Introduction to Leadership

Making the Transition –

Setting the Foundation

DATE
 Welcome

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 WHERE ARE YOU JOINING US FROM
TODAY?
(use the arrow or type in CHAT)

TCI Barbados A&B Belize

Anguilla Dominica Grenada Montserrat Guyana

Jamaica StK&N Saint Lucia Bahamas

BVI SVG TT
Suriname
 INTRODUCTION OF DELIVERY
TEAM
Dr. Lois Parkes, Leadership Mr. Rafael Greaves, Virtual Producer
Development and Institutional
Strengthening Specialist, Facilitator
 Caribbean Public Service Charter
Conceptual Framework
Prepared by CARICAD August
2015, Updated February 2016 Responsiveness,
Results, Resilience
and Sustainability

Governance Standards Capacity

PILLAR
Core Principles Core Principles: Core Principles:
S  Competency-based HRM
 Ethics and Values  Service Standards
 Transparency  Service to the Public &D
 Leadership
 Org. Management and
Development

PILLAR Accountability Openness Legislation

S Core Principles: Core Principles: Core Principles:
 Results-Oriented Planning  Information and  Modernized Legal
 Consultation and Knowledge Framework
Collaboration Management
 Evidence-based Policy  E-Government
Management

Citizen-Oriented Public Service

 GOVERNANCE
 Ethics and Values
 Code of Conduct
 Transparency
 Public Procurement
 Access to information
LEGISLATION
 Legal Framework
 Public Service Act
 General Orders/Staff Orders
 Regulations (Public Service
Commissions)
 Harmonised Approaches
ACCOUNTABILITY
 Results –Oriented Planning
 Policy Implementation
 Monitoring and Evaluation
 Integrated Budgeting and Work
Planning –strategic/corporate plans
 Risk Management
 Business Continuity Planning
 Contingency Planning
 Consultation and Collaboration
 Public-Private-People Partnerships
(PPPP)
 Cross-Ministry coordination
 Structured cross-sectoral
Consultations
 Evidence-based Policy Management
 Public Policy Analysis (analysis for
policy and analysis of policy)
 Decision-making and Implementation
STANDARDS
 Service Standards
 International Standards (ISO)
 Doing Business Indices
 Business Process Re-engineering
 Innovation
 Recognition of Service Excellence
 Service Quality
 Service to the Public
 Accessibility
 Customer Service Standards
 Continuous Improvement
CAPACITY
 Competency-based HR
Management & Development
 Competency Frameworks
 Role of Service
Commissions
 Recruitment/Selection
 Appointments, Promotion
and Separation
 Performance Management
 Succession Planning
 Workforce Planning
 Capacity Development
OPENNESS  Diversity Management
 Public Officer Definition
 Gender Equality and Equity
 Information and Knowledge  Leadership
Management  Transformational Leadership
 Open Data  Teamwork
 Information and Records  Empowerment
Management  Coaching and Mentoring
 E-Government  Organisational Management
 ICT & Development
 Connected Government 
Organisational effectiveness
 Mobile Government  Structural efficiency
 Business Process Re-engineering
and Management
 WORKSHOP OUTLINE

1 Making the Transition – Setting the

Foundation/Getting to know your team
2
Organising Work/Developing your staff
3
Conflict Management and Mediation/Employee
Discipline
4
Managing Performance

Post-Session Assignment
 OBJECTIVES
1. Appreciate the distinction between management and
leadership

2. Better equipped to overcome leadership transition

challenges

3. Understand how to set the foundation when transitioning

into a new leadership role
 WHAT DO YOU THINK?
MANAGERS ARE PEOPLE WHO
DO THINGS RIGHT; LEADERS
ARE PEOPLE WHO DO THE
RIGHT THING
Dr. Warren Bennis

What is the rationale for your

opinion?
 LEADERSHIP
A leader is defined as any person who
influences individuals and groups within an
organization, helps them in the
establishment of goals, and guides them
toward achievement of those goals, thereby
allowing them to be effective.
- Afsaneh Nahavandi - Arizona State University -
West
 MANAGEMENT
“ Planning, organizing, actuating (getting it done) and controlling
to determine and accomplish the objectives by the use of people
and other resources” - R. Terry

• Management's main function is to produce order and

consistency through processes, such as planning, budgeting,
organizing, staffing, and problem solving

