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Doing your local leadership differently - SWANO

VIEWS: 2 PAGES: 85

									           Doing your local
        leadership differently

                           Steve Onyett
                  Long Term Neurological Conditions
                           1st May 2009

Solution focused consultancy,                           Steve Onyett
coaching, facilitation and research             www.steveonyett.co.uk
     • “Leadership has been the
       neglected element of the
       reforms of recent years. That
       must now change.”

                   “Darzi Review” final report (DH, 2008)

Solution focused consultancy,                         Steve Onyett
coaching, facilitation and research           www.steveonyett.co.uk
  Putting People First
     • …stated that “national and local leadership is now
       essential if we are to achieve system-wide
       transformation”
     •   and lists the first key element of a personalised adult social care
         system as:
     • “Local authority leadership accompanied by
       authentic partnership working with the local NHS,
       other statutory agencies, third [non-statutory] and
       private sector providers, users and carers and the
       wider local community to create a new, high quality
       care system which is fair, accessible and
       responsive to the individual needs of those who
       use services and their carers.

Solution focused consultancy,                                           Steve Onyett
coaching, facilitation and research                            www.steveonyett.co.uk
  Thought for the day. Today Programme.
  Radio 4. 26th February 2009

     • “Here is the gift of
       relationship. It lies at
       the very core of what it
       is to be human.”
           Rev David Wilkinson, principal of St John’s College, Durham
Solution focused consultancy,                                  Steve Onyett
coaching, facilitation and research                    www.steveonyett.co.uk
Start with what builds
relationship for service
users


     The artist is Mel Gittridge, and this image was exhibited as
     part of Expressions, a touring display of art by people who
     have experienced mental or emotional problems- this picture
     captures the idea of environments where people can take
Solution focused consultancy,                              Steve Onyett
     power, supported by other environments where people can
coaching, facilitation and research                www.steveonyett.co.uk
     take power.
  Chris Ham on commissioning
     • Failed attempts at the purchaser-provider
       split suffered from “lack of time to develop
       skills, relationship and experience”
     • “too much attention appeared to have
       been paid to the legal form of contracts
       and not enough to the development of
       relationships between purchasers and
       providers (HSMC, 3).

Solution focused consultancy,                    Steve Onyett
coaching, facilitation and research      www.steveonyett.co.uk
  Make time (somehow!)
     • “..recent research into the impact of Local Strategic
       Partnerships .. suggests the need for
       development time to explore the type of
       relationships that local agencies want to have
       and the organizational processes and
       structures that will be needed to deliver this.
       Making this time and space is crucial yet
       difficult, as the pressure to deliver better
       outcomes for service users can often seem in
       tension with the need to develop the capacity of
       the board and thus the partnership”.
                                      Glasby and Peck, 2006 p.16

Solution focused consultancy,                            Steve Onyett
coaching, facilitation and research              www.steveonyett.co.uk
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Trust and social capital
    • “.. the greatest loss over the past 50 years may
      have been in squandered social capital. Social
      capital consists of those social networks of
      mutual trust and the associated norms of
      reciprocity that made the NHS “ours.”
    • The NHS is essentially a national partnership
      between the citizens and those who work in it.
      For all partnerships the defining element is
      mutual trust and generalised reciprocity—the
      willingness to contribute, confident that at time of
      need in the future there will be support in return”.
                                        Welsh, T. & Pringle, M. (2001).

Solution focused consultancy,                             Steve Onyett
coaching, facilitation and research              www.steveonyett.co.uk
  Four underpinning principles in the
  new DH approach to change
                          IR
                       HE N
     • CO-PRODUCTION
                      T
        – To engage people across “the system” to work together to
                     R THA
                  HE R
          make change happen

                ET TE        TS
     • SUBSIDIARITY
              G EA        AR
        – Ensuring that decisions are made at the right level, and as
            TO R        P
          close to the user as possible “Each tier of the system only

         EN IS G HEIR
          does what it can only do”.

      AK LE
     • CLINICAL OWNERSHIP AND LEADERSHIP
     T O           T
                OF
        – Building on the Darzi concept of staff as “Practitioners,
          Partners and Leaders”.

