ASTON PROGRAMME FOR SMALL BUSINESS GROWTH

WORKSHOP 4 LEADERSHIP

WEDNESDAY 21 ST MARCH 2018

2

NOTES

3

TIMETABLE

TIME SESSION DESCRIPTION LEAD

12:30 - 13:00 Arrival and refreshments

13:00 - 13:10

10 mins

Welcome Workshop Introduction Mark,

Paula

13:10 - 14:00

50 mins

Leading yourself, your

people and your

business

A Process for Entrepreneurial

Success

Exercise: Card Sharp

Uwe

14:00 - 14:50

50 mins

Coaching Introduction to Coaching

Exercise: Peer Coaching for Growth

Uwe

14:50 - 15:05 Break

15:05 - 15:35

30 mins

Live Case Study Emma Taylor, The Leadership

Whisperers

Emma

15:35 - 16:40

1hr 5 mins

Situational Leadership An Introduction to Situational

Leadership Model

Exercise: Complete Questionnaire

Skill/Will Analyses

Uwe

16:40 - 17:00

20 mins

Your Brand Is your personal brand working for

you?

Uwe

17:00 - 17:30 Break and light refreshments

17:30 - 18:15

45 mins

Leadership to

Enhance Growth

Exercise: What got you here, won’t get you there

Uwe

18:15 - 18:50

35 mins

Self-Leadership Exploring Self-Leadership as an

Entrepreneur

Exercise: Your learning and

performing focus

Uwe

18:50 - 19:00

10 mins

Wrap-up and close Paula

4

INTRODUCTION

LEADERSHIP STYLE AND GROWTH

• Business leaders who considered themselves to be

‘innovative and creating change’ were 1.6 times more likely

to run businesses that experienced rapid turnover change.

Source : Blackburn, Hart and Wainwright (2013) “Small Business

Performance: enterprise, strategy and owner-manager

characteristics” (Journal of Small Business and Enterprise

Development)

WHY ARE LEADERSHIP/MANAGEMENT/

ENTREPRENEURIAL SKILLS CRUCIAL?

• Growth Accelerator clients in England reported that the main barriers to their growth were Strategy and Management (53%)

• Chartered Institute of Personnel and Development shows that nearly three-quarters of SMEs in England report a deficit in L&M Skills.

Source: Hayton, J (2015) “Leadership and Management Skills in SMEs: Measuring Associations with Management Practices and Performance” BIS Research Paper No. 211, March 2015

Skills Practices Performance

Leadership Skills

Entrepreneurship Skills

OrganisationalSkills

Strategy Centralisation

Strategy Formalisation

Strategy Responsiveness

Technical Skills HRM Best Practices

Turnover

Productivity

Growth

5

OBJECTIVES

WORKSHOP OBJECTIVES

By the end of the workshop I will have:

• Reflected upon the effectiveness of my leadership

• Identified a range of leadership styles

• Developed my understanding of situational leadership and

self-leadership

• Considered my personal brand

6

LEADERSHIP

TOPICS OF THE DAY

Leading Self

Leading Others

Leading your

business

Lead own entrepreneurial

success & growth

• Professional growth

• Entrepreneurial success & growth

• A cognitive resource for entrepreneurs

• Situational Leadership

• Skill Will Matrix

• Coaching & peer coaching

• Emotional Intelligence

• Your brand

• Your mindset

• Your must-win battles

HOW DO WE WORK TOGETHER

• Leaders/ lead leaders

• Confidentiality

• 80/20 & Solution – not problem oriented

• 70 % on real life challenges

• Sharpen your saw

• Take care of your own needs

• Park House…

• Let’s have some fun

• Build Your own strategy – your must win battles in 2018

“I can’t teach anybody anything.I only can help you to think”

7

LEADERSHIP

LEAD OWN

BEHAVIOURAL CHANGE / TRANSITION

Meta competencies Field of possible Application

Self awareness (strategic) Self leadership

Adaptability Leadership

Reflection Meta communication

Learning skillsSelf

confidenceIntra personal

development

Mind set

development

Build

new

muscles

Apply self development /

improvement techniques & tools

Feedback

SELF-LEADERSHIP MODEL – BRYANT 2013

Self leadership is the foundation for leading others, business etc.Self leadership the foundation for learning & performing ... and Growth

8

LEADERSHIP

SELF-LEADERSHIP:

A PROCESS FOR ENTREPRENEURIAL SUCCESS

Source: Self-Leadership and Individual Differences among Entrepreneurs;Journal of Leadership and Organizational Studies, 2007, Vol. 13, No. 4

Not a one fix it all approach

9

NOTES

10

COACHING

TWO MAJOR KINDS OF COACHING

Performance Coaching Coaching for Professional &

Personal Growth

What the

person needs

and wants

to do

Specific,

measurable,

actionable

Detailed

actions with

timelines

Situation,

challenges

and

capability

TYPICAL COACHING MODEL FOR

CHANGING BEHAVIOUR

IdentifyExplore PlanSet

goals

11

COACHING

The Six-Question Process

The “rules” of the process are very simple. Both parties

are asked to:

• make each question a dialogue, not a dictate,

• focus on the future, not the past and

• listen to the other person’s ideas, try to implement

what they can and not try to “prove” the other

person is wrong.

