What did each sector take away from Challenges '08? The links below contain summaries by industry sector. We welcome your comments and input.
If you'd like to see a new topic started, please comment here, or to join in an existing discussion, choose a link from below.
Lester Levy
Jared Blumenfeld
Bob Field
Ruth Aitken
Ann Sherry
Monday, July 7, 2008
Ann Sherry: Looking to the horizon: Successfully navigating a leadership vision
Ann Sherry spoke at Challenges '08 on "Looking to the horizon: Successfully navigating a leadership vision"
The private sector said:
The real purpose of a vision is to provide a sense of direction, to describe a possibility. It is a rallying call, something for people to rise to. Check out your vision: does it make the heart beat faster?
The local government sector said:
Review and reflect on the vision regularly. Keep an eye on it and watch for distractions. Revisit your strategies and tactics and validate or change them. When the environment changes you may need to re-translate it for staff and stakeholders
The not-for-profit sector said:
Don’t take it for granted that it is easier to engage your team when you work in this sector. Is people’s passion about their jobs and the organisation actually aligned to the vision? Can you clearly articulate the vision to your governance board?
The central government sector said:
Share your vision stories at every opportunity. Paint word pictures for stage to help them see the vision. Remember the purpose of the vision is to energise staff, uplift and engage them. When engagement is missing, revisit the vision with staff.
The private sector said:
The real purpose of a vision is to provide a sense of direction, to describe a possibility. It is a rallying call, something for people to rise to. Check out your vision: does it make the heart beat faster?
The local government sector said:
Review and reflect on the vision regularly. Keep an eye on it and watch for distractions. Revisit your strategies and tactics and validate or change them. When the environment changes you may need to re-translate it for staff and stakeholders
The not-for-profit sector said:
Don’t take it for granted that it is easier to engage your team when you work in this sector. Is people’s passion about their jobs and the organisation actually aligned to the vision? Can you clearly articulate the vision to your governance board?
The central government sector said:
Share your vision stories at every opportunity. Paint word pictures for stage to help them see the vision. Remember the purpose of the vision is to energise staff, uplift and engage them. When engagement is missing, revisit the vision with staff.
Ruth Aitken: Leadership challenges and lessons from international sport
Ruth Aitken (Netball NZ) spoke at Challenges '08 on "Leadership challenges and lessons from international sport"
The private sector said:
Leadership courage is demonstrated by having a bold goal, standing by your values, showing willingness to front up to the hard decisions and showing dignity in defeat. Just as the golfer has a bag of clubs to use in different situations, so do does the leader need to have a variety of styles to use in different situations.
The local government sector said:
Discuss and agree core values with the team – have visuals and pictures to demonstrate them. Role model the values. Challenge as needed, celebrate, recognise and reward when you see values in action. Help provide a safe environment by stopping and acknowledging when you have made a mistake
The not-for-profit sector said:
Courageous leadership involves clarity of thought, stepping back from the pressure of political cycles. People are passionate when they are empowered to work according to their values – work out strategies to harness this passion. Stop the “doing” and find ways to identify key challenges and take them on
The central government sector said:
Sharing core values must be integrated into practice. Include them in induction, training and development programmes. Use them as screen savers; post visuals throughout the building; have meeting rooms named as values; start a system of internal awards for staff behaviour that demonstrates commitment to the values
The private sector said:
Leadership courage is demonstrated by having a bold goal, standing by your values, showing willingness to front up to the hard decisions and showing dignity in defeat. Just as the golfer has a bag of clubs to use in different situations, so do does the leader need to have a variety of styles to use in different situations.
The local government sector said:
Discuss and agree core values with the team – have visuals and pictures to demonstrate them. Role model the values. Challenge as needed, celebrate, recognise and reward when you see values in action. Help provide a safe environment by stopping and acknowledging when you have made a mistake
The not-for-profit sector said:
Courageous leadership involves clarity of thought, stepping back from the pressure of political cycles. People are passionate when they are empowered to work according to their values – work out strategies to harness this passion. Stop the “doing” and find ways to identify key challenges and take them on
The central government sector said:
Sharing core values must be integrated into practice. Include them in induction, training and development programmes. Use them as screen savers; post visuals throughout the building; have meeting rooms named as values; start a system of internal awards for staff behaviour that demonstrates commitment to the values
Bob Field: Engagement- every business is a people business.