      W H    UM
     • SYSTEM ALIGMENT
           S
        HE
        – Aligning different parts of the system towards the same goals

       T  as a way of achieving complex cultural change


Solution focused consultancy,                                   Steve Onyett
coaching, facilitation and research                     www.steveonyett.co.uk
  CO-PRODUCTION- It is not just
  about delivering public services
     • “If co-production focuses exclusively on the types of labour
       needed to enable public systems to work better, it will tend
       to undervalue the significance of the effort invested in
       giving love and comfort, approval and disapproval, caring
       and mentoring – and equally the effort involved in civic
       engagement ranging from attending meetings to making
       phone calls to mobilising social protest”.
     • “Personalisation” needs to be rooted in mutual support and
       recognition that not everything can be bought
     • Should users use budgets to buy friendship?
            Edgar Cahn. Foreword. Co-Production. A manifesto for growing the core economy. NEF. 2


Solution focused consultancy,                                                        Steve Onyett
coaching, facilitation and research                                       www.steveonyett.co.uk
Solution focused consultancy,                                                        Steve Onyett
coaching, facilitation and research                                       www.steveonyett.co.uk
              New Economics Foundation. Co-Production. A manifesto for growing the core economy.2008. 2
  It is about “deepening and
  broadening” public service
     • “The point is not to consult more, or
       involve people more in decisions; it is
       to encourage them to use the human
       skills and experience they have to
       help deliver public or voluntary
       services”

     New Economics Foundation. Co-Production. A manifesto for growing the core economy.2008. 10-11


Solution focused consultancy,                                                        Steve Onyett
coaching, facilitation and research                                       www.steveonyett.co.uk
  Co-production and working from
  strengths
     • “… people are defined entirely by their needs and
       so those needs become the only asset they have.
       No-one should be surprised when people then
       behave in ways that perpetuate such needs” (11).
     • “When ..assets are deliberately ignored or
       sidelined they atrophy”. (11)
     • “Co-production demands that public service staff
       shift from fixers who focus on problems to
       enablers who focus on abilities. … This role is not
       recognised or rewarded within the management
       structures that are currently in place”.(13)


Solution focused consultancy,                         Steve Onyett
coaching, facilitation and research           www.steveonyett.co.uk
  “Front-line staff are essential to
  delivery and empowerment...
     • Their morale is as important as
       client morale. Yet in practice, the
       participation that they are asked
       to extend to clients is often not
       extended to them”.

     New Economics Foundation. Co-Production. A manifesto for growing the core economy.2008. 13


Solution focused consultancy,                                                        Steve Onyett
coaching, facilitation and research                                       www.steveonyett.co.uk
                                              Trusting
                                              Relationships


Conflicting Needs                                  Shared Vision

Pressures/Stress                              Shared Values

Change/Uncertainty/Dishonesty             Integrity
Unclear                               Clear
Communications                        Communications

Complex/Poor Data               Reliable Information
Lack of Time /              Familiarity
Prior Experience


 Distrusting
 Relationships
                                 Source: Richard Lauve, MD (VHA Inc.)
  The energy of social movements
     • “Social movement thinking is about connecting
       with people’s core values and motivations and
       mobilising their own internal energies and drivers
       for change…
     • …[evidence from change management studies
       show] people change what they do less because
       they are given analysis that shifts their thinking
       than because they are shown a truth that
       influences their feelings
     • ..rather than a single individual, it is a network of
       leaders at multiple levels who guide and mobilise
       the successful movement”
                                      Helen Bevan of The NHS Institute


Solution focused consultancy,                                 Steve Onyett
coaching, facilitation and research                  www.steveonyett.co.uk
  ‘Four Column Matrix’
                              System Level          National
        Strategic Goals                                                  Projects
                                Measures            Targets


              Develop                                                   Align project
                                                     Show how
         transformational                                             level goals with
                              Develop system        externally set
             goals that                                                 the strategic
                               level measures     targets sit within
         connect with the                                               goals of the
                                  that track     the context of the
             values that                                             system to create a
                              progress against   strategic goals to
          brought people                                              sense of purpose
                                 these goals      build ownership
        into healthcare in                                              and channel
                                                     to delivery
           the first place                                                 energy




Solution focused consultancy,                                                   Steve Onyett
coaching, facilitation and research                                   www.steveonyett.co.uk
 Establish a system-level vision for
 improvement with ambition and
 commitment.

