Leadership in Community Engagament

Transcript

1. Leadership for Engagement
   Dr. Deborah Benson
   www.wcc16.com
   #WCCSCOTLAND
   

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2. www.wcc16.com
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   Deborah Benson
   • Leadership trainer and consultant, & NXD
   • Formerly an M.D. in the residential development industry
   • Marketing Director in residential development
   • Director in advertising and marketing
   

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3. www.wcc16.com
   #WCCSCOTLAND
   Deborah Benson
   • Leadership trainer and consultant, & NXD
   • M.D. in the residential development industry
   • Marketing Director in residential development
   • Director in advertising and marketing
   Leadership Communications
   Building
   

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4. www.wcc16.com
   #WCCSCOTLAND
   Deborah Benson
   Leadership
   Communities Engagement
   Communications
   Building
   

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5. www.wcc16.com
   #WCCSCOTLAND
   Deborah Benson
   Leadership
   Communities Engagement
   Communications
   Building
   

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6. www.wcc16.com
   #WCCSCOTLAND
   Deborah Benson
   Leadership
   Engagement Collaboration Communities
   

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   ‘Beyond Authority’
   Leadership
   

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   ‘Beyond Authority’
   
   for
   engagement & collaboration
   Leadership
   

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   Traditional leadership
   www.leadersforleadership.co.uk
   LEADERS
   FOLLOWE
   RS
   Appointed
   Leader
   Subordinates
   Managers
   

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    Leadership in nature
    Top Team &
    Current Leader
    Potential leaders
    Followers
    

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    Leadership in nature

    dyadic relationships
    Top Team &
    Current Leader
    Potential leaders
    Followers
    

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    Leadership in nature

    dyadic relationships
    Top Team &
    Current Leader
    Potential
    leaders
    Followers
    • Trust
    • Authenticity
    • Integrity
    

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    Leadership 

    willing followers
    Top Team &
    Current Leader
    Potential
    leaders
    Followers
    • Dyadic relationships
    • Shared vision,
    mission
    & purpose
    

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    Traditional leadership
    www.leadersforleadership.co.uk
    LEADERS
    FOLLOWE
    RS
    Appointed
    Leader
    Subordinates
    Managers
    

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    Networks not hierarchies
    www.leadersforleadership.co.uk
    Relationships not instructions
    

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    Natural dynamics of leadership
    ‘Business is a social institution, not just a financial or production vehicle.’
    Mary Parker Follet (1868 – 1933)
    ‘...widespread among social animals…
    a propensity for altruism and harmonious
    co-operation in social groups is favoured
    by natural selection’.
    Ernst Mayr, evolutionary biologist
    (in Mintzberg et al. 2002)
    

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    Collaborative leadership

    

    www.leadersforleadership.co.uk
    ‘…is the capacity to engage people and groups outside one’s formal co
    and inspire them to work toward common goals, despite differences in
    convictions, cultural values and operating norms.’
    Ibarra & Hansen (2013)
    

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    Collaborative leadership

    

    www.leadersforleadership.co.uk
    ‘…is the capacity to engage people and groups outside one’s formal co
    and inspire them to work toward common goals, despite differences in
    convictions, cultural values and operating norms.’
    Ibarra & Hansen (2013)
    Leading ‘Beyond Authority’

    

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    Engaging our stakeholders
    

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    Engaging our stakeholders
    Schools
    Government bodies
    Boaters
    Tourists
    Environmental
    groups
    Businesses
    Local
    communities
    Walkers
    cyclists
    

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    Engaging our stakeholders
    

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    Building relationships

    empowering our stakeholders
    

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    Building relationships

    linking networks
    

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    Engaging stakeholders & building relationships

    bringing communities together

    

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    Symbiotic collaboration
    www.leadersforleadership.co.uk
    • Altruism and harmonious co-operation aid
    survival
    • Close and often long-term interaction
    Can deliver significant mutual benefits
    and create whole new outcomes, new
    partnerships, even new entities.
    Vital when:
    Budgets are reducing
    Resources are limited
    Demands are
    increasing
    

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    Leading for collaboration

    are you ‘collaboration ready’?

    • Do the people in your team collaborate internally?
    • Do they have joint responsibilities - can they share decision making?
    • Are there clearly defined collective goals?
    • How do you deal with power/dominance issues - can you work
    without falling back on hierarchy?
    • Is conflict seen as a positive energy to be embraced and resolved as a
    route to better outcomes?
    • Do you departments interact in an open, productive manner?
    

