Bringing nothing

Bringing nothing

I recently ran the Leadership vs Management public workshop series again in Wellington and then Auckland. Don’t tell anyone, but the title is a bit of a misnomer. The workshop is more about what key leadership attributes are, with story-telling at its heart.

We don’t have a slide deck, and very minimal written resources. The few slides that there are, are laminated and affixed to the wall, mainly as prompts for a story I might tell.

It occurs to me that someone will (and should!) challenge me on the model or models of leadership that are to be learned on the workshop and then followed by the participants. At the conclusion at one of the workshops in this series we did a final round of learning nuggets. One participant, who had been reasonably quiet, said that it was a highlight that we had not come with leadership models for us to learn and apply. She expressed relief. I was somewhat relieved too – as facilitator you try your best to match everyone’s needs in the room – but you don’t always know whether you’re hitting the mark.

The thinking behind my approach is actually built on what I think it a fundamental truth of leadership moments. What you have in the room at any given moment is it. When you embrace that premise, you will gain the best of those present for any decision or leadership challenge that needs to be met. Don’t imagine that there’s a mysterious person who has the special insight, the ultimate responsibility, or the magical solution.

Close-up on discussion.What you have at that moment is it.

So in our workshops we bring very little. You have to believe that the people that attend have all the leadership insights, stories and motivations to make a great success of this particular moment in their leadership journey. And they always do.

You just have to trust.

Stephen

High up leadership

I’m writing this high up, on a Dreamliner to be precise, heading away for a few days. It’s been a frenetic week and getting away was a challenge but a flight departure time is compelling, even for those who like me, enjoy being pressure prompted.

This morning we ran a PwC Fraud Academy event where I interviewed a whistleblower to help our clients understand what they might need to do to encourage a “speak up” culture and protect the whistleblower.

This work sits at the nexus of my forensic and leadership work and I’ve blogged about it in also on LinkedIn.

In my dealings with high-up leaders they’ll usually say that they are approachable and open to feedback and concerns from anyone. And the people around them will often agree.

But what we heard from our whistleblower today was stark. “Why would those higher ups listen to me? What do I know?” she asked.

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What our whistleblower had to say went right to the heart of the trust, integrity and culture of her organisation. Her organisation was and is a great place. Open, trusting with good systems and processes.

But nonetheless she felt disempowered.

Someone asked me at a “laser coaching” session recently how they might improve their social awareness. I said that leadership is most often seen in those micro-moments: on the spot feedback, time to say thanks, a meeting with mechanisms for everyone to be heard, and constant engagement and communication. It seems to me that it’s these leadership behaviours that are also needed to develop the trust for a “speak up” culture too.

If it all sounds like it’s quite a lot to pay attention to, well, actually, it is.

High up leadership sounds grand, the rewards can be significant, but to be effective for your organisation you need to be always on, everywhere you go.

Stephen

Our PwC Leadership Development page went live today thanks to the work of Sarah Guerin in my team.