  • Leaders need to commit
    personally to the vision. This
    means taking a stand and framing
    the objectives as promises to
    users and the people that support
    them.
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
Aims framed as promises to users
User’s needs and wants     Promise

I want to be involved in   Your care planning session will be
my own care planning       attended by you and the people you know
                           need to be there. The care plan will be
                           signed by you to indicate your involvement
I want to be seen as a     Assessments and care plans will cover all
whole person not just an   the areas of your life that are meaningful
illness                    and important to you. You will be able to
                           control what is looked at and be given
                           information telling you what you should
                           expect
I want to be confident     Your care and treatment will be evidence
that I have had the best   based
care and treatment         It will be delivered by enthusiastic and
                           skilled staff
  System alignment
     • Allow yourselves with others to be moved
       by delivery stories
     • Give wide and shared exposure to the
       lived experience of service users
     • Envision the future together and
       ambitiously
     • Don’t be coy about the love you put into
       your work
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
   Appreciative Inquiry
       Is about developing the competence to
       CHOOSE a way of thinking
       • “Appreciative Inquiry is the cooperative search
         for the best in people, their organizations, and
         the world around them.”
       • “It involves systematic discovery of what gives
         a system 'life' when it is most effective and
         capable in economic, ecological and human
         terms.”
                          From “An opportunity to learn more about Appreciative Inquiry” Presentation by Anne Radford


Solution focused consultancy,                                                                    Steve Onyett
coaching, facilitation and research                                                 www.steveonyett.co.uk
  Solution focus/appreciative inquiry-
  exploring what works so that we can
  do more of it
            We manifest what we focus on
             and “we grow toward what we
                persistently ask questions
                                    about”
                                      or
       What we talk about gets
              bigger!
Solution focused consultancy,                      Steve Onyett
coaching, facilitation and research        www.steveonyett.co.uk
It works to build the positive core of
the organisations involved.

     • Organisations need a lot less fixing
       and a lot more affirmation.

     • Appreciation builds relationships,
       collective intelligence, and
       freedom to innovate
                    From “An opportunity to learn more about Appreciative Inquiry” Presentation by Anne Radford


Solution focused consultancy,                                                                      Steve Onyett
coaching, facilitation and research                                                  www.steveonyett.co.uk
  “The Power of Appreciation..
     • ..rests with its self-reinforcing and self-
       generative capacity”
                                      Srivastva and Cooperrider, 1999

     • This requires inclusion, safety in
       participation and good communication =
     • Effective teamworking and leadership
     • Teams are where this is modelled and
       enacted

Solution focused consultancy,                             Steve Onyett
coaching, facilitation and research            www.steveonyett.co.uk
  The 2007 NHS National Staff
  Survey
     • 93% responded positively when
       asked: “Do you work in a team?”
     • However this shrunk to 42% when the
       survey explored whether the team in
       question fulfilled criteria for a well
       structured team
     • Findings consistent since 2003!
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Real teams have..
     • Clear and shared objectives
     • Members who have to work closely together to
       achieve the objectives of the team
     • This interdependency includes users and their
       supporters
     • Members who have different and clearly
       defined roles within the team
     • The minimum number of team members
       required to get the job done

Solution focused consultancy,                  Steve Onyett
coaching, facilitation and research    www.steveonyett.co.uk
               Working well with living
              systems means working
               well with “complexity”
        – See for example –
             • Bob Hudson. (2006). Whole systems working- a Guide and
               Discussion paper. CSIP-ICN
             • Jake Chapman. (2004). Systems failure. Why
               governments must learn to think differently. London:
               Demos


Solution focused consultancy,                                Steve Onyett
coaching, facilitation and research                  www.steveonyett.co.uk
  Or just

