Leading leaders through transition
Leading leaders through transition
Sat in a room with the Leaders of the Country, I pondered to myself about how on earth I got to be in a room with THE movers and the shakers of our Great Country. Then another thought followed this quickly from behind and gripped me with panic – SHIT they don’t know what to do with the Country! They really DON”T know what to do.
My internal chatter continued.
“Why are you surprised? That was what you thought anyway”.
“Yep, well careful what you wish for”.
“Oh my god, “I replied to myself.” “Why don’t they know? They get paid so much money and they don’t know!”
As the conference proceeded, one Leader after another came and put their Services point of view; The Chief of Police, Leading Academics, Director from Health, Education…, and it went on.
We were then sent to our rooms to work in our Syndicates to solve these “wicked” problems. The question was only the lines of “How could be work collaboratively to get ourselves out of this economic and social nightmare that we had created?”
As we regrouped in our horseshoe formation, the objections came from the floor.
“This isn’t going to be achievable in this time? “
“Where do we start?”
“Well if it was that easy we wouldn’t be in this situation would be. I can do research.”
As the deliberation and contesting went on the Chief of Dorset Police silenced everyone and elected me to be the Chair of the task. Seconded, swiftly by another Chief of Police from Birmingham.
“Yes, I think the Police should let the Third sector have a go.”, joined in Chief number 2.
“I work with the third sector on my current contract”, I replied “but I’m not a Director of a Charity, I’m just me!” and then I thought about what else I had wished for – my learning outcome which I had written before the course started read.
- To gain more skills in negotiation, conflict management and leadership that I can then apply in practise with the work undertaken with the Consortium.
- To gain a deeper understanding of the processes of strategic planning behind statutory, enforcement and third sector organisations in order to lead powerful partnerships.
So I had put my request out to the Universe and here was my chance to lead.
“I will accept the responsibility if you can trust me to coach you through the process?
I was now in charge and we had 2 days to produce a presentation, a 5000 word essay and hold an emergency impromptu meeting with the Chief of Somewhere, to be scrutinised.
I calmed myself internally, safe in the knowledge that I excelled in crisis ! Comfortable with the pressure, I avoided the rescue card and thought to myself.
I may only just be me, but someone has to stand up and do it. I reflected on my resourceful skills – organiser, strong presenter, teacher and resilient.
I stood up and took the marker pen and wrote on the board.
“Start with the end in mind.”
Stephen Covey.
I took another sheet of flipchart paper and wrote down the deliverables –
5000 word Essay with bibliography and research review.
10 minute Presentation
Scrutiny meeting
Exercise 2
I asked , “What outcome did you set for yourself and which role do you need to take on to achieve this outcome now?”
““I am weak at presentations “,said K “ I will have a go at presenting if someone can help me?”
“I have experience in doing presentations. I will help you.” I replied
“I am not academic and really need to do more writing for my role so I will put myself forward for writing up the research. “
“I am a fast reader – I will support you.” came the reply from a Third sector organisational leader, D.
I then began to write down roles or Services to consider and further delegation took place on who would be the expert on which area.
Finance,
Housing,
Faith Orgs
Police,
Health
Education
Exercise 3
Now, with your Accountable roles and responsibilities in mind we then asked ourselves the following;
– Fast forward yourselves to when we have resolved the issues.
What does it look like?
What does it feel like?
What do we want to create our future to be?
When we know what we want we can take the steps in the right to move us closer to our goal.?
Tell me what there is, not what there isn’t.
Here are some of the answers.
“There is enough money. “
“Enough housing for everyone.”
“There are jobs for people. Education is good and there is little crime. “
“People are in great health.”
Exercise 4
So with 25% cuts in spending in the Public purse and with your accountable role and expertise in mind what can we do more of?
What can we do less off?
What must stop?
What is missing?
What else?
Now give me two more?
If you know what the solution was to the crisis, what would it be?
The brain storming continued …..,
Exercise 5
From the solutions that we have in front of us which are our 3 priorities?
What would be the impact if we didn’t do these?
What would be profit, economically and socially and politically if we did do these?
What’s the benefit for people in society if we are successfully?
Who do we need to help us?
What could stop us?
How will we know when we get there?
When have I been in a similar situation.
The Police panicked because they were deliberating and not being responsive, but when the task was on, went full on and completed without barriers. Reporting back and asking for me.
The Third sector shifted in their sits, uncomfortable with being cornered into one role and into moving forwards. Then they realised they had a say and power and there relationships were invaluable and their leverage.
The LA thought of lots of barriers, and lots of relationship to broker.
And the independent thought of lots of ideas, processes and methods.
Over the course of the two days the individuals were pushed to the limits of their comfort zones and the dynamics and activity at times was on the edge of chaos. But this is way the most exciting thinking takes place.
The trust and interdependency between the enforcement sector local authority sector and the third sector exceeded itself to create results that everybody owned, believed and understood.
The leaders thanked me for pushing them and the whole experience of allowing the creative journey to happen. The coaching process in leadership is a powerful experience.
Written by Alison Richards, Leadership Coach [email protected]
