Leadership alignment with culture and values

1. Leadership alignment with culture and values Derek Kypriotis, Central Gippsland TAFE and Marg Scott, Gordon Institute of TAFE

2. Culture “Organisational culture is defined as the shared values, norms and expectations that govern the way people approach their work and interact with each other. In other words it's ‘what am I expected to do in order to fit in and get ahead here’ ”. Mike Gourley, Director, Human Synergistics

3. “The contemporary definition of organization culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines and the definitions of success that characterizes an organisation. Organisation culture represents the values, underlying assumptions, expectations, collective memories and definition present in an organisation.” Angel A Berrio (2003)

4. Values The moral principles or accepted standards of a person or group.

5. What did we want to find out? • The relationship between the achievement of strategic goals and leadership. • How to identify leaders in the broad sense as opposed to managers. • The differences between leadership and management. Can you define each separately or are they both parts of a whole? • Where do competencies fit in? • What programs are organisations using, • Effectiveness • Benefits • Alignment to culture and values • Based on a competency framework? • Commonalities • Critical Success Factors? • Embedding the competencies into the HR management system • What recommendations can we make for future TAFE leadership initiatives?

6. Methodology • Discussed and agreed our definition of terms • Assessed the data that was available • Investigated some current models of leadership capability in TAFE • Visited and developed Case Studies at five organisations • Analysed the commonalities, critical success factors and developed our recommendations.

7. Comparison of leadership and management “Management is …seen as being about reliable and efficient operating in the current work environment, maintaining order and stability, exercising authority as necessary. On the other hand Leadership is…seen as being about leading people toward a future vision, developing and motivating their performance and potential and inspiring people to follow because people want to.” A Draft Leadership Capability Framework to Assist leadership development in the TAFE sector

8. Leaders are the enablers who help shape the culture in particular directions consistent with their own values and the vision and strategic directions of the organisation – they should be the embodiment of the culture!

9. Where do educational leaders come from? “Most Institutes … see a clear distinction between management and leadership but feel there is an overlap… “Leadership is not seen as the same as management and can come from anywhere in the system… Educational leadership is part of (an) informal system but will only emerge and thrive if fostered, encouraged and celebrated by management.” A Draft Leadership Capability Framework to Assist leadership development in the TAFE sector

10. Case Study Results Five organisations were visited Kangan Batman TAFE Vic Roads Yarra Valley Water Adult Multicultural Education Services (AMES) Ford Motor Company , Geelong

11. Common features across organisations • Pre-existing leadership programs, often based on an external formal program, were not working • Common theme, “staff did not identify with the strategic plans and values of the organisation” • Started with a situational analysis of the current organisation culture and issues through a survey or focus groups • Commitment was strong from the existing leadership group in particular the CEO • HR/Organisation Development seen as the Facilitators not the drivers • Broad involvement including all of the senior management group and in some cases the next level of management

12. Based on a statement of the values of the organisation • Development of customized leadership capabilities for the organisation under pinned by behavioural statements for each capability • Recognition that, for the leadership group involved, the journey was as much the catalyst for paradigm shifting as the actual document developed • Multi-rater assessment (eg.360 feedback) • Individual self assessment and self awareness building tools • Program involved all levels of leaders in the organisation in the modelling of behaviours and mentoring of developing leaders • There was continual reinforcement and alignment with vision and values taking place • Dynamic approach to leadership development and many ways for potential leaders to develop their capabilities

13. Critical Success Factors • CEO commitment and buy in – providing enthusiasm, resourcing and pushing the agenda • Involvement of all mangers and board/council in the development of the values and competencies • Contextualising to the organisation • Involvement and commitment of executive, senior managers and direct managers • A strong emphasis on mentoring and coaching • Importance of senior managers devoting TIME to help in the development of future leaders

14. Constructive feedback and dialogue about performance including 360º Feedback and a good performance management program. • Key Performance Indicators for individuals incorporate the leadership competencies and are assessed through behaviours. • Flexibility and adaptability to move with the times and lots of ways of developing the necessary leadership competencies. • Process for identifying future leaders is not haphazard and uninformed. The future leaders see the process as a satisfactory process that meets their needs. • WIFM ? The future leaders see the value to them of the process and the development program. • There is a strategy for leadership development.

15. Content of an effective leadership and management program SELF • Personal integrity • Self efficacy • Interpersonal skills TEAM • Developing others through mentoring and coaching • Managing performance • Team leadership and team building • Valuing and managing diversity • Managing change • Managing operations and principles and strategies of management • Customer focus and quality • Leading to achieve results • Encouraging innovation ORGANISATION • Organisation vision and direction • Growing the core business - Business acumen • Business ethics

16. If you had a program that satisfied these critical success factors and incorporated the content and competencies what do you think the benefits to your Institute would be?

17. Benefits to the Organisation “ENGAGEMENT AND COMMITMENT” • Engagement in the achievement of the strategic goals of the organisation • Framework for succession planning and development of leaders • Cross functional networking in the organisation • A leadership profile to meet the challenges of the future • A leadership culture not just a management culture • Engenders buy in and commitment from stakeholders • Ensures the knowledge transfer between ‘generations’ • Recognizes that leadership comes from all levels and all functions • Evidence of improved customer service, turnover, absenteeism and other HR indices • Happier staff, innovation, flexibility, trust and profitability

18. Helping leaders to learn • External training, seminars and conferences • Instructor led training • Project based learning • Shadowing • Planned higher duties • Secondment and ‘acting’ roles both internal and external • Rotation • Internal job swaps • On-the-job learning with mentoring or coaching • Coaching – group or individual • Mentoring • 360º Feedback and self assessment tools • Action learning • Syndicate group sessions • Workplace projects • Presentations of learning experiences • Study assistance

19. If we all had effective leadership programs , what would it mean for the TAFE sector?

20. We’re Excited!