     • “Recognising how the
       universe works and
       just getting on with it”
     • .. theory
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Are your issues “wicked”?
     • Don’t be surprised of they are – the easy
       problems have been solved!
     • They involve many stakeholders with different
       values and priorities
     • “When confronting frustrating problems, an
       enterprise would do well to recognise that they
       may be wicked. Moving from denial to
       acceptance is important; otherwise companies
       will continue to use conventional processes and
       never effectively address their strategy issues”

      Camillus, J. C. 2008. Strategy as a wicked problem. Harvard Business Review
Solution focused consultancy,                                        Steve Onyett
coaching, facilitation and research                         www.steveonyett.co.uk
  “Wicked problems”
     • Involve issues with roots that are complex
       and entangled.
     • Are difficult to get to grips with and change
       with every attempt to address them.
     • Have no precedent
     • So .. nothing to indicate the right answer


      Camillus, J. C. 2008. Strategy as a wicked problem. Harvard Business Review
Solution focused consultancy,                                        Steve Onyett
coaching, facilitation and research                         www.steveonyett.co.uk
  Properties of “Wicked problems”
     • There is no definitive formulation
     • It is not obvious when you have reached a
       solution (no “stopping rule”)
     • There is no immediate and no ultimate test
       of a solution- the solutions have their own
       consequences
     • Every attempt at solution counts
       significantly
      Camillus, J. C. 2008. Strategy as a wicked problem. Harvard Business Review
Solution focused consultancy,                                        Steve Onyett
coaching, facilitation and research                         www.steveonyett.co.uk
  Properties of “Wicked problems”
     • Each problem can be seen as a symptom of
       another problem
     • Discrepancies can be explained in numerous ways-
       because people have different definitions of the
       problem
     • You have no right to be wrong- there is too much at
       stake!
     • Solutions are not true or false but good or bad- it’s
       all down to judgement
                                      …there is only better
       Camillus, J. C. 2008. Strategy as a wicked problem. Harvard Business Review
Solution focused consultancy,                                        Steve Onyett
coaching, facilitation and research                         www.steveonyett.co.uk
  So it’s a bit swampy!
                                      • “Swamps were generally seen
                                        as useless and even
                                        dangerous”.
                                      • “Swamps are characterised by
                                        rich biodiversity and
                                        specialized organisms..
                                      • .. such as frogs”.

                                      • “…. swamp draining is
                                        nowadays seen as a
                                        destruction of a very valuable
                                        ecological habitat type”
                                                              Wikipedia


Solution focused consultancy,                                  Steve Onyett
coaching, facilitation and research                    www.steveonyett.co.uk
       Simple                  Complicated                        Complex
Following a Recipe                  A Moon Rocket              Raising a Child
 z   Recipe is essential       z   Formulae are critical     • Formulae have only
                                   and necessary               a limited application
 z   Recipes are tested to
     assure replicability of   z   Sending one rocket        • Raising one child
     later efforts                 increases assurance         gives no assurance
                                   that next will be ok        of success with the
 z   No particular             z   High level of expertise     next
     expertise; knowing            in many specialized
     how to cook increases         fields & coordination     • Expertise can help
     success                                                   but is not sufficient
                               z   Rockets similar in
                                   critical ways             • Every child is
 z   Recipes produce                                           unique
     standard products         z   High degree of
                                   certainty of outcome      • Uncertainty of
 z   Certainty of same                                         outcome remains
     results every time




From - Plsek, P. “Complexity, culture and
large systems change” presentation                Source: Brenda Zimmerman, PhD
  Questions?                          (after Chapman, 2004)


     • Are we spending too much time trying
       to apply complicated solutions to
       complex problems?
     • What approach would we adopt if we
       accepted that systems cannot be
       controlled nor their behaviour
       predicted?
     • What might we need to do differently?