6 QUESTIONS FOR BETTER COACHING

1. Where are we going?

2. Where are you going?

3. What is going well?

4. What are key suggestions for improvement?

5. How can I help?

6. What suggestions do you have for me?

https://www.youtube.com/watch?v=FYhws73vm0c

6 QUESTIONS FOR BETTER COACHING

12

COACHING

BUILDING THE VOICES OF

STRATEGIC REFLECTION

Internal Voice External Voice

Constructive Inner

Dialogue

Constructive Dialogue

THE DOING SELF THINKING SELF

conversations with a

colleague/ critical

friend about your

learning and

development

13

NOTES

14

SITUATIONAL LEADERSHIP

DO YOU REMEMBER?

Management is getting the best out of business

Leadership is getting the best out of people

MANAGEMENT IS THE FOUNDATION FOR GOOD

LEADERSHIP

• …is not some “thing” you do to your employees

• …is a relation with your employees

LEADERSHIP

15

SITUATIONAL LEADERSHIP

© Aibel 2007

• Different people have different needs

• The same person has different needs

depending on the situation

• The situation can change all the time

• You need to adjust to these facts

THE ESSENCE

Direct & Manage

Engage & Lead

EVERYTHING AT A PROPER TIME…

THE RIGHT LEVEL

16

SITUATIONAL LEADERSHIP

Direct &

Manage

YOUR LEADERSHIP STYLE VARIES

IN 3 DIMENSIONS

Engage

& Lead

Decide about your Approach

Direct -Enthusiastic

beginner

S1

Teach/Train -Disenchanted

Learner

S2

Coach -Capable, But

Cautious, Performer

S3

Delegate -Self-Reliant

Achiever

S4

Instruction

Support and encouragement

Extent of employee

involvement in problem-solving

and decision-making

© Aibel 2007

• Three core competences:

– Ability to diagnose

• Evaluating employees level of development

– Flexibility

• Adapting leadership to the current need of the employee

– Communication & Partnership skills

• Achieving commitment to objectives and development

• Discuss need for leadership with employee

• Seek and provide feedback

THE SITUATIONAL LEADER

17

SITUATIONAL LEADERSHIP

• S1 – Direct - Enthusiastic

beginner

• S2 – Teach/Train –

Disenchanted Learner

• S3 – Coach –

Capable, But Cautious, Performer

• S4 – Delegating

Supportive behaviour

Directive behaviour

FLEXIBILITY –

THE FOUR LEADERSHIP STYLES

DEVELOPMENT LEVEL

18

EXERCISE: SKILL/WILL ANALYSES

The matrix below works by plotting the level of the coachee’s skill against their will, either high or low, in order to determine the appropriate style of interaction for the coach to adopt.

Low

Low Skill

High

High

Will

19

NOTES

20

YOUR PERSONAL BRAND

• Jeff Bezos famously said, “Personal Brand is

what people say about you after you leave the

room”.

I think it’s now more appropriate to say,

• Personal Brand is what will get you in the room,

or a seat at the table!

IS YOUR PERSONAL BRAND WORKING

FOR YOU?

21

List three to four of your heroes below.

EXERCISE: HEROES

Hero What do you value about them?

1.

2.

3.

4.

22

YOUR PERSONAL BRAND

• Chances are that what you value in your heroes,

is what you value about life & career, and you

probably live those values yourself. Now, how

can you be more like your heroes?

• People tend to trust people who have values and

are developing themselves to get better.

IS YOUR PERSONAL BRAND WORKING

FOR YOU?

• Think of a life or career moment that you are proud of

• Maybe you succeeded at something or overcame an

obstacle?

• Now think about the strengths you applied during this

moment

• Did you show courage, persistence, focus or some

other quality?

• These strengths are part of your brand and you

should be comfortable to talk about them

IS YOUR PERSONAL BRAND WORKING

FOR YOU?

23

EXERCISE: LEADERSHIP TO ENHANCE GROWTH

Discuss on your table:

What brought you from where you were to where you are?

How do you get from here to the next level?

Record discussion on a flip chart and select one person to present the main 5 insights.

24

SELF-LEADERSHIP

PSYCHOLOGICAL CAPITAL

MANAGING YOUR TIME AND ENERGY

ACROSS ROLES

Current

allocation

Desired

allocation

Why am I spending too much / not

enough time in this area?

Strategist

Organ’l architect

Mobilizer

Doer

Total 100 % 100 %

How could I change?