Bob Field spoke at Challenges '08 on "Engagement- every business is a people business."
The private sector said:
The best form of communication in engaged companies is face-to-face, in regular meetings, and modelling the way by always telling the truth. There needs to be collaboration, consensus decision-making that involves staff and plenty of active listening. Create a sense of belonging by communicating the big picture and how each individual contributes.
The local government sector said:
Giving people endless more information doesn’t work in improving engagement. People need good contact with their own manager in order to translate the senior level information. Such one-on-one contact provides the manager with the opportunity to talk to staff about their fit and contribution
The not-for-profit sector said:
By creating a culture of affirmation we can retain experienced staff. Initiatives could include flexible working hours, recognising extraordinary contribution outside the job, bring children into work during the school holidays, grant a day off on staff member’s birthday, demonstrate a sense of caring
The central government sector said:
If we want to retain staff when competition is increasing, we need to focus on the individual. We need to understand their intrinsic and extrinsic motivational needs and demonstrate we are committed to their success. It boils down to the basics of everyone understanding the big picture, fostering collaboration and recognising individual contribution
The private sector said:
The best form of communication in engaged companies is face-to-face, in regular meetings, and modelling the way by always telling the truth. There needs to be collaboration, consensus decision-making that involves staff and plenty of active listening. Create a sense of belonging by communicating the big picture and how each individual contributes.
The local government sector said:
Giving people endless more information doesn’t work in improving engagement. People need good contact with their own manager in order to translate the senior level information. Such one-on-one contact provides the manager with the opportunity to talk to staff about their fit and contribution
The not-for-profit sector said:
By creating a culture of affirmation we can retain experienced staff. Initiatives could include flexible working hours, recognising extraordinary contribution outside the job, bring children into work during the school holidays, grant a day off on staff member’s birthday, demonstrate a sense of caring
The central government sector said:
If we want to retain staff when competition is increasing, we need to focus on the individual. We need to understand their intrinsic and extrinsic motivational needs and demonstrate we are committed to their success. It boils down to the basics of everyone understanding the big picture, fostering collaboration and recognising individual contribution
Jared Blumenfeld: Leading your organisation, city and community to sustainable practice.
Jared Blumenfeld (from San Francisco) spoke at Challenges '08 on "Leading your organisation, city and community to sustainable practice."
The private sector said:
Carbon trading is not equitable as it stands, but has triggered investment in energy efficiency. Within our organisations we need to drive change from the top down, communicating more about the issues and supporting processes for innovation. We should introduce KPIs that support sustainability and recognise that sustainable practices can create more job opportunities
The local government sector said:
As leaders we can engage our organisations and communities more effectively in sustainable practice by telling stories and getting away from the jargon. We need to explain how the issue really affects people, find the point that motivates them and target that. Local government should work in partnership with Ministry for the Environment, sharing knowledge and not trying to reinvent the wheel
The not-for profit sector said:
Environmental change will come about through peer pressure and cost pressure. Is there strategic “green” leadership in New Zealand at a local or national level? We need such leadership so people can see the benefits of sustainability and conservation. We may have the necessary standards in place, but there is not the infrastructure or demand. We all need to model appropriate behaviours for our children
The central government sector said:
If we want to consume less and still have a thriving economy we need to focus on education for consumers, transparent information that gets people thinking about the issues and putting their minds to action. Focus on recycle and repair – making better use of what we have got. People need to be given the tools to live a sustainable life and be sold on their benefits
The private sector said:
Carbon trading is not equitable as it stands, but has triggered investment in energy efficiency. Within our organisations we need to drive change from the top down, communicating more about the issues and supporting processes for innovation. We should introduce KPIs that support sustainability and recognise that sustainable practices can create more job opportunities
The local government sector said:
As leaders we can engage our organisations and communities more effectively in sustainable practice by telling stories and getting away from the jargon. We need to explain how the issue really affects people, find the point that motivates them and target that. Local government should work in partnership with Ministry for the Environment, sharing knowledge and not trying to reinvent the wheel
The not-for profit sector said:
Environmental change will come about through peer pressure and cost pressure. Is there strategic “green” leadership in New Zealand at a local or national level? We need such leadership so people can see the benefits of sustainability and conservation. We may have the necessary standards in place, but there is not the infrastructure or demand. We all need to model appropriate behaviours for our children
The central government sector said:
If we want to consume less and still have a thriving economy we need to focus on education for consumers, transparent information that gets people thinking about the issues and putting their minds to action. Focus on recycle and repair – making better use of what we have got. People need to be given the tools to live a sustainable life and be sold on their benefits
Lester Levy: The shape of authentic leadership in New Zealand.