Solution focused consultancy,                                 Steve Onyett
coaching, facilitation and research               www.steveonyett.co.uk
  The problem of Big Planning
     • “Long term planning and the rigid
       structures, precise task definitions and
       elaborate rules that often accompany it,
       may be positively dangerous, ‘fixing’ an
       organisation in pursuit of a particular vision
       when an uncertain world requires flexible
       responses”.
                                          Hudson, 2006
     • May need “holding frameworks” for
       relevant subsystems to keep direction
       and coherence
Solution focused consultancy,                     Steve Onyett
coaching, facilitation and research       www.steveonyett.co.uk
 Build collective understanding of what working in
 complex systems really means

        • Small changes can have big effects
        • ..and big changes very little effect
        • Emergence- the whole is greater than
          the sum of the parts
        • Tolerance of uncertainty and flexibility
        • Recognising the futility of control


Solution focused consultancy,                      Steve Onyett
coaching, facilitation and research        www.steveonyett.co.uk
                The pointlessness of control
                                      from Jenny Rogers “Influencing Skills”

  • You can’t force people to work effectively on
    something they disagree with.
  • Organisations are so complex and subject to so many
    diverse influences that it is pointless trying to control
    them.
  • Distance from most senior to most junior makes it
    unlikely that control can be exercised over that stretch
  • Much control is unnecessary -where there is openess
    and willingness to give feedback
  • Control reduces risk taking- a necessary precondition
    for the innovation on which organisations depend
  • It’s exhausting and your time can be better spent!
Solution focused consultancy,                                        Steve Onyett
coaching, facilitation and research                          www.steveonyett.co.uk
  What implications of more ecological
  thinking?

     • Push and exhortation
       (nor even resources!)
       from leaders and policy
       makers can be counter-
       productive.
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
     • People’s ability to stay the
       same will always be greater
       than our ability to make
       them different


Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
   Working with your
   stakeholders- what is
   their
     • Readiness to change?
     • Confidence to change?
     • Judgement of the importance
       of change?
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
   Respectfully consider these cells
   and provide information to inform
                               Advantages   Disadvantages




      Change                          +           -




    No change                         -          +




Solution focused consultancy,                          Steve Onyett
coaching, facilitation and research            www.steveonyett.co.uk
  What are their natural attractors?
     •   Patient/carer benefit
     •   Feeling effective
     •   Getting to know people better
     •   Autonomy
     •   Choice
     •   Self image (e.g. as a scientist)
     •   Reduced paperwork and boredom
     •   Geewhizz gadgets
     •   Feeling part of something important
     •   Lifestyle enhancement
     •   Good stories to tell
     •   CV brownie points
     •   Etc., etc., etc., etc.

Solution focused consultancy,                          Steve Onyett
coaching, facilitation and research            www.steveonyett.co.uk
  What implications of more ecological
  thinking?
     • Change needs to happen
       bottom-up but the right
       conditions need to be
       created.
     • …like gardening, or throwing a
       party?
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Working with complexity values

     • Allowing solutions to emerge by:
           – encouraging rich interaction,
             removing barriers and oppressive
             controls
           – giving space and time,
           – not overspecifying means

Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Working with complexity values

     • Valuing multiple perspectives
     • Using multiple approaches that
       make effective use of experience,
       experimentation, freedom to
       innovate and working at the edge
       of knowledge and experience.

Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
                                      Working with complexity as “surfing the
                                      edge of chaos”, Pascale, et al (2000)


                                          “.. In systems as in life, when
                       Panic Zone         threatened, [it] move towards the
                                          edge of chaos. At this edge
                                          experimentation and mutation
                       Discomfort         occur from which creative solutions
                          Zone            can emerge. When this occurs
                                          living systems self organise and
                                          new forms or patterns emerge. The
                          Comfort         challenge for leaders is to disturb
                           Zone           or disrupt the movement at the
                                          edge to provoke the desired
                                          outcome” – sometimes referred to
                                          as “perturbing the edge”. McKimm et
                                          al, (2008)


Solution focused consultancy,                                      Steve Onyett
coaching, facilitation and research                       www.steveonyett.co.uk
     “..Success is the ability to go
       from one failure to another
             with no loss of
             enthusiasm”.
                                      Winston S Churchill


Solution focused consultancy,                          Steve Onyett
coaching, facilitation and research            www.steveonyett.co.uk
  Leadership? Two broad approaches
     • Some view leadership as a set of
       traits or competencies possessed by
       certain individuals
     • others view leadership as an
       emergent social phenomena, a social
       process shaped by relationship within
       groups.
                                      Bolden, 2004
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Competencies
     • …. can be likened to
       Brighton Pier,
     • very fine in their own way, ..
     • but not a good way of
       getting to France

      John Alban-Metcalfe quoting Neil Kinnock describing the 1981 Special Education Act.