• Leadership's main function is to produce movement and

constructive or adaptive change through processes, such as
establishing direction through visioning, aligning people,
motivating, and inspiring.
A BALANCING ACT
MANAGEMENT

LEADERSHIP
 QUESTION

What is the biggest

challenge you’ve
faced transitioning to
a supervisory/
management/
leadership role or
anticipate?
 CHALLENGES

Stepping into Your

Letting Go Others’ Agenda
New Role

Acknowledging
Resentment your
(video) Developmental
Needs
 5 A’s of Transition
https://www.mckinsey.com/business-functions/organization/our-
insights/successfully-transitioning-to-new-leadership-roles#

Aspire Assess Architect

Act Advance
Setting the Foundation

Key
Clients
Stakeholders

Management Managing
Team Role your Boss
 KEY STAKEHOLDERS
(any person or group with an interest or concern)

High High
power, power,
low high
interest interest

Low Low
power, power
low high
interest interest
 CLIENTS

• What services do you provide?

• How are these services provided?
• What is the current level of performance?
• What are the different categories of clients?
• Do service standards exist? Are they being met?
• Any other questions you would add?
 MANAGING YOUR BOSS –
SOME DOs
1. Do remember that your
manager has their own fears,
concerns and frustrations.
2. Do try to take your manager's
point of view whenever
possible.
3. Do figure out what is most
important to your boss
4. Do acknowledge your
manager when they help you,
advise you, take care of an
issue for you
5. Do express your concerns,
complaints, frustrations and
rants -- but in a positive
fashion
6. Do speak up if your manager
is confused or misinformed
about your role, goals, results
or any other aspect of your
work.
7. When your boss is a pain in
the neck, don't take it
personally
8. Reinforce your boss
9. Think about what you want
over the long term, way
beyond this job, and how this
position will help you reach
your long-term goals
10. Acknowledge yourself for
owning your relationships
 MANAGING YOUR BOSS –
Some Don’ts
1. Don't start a conversation with
your boss when you're mad or
upset
2. Don't fall into a win/lose
mentality and start counting the
number of times your boss said
"yes" to one of your requests
versus the times they said "No.“
3. Don't go to your manager with a
list of complaints. Convert your
complaints into practical
suggestions whenever you can.
4. Don't ask your boss to adjudicate
arguments with co-workers unless
you and your co-worker agree
there is no alternative
5. Don't be shy about asking for
feedback or asking for advice on a
situation you haven't handled
before.
6. Don't forget to keep your
manager informed of positive
things you hear about the team,
the company and your manager
him-or-herself
7. Don't assume your boss knows
important news you hear or read
during the day.
8. Don't bash your manager to other
employees, or vice versa
9. Don't ask your boss to solve tiny
problems you could solve on your
own.
10. Don't assume that because your
manager is different from you —
with a different gender, age,
nationality or life story — that
you can't be real with them.
 Understand
the work
other units

Be positive Hold
and Yourself
respectful Accountable
Effective
Member of
the
Leadership
Team
Support
Listen and
Your
Learn
Colleagues

Put Your
Team First
 Getting to Know your Team

•Files
•One on One conversations
•LISTEN/ASK QUESTIONS
•Expect Mistrust
•Who is the Ring Leader/Leader of the Pack
•About their work, skills, views about the
operations
•About them personally
•Willing to share about yourself
 What makes a team meeting
effective/ineffective?

INEFFECTIVE EFFECTIVE
 Updates in
Writing

Team
Building/ Problems to
Solve
Learning

WHEN TO
HAVE A
MEETING

Points of Opportunities
Collaboration to Exploit

Dilemmas To
Manage
 EFFECTIVE TEAM MEETINGS

• Get input from your team. A team meeting is just that —

a meeting with and for the team. ...
• Talk about topics that impact the entire team. ...
• Manage the types of agenda topics. ...
• Prepare for the meeting. ...
• Get better each weekly meeting/Evaluate
• Inject fun/learning
• Timeliness (start, duration)
• Minutes/Action Items
• Address misbehaviours
 TEAM NORMS
What are some of the norms in your team?
Do these promote or inhibit team
performance/dynamics?
What are some good team
habits?
3 ways to create a work culture that
brings out the best in employees
https://www.youtube.com/watch?v=2y8SA6cLUys
(Feedback on Video)
 How are you leaving the session
today? What’s top of mind? What
takeaways or questions have
emerged for you?

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oWhat I liked
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THANK YOU FOR ATTENTION
AND PARTICIPATION