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    Collaborative leadership

    Transactional approach
    www.leadersforleadership.co.uk
    • Culture of explicit & implicit contractual relationships
    • Effort is exchanged for rewards, contingent on performance
    • Commitments are short term, individual group’s interests dominate
    • Decisions made behind closed doors rather than open communication
    • Innovation & risk taking are typically discouraged
    • The wider community is solely a competitive marketplace
    • Co-operation depends on the potential to satisfy own group’s interests
    • Leaders are negotiators and resource allocators
    “Every man for himself”
    Adapted from Bass & Avolio (1990)
    

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    Collaborative leadership

    Transformational approach

    • Community culture generates a sense of purpose and a feeling of ‘family’
    • Commitments are long term & groups trust each other to do what is right
    • Mutuality of interest, sense of shared fates and interdependence
    • Leaders serve as mentors, role models, coaches
    • Individual initiative is encouraged
    • Individuals/organisations can still pursue their own goals and rewards
    … but through self-interest aligned with a central purpose
    An emphasis on community-centered purpose, vision and mission
    

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    Transactional leadership
    Contingent
    Reward
    or
    penalties
    Expected
    Outcomes
    TRANSACTIONAL
    LEADERSHIP
    Adapted from Bass & Avolio (1990)
    

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    The power of transformational leadership
    Contingent
    Reward
    or
    penalties
    Expected
    Outcomes
    TRANSACTIONAL
    LEADERSHIP
    Personal
    influence
    Intellectual
    stimulation
    Consideration
    for individual
    groups
    Inspirational
    motivation
    Adapted from Bass & Avolio (1990)
    

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    Achieving exceptional outcomes
    Contingent
    Reward
    or
    penalties
    Expected
    Outcomes
    TRANSACTIONAL
    LEADERSHIP
    Personal
    influence
    Intellectual
    stimulation
    Consideration
    for individual
    groups
    Inspirational
    motivation
    Exceptional
    outcomes
    Adapted from Bass & Avolio (1990)
    

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    Achieving exceptional outcomes

    Charrettes
    • A ‘charrette’ is a way of working that brings people together to
    discuss a place, consider how it could work and to design what
    it could look like.
    • Charrettes are an intensive way of working, usually taking
    place over several days.
    • During this time, a design studio is set up on site and everyone
    with an interest in that place (members of the public, local
    authority officers, agencies, business owners etc) come
    together to develop their ideas.
    

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    Scottish Canals charettes 

    bringing people to the discussion 

    creating new communities
    • Bowling (spring 2014) c.200
    • Inverness, Muirtown/ South Kessock (spring 2014) c.150
    • Port Dundas (Spring 2014) c.120
    • Applecross, Firhill, Hamiltonhill (Spring 2015) c.200
    • Crinan Corridor (Spring 2016) c.150
    

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    Charrette Locations to date
    • Bowling Basin
    • Muirtown/ South Kessock
    • Port Dundas
    • Applecross, Firhill, Hamiltonhill
    • Crinan
    

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    Bowling Basin – Spring 2014
    • Charrette held Spring 2014 with West Dunbartonshire Council
    • Purpose – to create a shared vision for the area and masterplan
    • Partners – included Scottish Government, West Dunbartonshire Council,
    Scottish Canals, Scottish Waterways Trust, Sustrans, Historic Environment
    Scotland, Local Community, Local Business, Local primary schools, etc.
    • Charrette contributions – c£40k
    • Scottish Government Award for Quality in Planning 2014
    • Masterplan has secured Planning Permission in Principle
    • Unlocked £2.1m investment to date following Charrette
    

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    Bowling Basin – Spring 2014
    • General text Arial 24
    

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    Bowling Basin – Spring 2014
    

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    Bowling Basin – Spring 2014
    • General text Arial 24
    

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    Leadership beyond authority 

    for engagement & collaboration
    • Transformational leadership, willing followers
    • Pass the baton, share and distribute leadership
    • Operate with integrity and authenticity
    • Build strong dyadic relationships, based on trust
    • Create networks not hierarchies
    • Bring different groups together and ensure their voices are heard
    • Create a shared vision, agreed mission & purpose
    • Achieve exceptional outcomes
    

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    Deborah Benson

    deborah@leadersforleadership.co.uk
    Thank you…….
    

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