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The process for this session

“Leading in a downturn” Ian Saunders and Ray Charlton Transition Partnerships “ Developing leaders and organisations”. The process for this session. Input – our view Group work – exploring the issues and opportunities Plenary – reporting highlights and learning from the whole community.

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The process for this session

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  1. “Leading in a downturn”Ian Saunders and Ray CharltonTransition Partnerships“Developing leaders and organisations” ”Leading in a downturn”

  2. The process for this session • Input – our view • Group work – exploring the issues and opportunities • Plenary – reporting highlights and learning from the whole community ”Leading in a downturn”

  3. The aim of this session We intend to create a context for conversation and dialogue about “leading in a downturn” “There is no silver bullet!” We invite you to Be curious Listen attentively Share experience and ideas Question carefully Learn from everyone ”Leading in a downturn”

  4. “What’s different in a downturn? In our opinion – “Not a lot and……” Issues are in higher relief or have a greater impact The people have not actually changed. It is the context that has changed… economy, social media, sustainability and anxiety about survival Addressing the people issues within the circumstances of the changed context is the leadership challenge ”Leading in a downturn”

  5. Theme 1 - Leading in a systemic way • Sustainability and Responsibility [the triple bottom line] • Enabling technologies and organisational connection and connectivity ”Leading in a downturn”

  6. Leading in a systemic way • Sustainability and Responsibility [the triple bottom line] • Enabling technologies and organisational connection and connectivity • Issues relating to Leading in a systemic way • The paradox of control • The risk of getting stuck on cost control • Being adaptable, flexible and agile throughout the organisation • Being a visibly connected role model as a leader • Thinking and acting systemically ”Leading in a downturn”

  7. Theme 2 - The personal perspective • Leaders do set an example (whether they intend to or not) • What values and ethos do you (or your leaders) want to pervade your organisation? ”Leading in a downturn”

  8. The personal perspective • Leaders do set an example (whether they intend to or not) • What values and ethos do you (or your leaders) want to pervade your organisation? • Issues relating to The Personal perspective • Leadership begins with myself – awareness, feedback, emotional intelligence • Getting widespread discretionary effort across the organisation ”Leading in a downturn”

  9. Theme 3 - Leaders and organisational learning • Issues relating to leaders and organisational learning • Individuals learning • Organisations learning • Maintaining learning throughout the organisation ”Leading in a downturn”

  10. So – what next These opinions and ideas are our starting point ”Leading in a downturn”

  11. Group work • Form groups of between 6-8 people • Within your groups • - Introduce yourselves very quickly • - Complete the template based on your own experiences • - Share your experiences “This is the important part where you • can learn from each other” • - Capture highlights to share in plenary • 3. Total time before you return – 45 minutes ”Leading in a downturn”

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