Solution focused consultancy,                                                                       Steve Onyett
coaching, facilitation and research                                                         www.steveonyett.co.uk
Law of the Situation
• Leadership is transient and
  contextual
• Where knowledge and experience
  are needed the person who can is
  the right person to do it.
• Not all leadership should be
  determined by position power yet
  people with authority should be
  prepared to exercise it.
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Subsidiarity
     • Decision making should be located as
       closely as possible to the place where
       actions are taken.
     • This means addressing the flight from
       authority
     • .. and helping people love their
       monkeys!
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
     • “If you do not fill your
       leadership space, voids
       appear, and in voids bad
       things happen”
              Hugh Martyn and Robert Scurr quoting William Calley on his lack of
                           leadership in the Mai Lay massacre in Vietnam, 1968



Solution focused consultancy,                                           Steve Onyett
coaching, facilitation and research                            www.steveonyett.co.uk
  The essence of leadership and
  management
     • …is the creation of environments in
       which people can be creative.. Where
       they can exercise power to achieve
       outcomes valued by patients/users,
       their supports, and other key
       stakeholders.
     • This is usually a team

Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  “New paradigm” approach to
  leadership
     • More “soft stuff” emphasis on working
       through others
     • Leaders with more faith in other people
       than they have in themselves (and
       they have a lot of faith in themselves!)
     • More concerned with connectedness
       and inclusiveness
     With acknowledgement to Bev Alimo-Metcalfe of www.realworld-group.com

Solution focused consultancy,                                     Steve Onyett
coaching, facilitation and research                       www.steveonyett.co.uk
  “New paradigm” approach to
  leadership
     • More concerned with vision
     • More concerned with improvement
     • Less concerned with “Great man”
       models of leadership
     • Striving for excellence through
       optimism, openness and personal
       humility
     With acknowledgement to Bev Alimo-Metcalfe of www.realworld-group.com

Solution focused consultancy,                                     Steve Onyett
coaching, facilitation and research                       www.steveonyett.co.uk
  “Transformational” leadership- roots

     • James MacGregor Burns transformation
       as that which turns followers into leaders
       and leaders into moral agents.
     • Transformational leadership occurs when
       people elevate each other into a higher
       level of motivation and morality.
     • Thus inextricably linked with the social
       meaning that people attach to their work.


Solution focused consultancy,                   Steve Onyett
coaching, facilitation and research     www.steveonyett.co.uk
  Leadership as an ethical endeavour
     • Positive Emotional Climate = “an environment
       where managers take into account the emotional
       needs and personal growth of employees and
       encourage the sharing of positive emotions”
     • Leadership practices that promote “positive
       emotional climate” associated with company
       gains in revenue, growth and outcome. Ozcelik et
         al, 2008
     • Contrasted with “charismatic” (sometimes
       referred to as “transformational”) leaders who use
       their skills manipulatively in pursuit of
       organisational goals.

Solution focused consultancy,                        Steve Onyett
coaching, facilitation and research          www.steveonyett.co.uk
  The importance of authenticity

     • Leaders lead most effectively
       when they are being themselves
       and being true to themselves.
     • Authentic leadership is about,
       “being yourself- more – with skill”
                                      Goffee and Jones, 2006

Solution focused consultancy,                             Steve Onyett
coaching, facilitation and research               www.steveonyett.co.uk
  Leadership as an ethical endeavour