Lester Levy spoke at Challenges '08 on "The shape of authentic leadership in New Zealand."
The private sector said:
Sincerity is not the same as authenticity. While it is part of being authentic, in itself it is not enough. You can been sincere in your beliefs but not in your actions. While it is not easy to change your authentic mindset, by seeking feedback and setting aside time for self-reflection are important steps along the way
The local government sector said:
Reflection is possible in today’s fast-paced environment. One courageous step is to make the time a priority – it takes time to look and look and look! We should also be encouraging staff to look at themselves, affirming them for taking the time to self-reflect. Shifting our authentic mindset involves being honest, accepting feedback and challenging our own behaviours
The not-for-profit sector said:
Anyone can be sincere, but not everyone is authentic. Authenticity is a key issue for this sector – there is a higher public test that shapes this sector, it is all we have to “sell”. In order to achieve this, there is a strong need for the skills required for self-reflection
The central government sector said:
Authentic leaders need to create the conditions required for un-learning and re-learning, including a willingness to develop and grow themselves. Authenticity can surpass political restraints, it is more about building relationships with the people we lead. Accepting and fostering a feedback culture is a good first step
The private sector said:
Sincerity is not the same as authenticity. While it is part of being authentic, in itself it is not enough. You can been sincere in your beliefs but not in your actions. While it is not easy to change your authentic mindset, by seeking feedback and setting aside time for self-reflection are important steps along the way
The local government sector said:
Reflection is possible in today’s fast-paced environment. One courageous step is to make the time a priority – it takes time to look and look and look! We should also be encouraging staff to look at themselves, affirming them for taking the time to self-reflect. Shifting our authentic mindset involves being honest, accepting feedback and challenging our own behaviours
The not-for-profit sector said:
Anyone can be sincere, but not everyone is authentic. Authenticity is a key issue for this sector – there is a higher public test that shapes this sector, it is all we have to “sell”. In order to achieve this, there is a strong need for the skills required for self-reflection
The central government sector said:
Authentic leaders need to create the conditions required for un-learning and re-learning, including a willingness to develop and grow themselves. Authenticity can surpass political restraints, it is more about building relationships with the people we lead. Accepting and fostering a feedback culture is a good first step
Friday, July 4, 2008
Challenges 08 has been a resounding success
Challenges ’08, held in Rotorua, and created by Nexus Partners, has been a resounding success according to those who attended. This event brought together excellent speakers on leadership with senior leaders from the across the private sector, public and not-for-profit sectors.
Comments and feedback are flowing in from delegates…
- “The speakers were inspirational and thought provoking; relevant and in-touch”
- “Great experience thanks! Really challenged my thinking”
- “The highlight of Challenges ’08 was being inspired by the diverse speakers and their topics, and the overlap between them all”
- “Highlight was the keynote speakers – a very well designed format with time to listen, think, discuss, reflect”
- “Overall a great conference. Relevant and extremely well co-ordinated.”
This conference has succeeded in stimulating thinking and discussion about leadership and business sustainability. We at Nexus Partners are greatly encouraged by the strongly expressed intentions of delegates to see these leadership learnings translated into action.
The speaker and topic posts will be up on Tuesday 8 July 2008. Please check back then. Your comments are welcomed and anticipated.
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