Leaders and leadership - the Good, the Bad and the Ugly

1. Leaders and leadership - the Good, the Bad and the Ugly Irwin Turbitt

2. Is anyone nervous?

3. NORMAL DISTRIBUTION or BELL CURVE The Balcony

4. NORMAL DISTRIBUTION or BELL CURVE

5. NORMAL DISTRIBUTION or BELL CURVE TARGET “What was I thinking” Average Abnormal -vedeviancy Normal Abnormal +vedeviancy

6. What you see depends on what you are looking for!

8. The Balcony

9. ‘FAF’Tom Peters

10. Leaders Leadership The Good, The Bad & The Ugly

11. Leaders – The Good & The Bad

12. Leaders – The Good & The Bad

13. Leaders Leadership People who occupy a post with Executive and Symbolic AUTHORITY

14. Leaders, Heroes, Rock Stars. There is perhaps no more corrosive trend to the health of our organizations than the rise of the …rock star leader whose deepest ambition is first and foremost self-centric. Ego-centric --------- Altruistic Jim Collins 2001

15. Leaders Leadership People who occupy a post with Executive and Symbolic AUTHORITY

16. Theory & Practice “The young Executive arrived at a unionised textile mill and told the Union Officer ‘I am the new Manager here, and when I manage a Mill, I run it. Do you understand?’ The Union Agent nodded and waved his hand. Every worker stopped; every loom stopped. Then the Agent turned to the Manager and said, ‘Go ahead, run it.” Authority is a relationship not a possession

17. Symbolic Authority Golden moments of Truth I hear what you say but I see what you do and seeing is believing

18. Healthcare Quality Strategy for NHS Scotland • to deliver the highest quality healthcare services to people in Scotland and through this to ensure that NHSScotland is recognised by the people of Scotland as amongst the best in the world. • We will work with and through people - our most valuable asset - our leaders, service users, health professionals and support staff to create and sustain a culture where quality can thrive and the contribution of every individual to quality is recognised and valued. • "bullying is 'common' creating an undermining, intimidating, demeaning, threatening and hostile working environment for some staff". Independent Report into the management culture in NHS Lothian

19. Leaders Leadership

20. WICKED TAME CRISIS Keith Grint Leadership Management Command Grint

21. Virtually everything our modern culture believes about the type of leadership required to transform our institutions is WRONG. It is also DANGEROUS. Jim Collins 2001

22. WICKED TAME CRISIS Keith Grint Leadership Management Command Leadership is the practise of getting the people to face complex collective responsibilities It is unpopular and dangerous Grint

23. Leadership • Leadership requires Change • Change requires LOSS • Loss leads to DISTRESS • Distress can be PRODUCTIVE • Productive zone of Distress MAINTAINING people within THEIRProductive Zone of Distress

24. WICKED Adaptive leadership Leadership thatMAINTAINS people within THEIR Productive Zone of Distress is about disappointing people at a rate they can absorb It is unpopular and dangerous

25. Complex Adaptive Social Systems 1 1 2 = + relationship determines outcome Authority is a relationship not a possession Leadership is about relationships

26. A + B = C

28. The relationship determines the outcome A + B = C

29. The Seven Principles for Leading Adaptive Work Get on the Balcony • A place from which to observe the patterns in the wider environment as well as what is over the horizon • (prerequisite for the following five principles) Identify the Adaptive Challenge • A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed Create the Holding Environment • May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished Maintain Disciplined Attention Give back the work Regulate the distress • Resume responsibility • Use their knowledge • Support their efforts • Create the heat • Sequence & pace the work • Regulate the distress • Work avoidance • Use conflict positively • Keep people focussed Protect the voices of Leadership from below • Ensuring everyone's voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisation Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk

30. Leaders choosing to exercise exercising Leadership

31. Adaptive Leadership for What? Creating Value • The Private Sector aims to create private value • Financial Profit • The Public Sector aims to create Public Value • ? Who Decides? • The bottom line • No (concrete) bottom line

32. Reference Book Mark Moore (1995)

33. Inputs & Outputs Private Sector • Money based • i.e. anything that can be purchased • buildings • equipment • peoples time Money based Profit ROI Shareholder Value OUTPUTS INPUTS Public Sector Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do Mission based How much progress have we made with regard to our mission (PVP) • Money based • i.e. anything that can be purchased • buildings • equipment • peoples time INPUTS OUTPUTS

34. Inputs & Outputs • Public Managers are not limited, as they are in the private sector, to the provision of goods and services; “often public managers are in the business of imposing obligations not providing services." • Probably the public managers most commonly thought to be engaged in this “retail delivery of obligations” are those in policing. Moore 1995

35. Inputs & Outputs Private Sector • Money based • i.e. anything that can be purchased • buildings • equipment • peoples time Money based Profit ROI Shareholder Value OUTPUTS INPUTS Public Sector Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do Mission based How much progress have we made with regard to our mission (PVP) • Money based • i.e. anything that can be purchased • buildings • equipment • peoples time Goods & Services Obligations INPUTS OUTPUTS

36. Public Service –v- Serving the Public Unwilling & the Unable • Inputs • Money • Authority • Outputs • Goods • Services • Obligations • Do you pay as much attention to managing your AUTHORITY resources as you do to your money resources? • Do you devote as much energy and enthusiasm to the design and delivery of OBLIGATIONS to citizens as you do to goods and services?

37. Public managers and criminals have a lot in common “They use force and other people’s money to accomplish their objectives” Mark Moore, 1995

38. The relationship determines the outcome A + B = C

39. The potential for co-production The Police & Community Policing • 17, 048 police officers in Scotland Absence and office duties • 16,000 police officers work 6.25 hrs a day 218 days per year • 15, 456, 200 front line hours on duty per annum • 3,272,220 citizens of working age in Scotland • 47secs policing per citizen of working age per day

40. The potential for co-production 5.5 million 3.2 million 586,600 130,000 ?

41. PROBLEM Wicked Tame Crisis RESPONSE Leadership Management Command Problems, Problems, Problems. • METHOD • Trial & Error • To make Progress • Research & Development • To identify and design a Fix • Command & Control • To restore normality (order) -asking good questions - Managing the best process - Providing an answer

42. - Heroes, Rock Stars. Leaders Ego-centric --------- Altruistic People who occupy a post with Executive and Symbolic AUTHORITY Authority is a relationship not a possession I hear what you say but I see what you do and seeing is believing What you see depends on what you are looking for!

43. Leadership It is unpopular and dangerous Leadership is the practise of getting the people to face complex collective responsibilities Adaptive leadership MAINTAINS people within THEIR Productive Zone of Distress It is about disappointing people at a rate they can absorb

44. Public Value • No (concrete) bottom line • Using Money & Authority to co-produce Goods, Services & Obligations • “often public managers are in the business of imposing obligations not providing services.“ • Unwilling & the Unable • You – The People -v- The Person

45. The Balcony

46. Factions in the situation

47. The Good, The Bad & The Ugly The Balcony

49. Drumcree

50. At Drumcree 1998: ‘Drumcree’ 1996cost in excess of £40 million • 144 houses had been damaged in attacks • 615 attacks were made on members of the security forces • 76 police offices were injured • 632 petrol bombs were thrown but 2,250 were recovered by the RUC and • 837 plastic baton rounds were fired.