Leadership beliefs that affect team performanceA summary of leadership beliefs identified by participants as impacting on team performance; participants' comments on the leadership development workshop process; new: exercise to help you identify your beliefs and how they impact team performance.The workshop was held in Newcastle in April. It was was attended by leaders of local businesses and public organizations. A comment on the workshop processThe workshop process is described elsewhere on the site (see leadership development workshop page).Essentially, we create safe space for reflection. We enable each contributor to develop ideas without interruption and discussion. The focus on leadership beliefs came from the group running with that theme. Our educational process makes us accustomed to a kind of hurly-burly intellectual dog-fight for ascendancy. Frequently our ideas piggy-back on those of our peers. How frequently do you hear in discussions and meetings: "I agree with what you say, but ..." or "I disagree because ..." Ideas are barely formulated before they are challenged and re-shaped by others. Quite often a defensive reaction follows, where the initial speaker feels impelled to explain further, or to defend a position. Our view is that this process is inherently conservative and inimical to the development of self awareness through reflection. Self awareness is the great liberator! Awareness of your beliefs - in this example, leadership beliefs - is the first step to changing how you act as a leader. After the workshop, we have the opportunity to reflect. The writing process enables - almost demands! - that. On reflection, as we recorded the material the groups produced, we felt that we could strengthen the power of the reflective process. Some of the ideas from the groups points in the general direction of an underlying leadership belief, but don't quite "seal the deal" ... so here is an opportunity to take the process a step further. First, let's pick up the tone set in the workshop for an open-hearted inquiry. Participants' feedback does that quite nicely. The reflective exercise follows. Participants' feedback on the workshop processAfter the workshop we received this from one of the participants:Finding time to reflect on my own personal leadership practices comes rarely so when it does I am only too happy to jump at the chance. Even better is if I can do this with quality facilitators and the shared experiences of other professionals. All of the these factors combined made the Jazz Leadership workshop so valuable for me. Louise Doyle Client Relationship Director Leisureport Ltd. The following feedback was collected on the evaluation shhets that participants completed at the time. Time to listen and be heard by
people who are choosing to be there.
Time to reflect and explore how I can improve as a leader. And a great environment - so important. Louise It is a fantastic opportunity to
sit with like minded people and listen and share experiences, ideas and
fears and be totally comfortable and at ease.
A motivational arena for
development and self reflection.
Jayne This workshop allows knowledge
to be created and deeply felt
– and therefore deeply valued. Richard Exploring the choices we have is
very liberating – so valuable
to recognize how I need not be limiting myself – or others. Jenny Great to share ideas and outcomes with an intimate group size and environment. Martin Reflecting on leadership beliefsIt's going to be important to re-create that spirit of open-hearted enquiry as you carry out these exercises. Just be curious - in a child-like way - about what is there.Sounds woolly? Need some reassurance? In more formal, academic circles (that take reflection on practitioner roles seriously as a generator of new knowledge) this posture is described as "naive competence" ... naive enough to ask the simple questions; competent enough to focus on what's important. Permit any thoughts, observations and feelings to arise. If your censor pops up ("You don't believe that!") record the process of censure, too. This keeps your capacity for simple, uncluttered awareness open. Just set out to explore ... openly and candidly. Simply be curious about your own thoughts and feelings about these issues ... and start writing - as immediately and spontaneously as you can. Now, let's re-state the issue: we act according to our beliefs. If we want to impact behaviour - permanently - we need to raise awareness of the beliefs that underpin it. Unhelpful beliefs often succumb to this exposure to the clear light of day! It's amazing how much power to change is developed by simply becoming aware of underlying leadership beliefs. On training - an aside The reason why much training rapidly busts back to the old status quo is that it assumes that behaviour operates independently ... that behaviour can simply be modified. Our view is that belief determines behaviour. Reflecting on your leadership beliefsIn order to work on your own leadership beliefs, we suggest you take some time out for a written reflective exercise.Use the statements below as a stimulus. This formula may help: I believe [state the belief you are exploring] Leads to [state the consequences for you - as a leader - in holding that belief] Therefore [state the consequences for what you do / how you act as a leader] Like this: "I believe that a Machiavellian style of leadership has much to commend it. People perform far better when they're kept on their toes ... and you keep them guessing. In this business you never know what life's going to throw at you anyway. The occasional trick and game-playing from me just prepares them to deal with the unexpected." or this: "I believe that a Machiavellian style of leadership is basically manipulative and disrespectful - using game-playing to control people. This undermines their confidence and sense of self-worth. I prefer to be straight and tell it as it is. Then we can sit down and look for solutions openly ... all of us having equal access to the issues." The exercise: Read through these ideas. Pick out one or two that resonate with you. Identify the belief, the consequences for how you interpret situations ... and what you do as a result of those interpretations. However, briefly ... write it down! Written reflections encourage you to be clear and bottom the issues out. The writing process also crystallizes ideas on the fringes of your consciousness, helping you to become aware of beliefs that operate unconsciously. Awareness is the prize ... go for it! How do leadership beliefs affect performance – for better or worse?This became one of the key themes of the event.The two small group sessions provided the opportunity for us to look more deeply into themes that interested us. We then shared our discoveries with the large group. Here is a record of the leadership beliefs from the two small-group sessions. Leadership beliefs that support high performanceYou can achieve what you really do want to achieve.High performance is about the team and what they do ... much more than the charismatic style of the leader. Getting the best out of each staff member is about gaining their 'buy in' through personal interaction. Leadership beliefs ... what's best is when you understand there is not just one way ... that there can be many ways to lead ... and you are not attached to any one in particular. We want to differentiate from 'cult' leadership that is dogmatic about what is right and what is wrong. It's motivational when you are allowed to come up with your own solutions. Assessing what the potential is within your team. Helping each staff member understand what their own potential is. Leader has to have beliefs - otherwise how can leader believe that the task/objective will be done/can be done. Ability and opportunity for each staff member to self manage - should they and could they? Best to base decisions on honesty and trust - otherwise discussions and outcomes will be based more upon false beliefs and assumptions. Many people need the answers to be black and/or white as it is easier to understand and appreciate - but sometimes the answers cannot be that simple. |