___________________________________________________________________________________________________________________________________________________________________________________________________

25

SELF-LEADERSHIP

ACTIONS I CAN TAKE BASED ON MY

LEARNING

Things I will

STOP doingDelete, unlearn

Things I will

CONTINUE to doGo on

Things I will

START doingGrow

26

EXERCISE: YOUR LEARNING AND PERFORMING FOCUS 2018

What are important and meaningful areas for you to focus on/to pay attention in order to lead yourself, your team and your business in the most effective way?

Think about: What I will stop doing (ineffective habits/actions that I will get rid of) What I will continue doing (current strengths I would like to build upon) What I will start doing (new insight that I plan to put into practice)

Lead Myself

Lead

my Team

Lead

my Business

Stop Doing

• • •

• • •

• • •

Continue Doing

• • •

• • •

• • •

Start Doing

• • •

• • •

• • •

27

NOTES

28

SELF-LEADERSHIP

SELF-LEADERSHIP…

• …is the intentional process of influencing our own feelings, thoughts and behaviors to fulfil our potential, thereby increasing the positive impact we can have on the world around us. Self-leadership is not self-absorption; it involves looking inwardly to contribute outwardly.

ACCURATE SELF ASSESSMENT

Is the awareness of your own strengths and opportunities for development. It includes seeking feedback and help from others when and where needed.

It is indicated when a person:

• Has a sense of humour about self

• Is aware of own strengths and weaknesses

• Is open to new information about self

29

SELF-LEADERSHIP

ELEMENTS OF EMOTIONAL INTELLIGENCE

30

Dr Uwe Napiersky Aston Business School Uwe Napiersky is a renowned Business Psychologist & Learning Architect. Uwe has a high level of consulting experience, working with complex organisations around the world. Uwe specialises in management assessment & development, psychometric, and individual & team coaching. Uwe integrates the professional experience of working as a business psychologist and learning architect in the corporate world, in

different international consultancies and in academia. He specialises in management diagnostic, management development and e-learning. He has lived and worked for Fortune100 / blue chip companies in Europe, SE Asia and the USA in all sectors on different management levels. He is a Senior Fellow of the Higher Education Academy in the UK and a certified professional coach. He is Director of the MSc Business & Management Programme at Aston Business School.

PROFILES

31

PROFILES

Emma Taylor The Leadership Whisperers Led by Emma Taylor, multi award winning business leader, HR Professional, entrepreneur and inspirational leader, The Leadership Whisperers work internationally to transform leaders in business to work in harmony and transform results. We specialise in actively Leading Through Uncertainty, working with

horses who mirror your leadership behaviours and provide a profound embodied experience that delivers proven results. Featured as the only experiential learning on the CIPD Future of HR & Learning Hub and based in locations across the UK and internationally we offer 1-2-1 Executive Coaching, 1 Day – 12 Month Workshops, Wellbeing Programmes, International Keynote Speaker, & Live Events Emma Taylor is a CIPD qualified HR professional, Horse Assisted Educator and Classical Rider and has spent the last 16 years leading Senior Management Teams and Business Leaders. Driven by her belief in people and their potential, she is highly intuitive and provides astonishing insights to people’s capabilities, enabling them to go beyond what they believe is possible. She intuitively knows when to challenge people to realise their potential and when to allow space for the learning to unfold naturally and creates a powerful learning environment and a safe space for people to explore new ways of leading. www.theleadershipwhisperers.com @leadershipwhisp www.linkedin.com/in/emmalouisetaylor/

SCHEDULE

@AstonGrowth

#APFSBG

* To allow flexibility all additional workshops (highlighted in blue) will be run twice on the day in question generally from 13:00-16:00 and 16:30-19:30. Please inform Faye Oliver of your preferred time for planning purposes: f.oliver2@aston.ac.uk

DATE EVENT VENUE

Wed 28th Mar 2018 Sustainable Business Aston Business School Birmingham B4 7ET

Wed 18th Apr 2018 13:00-19:00

Marketing Strategies

Park Inn by Radisson Telford Forgegate Telford Centre TF3 4NA

Wed 25th Apr 2018 13:00-19:00

Culture and People Clayton, Birmingham Albert Street B5 5JE

Tue 1st May 2018 Cashflow Aston Business School Birmingham B4 7ET

Tue 8th May 2018 Pitching for Finance Growth Aston University (Main Building) Birmingham B4 7ET

Wed 16th May 2018 13:00-19:00

Operations and Processes Clayton, Birmingham Albert Street B5 5JE

Thu 14th Jun 2018 13:00-19:00

Options for External Finance Clayton, Birmingham Albert Street B5 5JE

Thu 28th Jun 2018 11:00-19:00 (Subject to change)

Presenting your Growth Strategy Clayton, Birmingham Albert Street B5 5JE