     •PEC associated
      with less cynicism
      and more
      engagement
Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
“.. Sloterdijk (1987) observes that the
whole of postmodern society is living within
an internal dialogue or cognitive
environment of a universal, diffuse,
cynicism.
As a predominant mindset of the post-
1960s era, Sloterdijk takes the cynic not as
an exception but rather as the average
social character.
It is argued that at both the personal and
institutional levels, throughout our society
there is a widespread disturbance of
vitality, a bleakening of the life feeling, a Onyett  Steve
 Solution focused consultancy,
 coaching, facilitation defeated idealisms, and a sense
farewell toand research                       www.steveonyett.co.uk
  Research using the Team
  Leadership Questionnaire
     • “Showing genuine concern”
       has the biggest impact on
       motivation.
        –Being interested in your
         needs and aspirations and
         how things feel for you.
     With acknowledgement to Bev Alimo-Metcalfe of www.realworld-group.com


Solution focused consultancy,                                     Steve Onyett
coaching, facilitation and research                       www.steveonyett.co.uk
    Highlights from “Host Leadership:
    Towards a new yet ancient
    metaphor” by
    Mark McKergow PhD MBA
    Director, sfwork - The Centre for
    Solutions Focus at Work
    mark@sfwork.com, www.sfwork.com
    Forthcoming in the International Journal
    of Leadership in Public Services

Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Shortcomings of the hero metaphor
     • The hero leader is seen as all-
       knowing and the followers all-
       dependent;
     • The illusion of control
     • The homogeneous imagery of
       the followers - are we subjects
       or sheep!
     • The willingness of the hero
       (warrior, king, even shepherd)
       to die in the act of saving the
       flock

Solution focused consultancy,                    Steve Onyett
coaching, facilitation and research      www.steveonyett.co.uk
  Shortcomings of the servant
  metaphor
  • The richness of the metaphor is not
    obvious. Your waiter or Jeeves?
  • The image of servant is not a
    compelling one to those (for example
    women and ethnic minorities) who are
    traditionally cast in such a role
  • The leader as servant has similar
    hierarchical issues to the hero, but from
    the other end- who are really the
    masters and mistresses?

Solution focused consultancy,                           Steve Onyett
coaching, facilitation and research             www.steveonyett.co.uk
  Leader as Host, Host as Leader

                                      Host




                  Hero                        Servant



Solution focused consultancy,                        Steve Onyett
coaching, facilitation and research          www.steveonyett.co.uk
  Warren Bennis on Gladstone and Disraeli
  • If you had dinner with William Gladstone,
    you were left thinking “That Gladstone is
    the wittiest, the most intelligent, the most
    charming person around.”
  • But when you had dinner with Benjamin
    Disraeli, you were left thinking, “I’m the
    wittiest, the most intelligent, the most
    charming person around!”
  • Gladstone shone but Disraeli created an
    environment where others could shine.
    The latter is the more powerful form of
    leadership, an adventure in which the
    leader is privileged to find treasure within
    others and put it to good use.
                                      From introduction to Parks 2005 p xi-xii).


Solution focused consultancy,                                                         Steve Onyett
coaching, facilitation and research                                           www.steveonyett.co.uk
  Advantages of the host metaphor

     • It’s an everyday image
     • Host and Guest are co-defining
     • Hosting is an activity, rather than a
       defining characteristic of a person
     • Hosting gives a definite feel of some
       responsibility for the success of the event
     • The role of host can involve behaving as
       total hero or absolute servant

Solution focused consultancy,                    Steve Onyett
coaching, facilitation and research      www.steveonyett.co.uk
  Elements of host leadership

     •The four
      balances + 1

Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  Principle of Response-ability

     • Defining
                                      • Responding
       the                              to what
       event                            happens



Solution focused consultancy,                      Steve Onyett
coaching, facilitation and research        www.steveonyett.co.uk
  Principle of Co-participation

   •Engage                            • Join in
                                        along
    and
                                        with
    provide                             everyone
                                        else
Solution focused consultancy,                     Steve Onyett
coaching, facilitation and research       www.steveonyett.co.uk
  Principle of Gate-opener



 • Protect                            • Encourage
                                        new
   boundaries
                                        connections



Solution focused consultancy,                      Steve Onyett
coaching, facilitation and research        www.steveonyett.co.uk
  Principle of Alpha and Omega

   •Be                                •Be
    the                                the
    first                              last
The host is both the first and the
last – Arabic proverb

Solution focused consultancy,                    Steve Onyett
coaching, facilitation and research      www.steveonyett.co.uk
                         th
  The 5 principle?
     •Front                           •Back-
      stage                            stage
      work.                            work.

