is closely involved in strategic policy - works closely with DCS & team providing support & challenge Accountability for management and performance of staff Knows about performance, QA and efficiency and effectiveness of commissioning arrangements Can be combined with other operational functions - Test of Assurance Visible to staff, C&YP & their families Works closely with strategic partners and stakeholders
Stepping into our shoes Insight into our leadership roles Our challenges and tensions How you can help us in delivering outcomes for C&YP and know that we are making a difference
Group exercise What are your experiences of how these four leadership roles work together?
South West Regional Leadership Development Programme Workshop 1: Leading in a corporate and political context 4th March 2020 Dillington Hall Break
Small group exercise - 15 minutes As a group: Thinking from a corporate and political leadership perspective identify and agree three issues/questions you would like to discuss further with the Panel to get an insight into how they would lead on delivering this strategy.
The Panel discussion Each group will have 10 minutes to have a discussion about their issues/questions with the Panel and the wider group with the aim of gaining a better insight into the role of political and corporate leaders
Reflections on the corporate and political leadership roles 23
South West Regional Leadership Development Programme Workshop 1: Leading in a corporate and political context 4th March 2020 Dillington Hall Lunch
Something that: You learned Surprised, reassured or perplexed you Something that you would have liked to hear more about
Peoples competencies, loyalties, and direct stakes lie behind the issues. So you need to act politically as well as analytically. In a period of turmoil, you must look beyond the merits of an issue to understand the interests, fears, aspirations, and loyalties of the factions that have formed around it. Orchestrating conflicts and losses and negotiating among various interests Acting politically is a necessity are the name of the game.
Portugal, 1812 - The 1st Duke of Wellington writes to the National Office in London. Gentlemen, Whilst marching from Portugal to a position which commands the approach to Madrid and the French forces, my officers have been diligently complying with your requests which have been sent by H.M. ship from London to Lisbon and thence by dispatch to our headquarters. We have enumerated our saddles, bridles, tents and tent poles, and all manner of sundry items for which His Majesty s Government holds me accountable. I have dispatched reports on the character, wit, and spleen of every officer. Each item and every farthing has been accounted for, with two regrettable exceptions for which I beg your indulgence. Unfortunately the sum of one shilling and ninepence remains unaccounted for in one infantry battalion s petty cash and there has been a hideous confusion as to the number of jars of raspberry jam issued to one cavalry regiment during asandstorm in western Spain. This reprehensible carelessness may be related to the pressure of circumstance, since we are war with France, a fact which may come as a bit of a surprise to you gentlemen in Whitehall. This brings me to my present purpose, which is to request elucidation of my instructions from His Majesty s Government so that I may better understand why I am dragging an army over these barren plains. I construe that perforce it must be one of two alternative duties, as given below. I shall pursue either one with the best of my ability, but I cannot do both: 1. To train an army of uniformed British clerks in Spain for the benefit of the accountants and copy-boys in London or, perchance, 2. To see to it that the forces of Napoleon are driven out of Spain. Your most obedient servant,
The reality of public management Incoherent, fickle mandates emerging from a chaotic authorising environment with sub-optimal operating capacity.
Creating public value Public managers should be seen as: Explorers who, with others, seek to discover, define, and produce public value. Instead of simply devising the means for achieving mandated purposes, they become important agents in helping to discover and define what would be valuable to do. Instead of being responsible only for guaranteeing continuity, they become important innovators in changing what public organisations do and how they do it Moore M H (1995) Creating Public Value, Cambridge, Massachusetts: Harvard University Press 31
The Strategic Triangle Legitimate & politically sustainable Authorising Environment Public Value Proposition Operationally & administratively feasible Operating Capacity Substantively valuable
Stakeholders / Authorising Environment People who can say Yes or No or influence those who can say Yes or No Courts Parliament Local Authority SoS CT Chief Executive Unions Staff Associations Director Media Direct reports Lobby Groups Staff Same people different views Citizens Taxpayers
Activity Using the template provided analyse your personal authorising environment. Share your analysis with the group and compare differences and similarities.
The Strategic Quartet - implications for the workplace Building on the work/thinking you ve done during today, and in LA or small groups, prepare a 1 minute presentation which lays out your thoughts/ideas about: Your leadership in maximising corporate and political capacity to build public confidence in and the reputation of Children s Services
Some learning points from this morning Managing collective responsibility develop a network Directorate/Corporate/Political Be open to continuous learning Be clear about your narrative and what evidence underpins it Test yourself against your belief systems and what the evidence suggests Be careful about the role of money/lack of Hold your ethical code don t bend too much Don t take a purist view professional judgement based on evidence Be a player in social media in developing and promoting your brand What else?
South West Regional Leadership Development Programme Workshop 1: Leading in a corporate and political context 4th March 2020 Dillington Hall Break
Future dates and content End of Programme event (19/05/20) Workshop 2 (22/04/20) Leading teams outside your comfort zone Quality Assurance as a leader Learning challenge presentations and identifying change during programme Critical Thinking Using evidence Continuing to work as a cohort
South West Regional Leadership Development Programme Workshop 1: Leading in a corporate and political context 4th March 2020 Dillington Hall Safe journey!
