Develop systemic mission driven leadership
This page has two quite different examples; the first one is the basic practice that I use with most managers, using a real manager I am just starting to work with as I write. The second example is an account of a manager going to visit a customer and undergoing a similar framework but with a different context.
An outside in perspective unlocks a key
Probably one of the most difficult aspects of change - true personal development - is the ability of operational managers to expand their view of the service that they are responsible for, using a system thinking lens. This is about focusing on the outside-in perspective of customers or mission based for the public sector.
It requires a manager to understand and develop an expanded perspective, and to do that they have to be prepared to learn. And that cannot be done, unless the manager is prepared to challenge their own beliefs and thinking about management.
I usually find that egos, and the inability to 'admit mistakes' gets in the way of learning. This is especially true in the Western based management culture that has pervaded engrained management beliefs.
This apporach is based on the basis in particular written about by Argyris, and practically developed within Toyota. It is based on learning by seeing and doing.
It requires a manager to understand and develop an expanded perspective, and to do that they have to be prepared to learn. And that cannot be done, unless the manager is prepared to challenge their own beliefs and thinking about management.
I usually find that egos, and the inability to 'admit mistakes' gets in the way of learning. This is especially true in the Western based management culture that has pervaded engrained management beliefs.
This apporach is based on the basis in particular written about by Argyris, and practically developed within Toyota. It is based on learning by seeing and doing.
A Framework for leaders to begin their journey
This is the beginning of the Understand step. The manager is happily aware of their current management view of their service, which is typically based on the last 100 years of development of Command & Control. Their current views on design usually include;
- passing on routine work to admin staff.
- using targets to create improved service.
- focus on staff working faster and harder.
- the managers role is to make decisions.
My task is to help them through a self-realisation that their current mind-set is based on traditional sub optimal concepts. This is the start of the Leaders Journey that if it works well, will ensure that they come out of this having expanded and broadened their view of themselves and management.
- passing on routine work to admin staff.
- using targets to create improved service.
- focus on staff working faster and harder.
- the managers role is to make decisions.
My task is to help them through a self-realisation that their current mind-set is based on traditional sub optimal concepts. This is the start of the Leaders Journey that if it works well, will ensure that they come out of this having expanded and broadened their view of themselves and management.