Solution focused consultancy,                   Steve Onyett
coaching, facilitation and research     www.steveonyett.co.uk
  Parting comments on rethinking
  leadership
     • Focus on what counts rather than what is
       easily countable
     • ..and then measure with reports to the highest
       levels of governance

     • Remember to “plot the bloody dots!” but that..
     • “Crude measures of the right thing are better
       than precise measures of the wrong things”

                                       Davis Balestracci, 2008



Solution focused consultancy,                        Steve Onyett
coaching, facilitation and research         www.steveonyett.co.uk
  Parting comments on rethinking
  leadership
     • Focus on releasing capacity for effective
       hosting of important relationship building
       based on trust - rather than just talent
       spotting “high fliers”
     • Notice and celebrate the good to build the
       confidence for effective subsidiarity
     • Develop networks and teams based upon
       levels of interdependency required among
       people to deliver the task at hand

Solution focused consultancy,                   Steve Onyett
coaching, facilitation and research     www.steveonyett.co.uk
  Parting comments on rethinking
  leadership
     • Build in incentives and support for giving back at all
       levels, for example…
          – By service users in contributing to the support of others
          – By staff in managing their own managers
          – By all in the planning, design and delivery of service
     • Create an environment where innovation is
       possible- it is OK to celebrate failure as long as
       there is learning
     • Create the infrastructure for learning
     • Start!- Use “Rapid Cycle Thinking” with small, short
       PDSA cycles where data is collected, shared and
       learned from

Solution focused consultancy,                                  Steve Onyett
coaching, facilitation and research                    www.steveonyett.co.uk
  Parting comments on rethinking
  leadership
     • Consciously address sustainability
          – Maintain attention
          – Celebrate and communicate
          – Take away that which supports the bad old
            ways
          – Create and support the new roles and ways of
            being
          – Model from above
          – Keep moving forward

Solution focused consultancy,                        Steve Onyett
coaching, facilitation and research          www.steveonyett.co.uk
  Parting comments on rethinking
  leadership
     • Ask yourself




 Paul E. Plsek, 2008


Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
  It’s all about well-being




Solution focused consultancy,                 Steve Onyett
coaching, facilitation and research   www.steveonyett.co.uk
     • “If you think you are too
       small to be effective
     you have never been in
       bed with a mosquito”
                                      Betty-Reese


Solution focused consultancy,                   Steve Onyett
coaching, facilitation and research     www.steveonyett.co.uk
                                              Steve Onyett
Thank you!- steve.onyett@gmail.com
Solution focused consultancy,
coaching, facilitation and research   www.steveonyett.co.uk
  Sources
     •   Iles, P. & Macaulay, M. (2007) Putting principles into practice: developing ethical leadership in local
         government. International Journal of Leadership in Public Services, 3(3), 15-28.
     •   Ozcelik, H., Langton, N., & Aldrich. (2008). Doing well and doing good. Journal of Managerial
         Psychology, 23(3), 186-203.
     •   Ham. C. (2008) “Health Care Commissioning in the International Context: Lessons from experience
         and evidence”. 2008.HSMC
     •   Ham, C. (2008)“Competition and integration in the English NHS”. BMJ. 2008. 336. 805-807
     •   Welsh, T. & Pringle, M. (2001). Social capital. Trusts need to recreate trust BMJ. 2001 July 28;
         323(7306): 177–178.
     •   New Economics Foundation. Co-Production. A manifesto for growing the core economy.2008
     •   www.icn.csip.org.uk/leadership
     •   www.leadershipnet-icn.org.uk – for people involved in leadership and teamwork development
     •   www.steveonyett.co.uk – see page on solution focus for links to a range of other resources of
         solution focussed working.
                                                                            Steve.onyett@gmail.com




Solution focused consultancy,                                                                       Steve Onyett
coaching, facilitation and research                                                    www.steveonyett.co.uk

								
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