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winning > innovation

Written by Paul Bishop Chief Executive : Winning Moves

einstein, iron filings and that’s what leadership is all about! One of the most fundamental lessons that Einstein brought to the world was the discovery that energy can neither be created or destroyed, it can only be converted or 'channelled'. Einstein's work in the field of science, which for most people would appear to be relevant only to the laboratory or the classroom, has implications far beyond these confines however, and indeed is (we believe) directly relevant to an understanding of the nature of leadership in organisations. and they spread all over the place? We can all probably recall what happened when we placed a magnet underneath the paper, all those filings now neatly arranged themselves around the magnet, not in a big clump in the middle, but in an orderly, controlled pattern. In essence this is the role of leaders, not to pursue the mistaken belief that they can 'create' new energy and as such turn Einstein's theory on its head, but to take on the role of the magnet, in channelling, directing and perhaps most importantly aligning the organisation's energy around a common idea, and purpose. Clearly it follows, (just like the iron filings example), without clear and strong leadership energy is dissipated, positives turn to negatives and ultimately the organisation ability to fulfil its potential is compromised.



However you choose to define the entity commonly known as the ‘organisation’, the one thing that is clear is that it describes a body of people, collectively working towards some form of common goal. Our belief is that those people, the vital human component around which every organisation is built, represents not just bodies, but energy: the vital force that any organisation has to bring about change and to make things happen. And here’s where it gets interesting. The moment we start to think about an organisations' people as a form of collective energy, Einstein's work takes on a different level of significance (particularly where leadership is concerned). In many ways Einstein's work and the relationship between leadership and people is illustrated by those primary school experiments with iron filings, magnets and a piece of paper that we probably experienced many years ago. Remember what happened when we sprinkled the filings onto the paper,



management is dead... long live leadership Whilst 'management is dead' may be something of a dramatic statement, the principle holds true as the pressure on those charged with getting the most out of an organisation's people increases. For those who are sufficiently 'tuned in' to what is going on in the world, there are clear signals that many of the old ideas and ways of working are no longer valid and as such what is needed of those at the top has changed fundamentally. Much of the shift that has taken place focuses on two main issues, the first being the fact that in order to compete (whether for business, customer attention or the interest of prospective employees), simply being better is no longer good enough. The second major issue being that in order to deal with the first issue, an enterprise needs to liberate its people and their collective creative energies, and not constrain them or limit their ability to contribute. It’s time for some new thinking...

old thinking

new thinking

management is responsible for setting strategy

everyone can help to create innovative strategies

continual improvement is the key to success

continual re-invention and rule-breaking is now key

being different is high risk

being the same is high risk

management’s role is to lead and govern

leaders role is to inspire and enable

enterprise needs stability

enterprise needs restlessness

quality is a differentiator

quality is a given

our leadership model (not) The notion of a 'model' of leadership is something of an oxymoron in that whilst we believe that there are a number of common characteristics and qualities that successful leaders share, there is no such thing as a 'model' per se. As a result, our aim is to highlight the guiding principles, not a prescriptive ‘one size fits all’ solution to the challenges of leadership. We believe that leaders must develop skills and competence across four critical dimensions that will lead to the overcoming of four key challenges that every successful leader must deal with:

strategic : understanding strategy and vision • alignment and the need for strategic frameworks • articulating mission, vision and purpose • foresight and the changing nature of competition

creating the vision

keeping things on track

Vision drives everything, it is the prime motive force which unites, energises and gives purpose and meaning to everything everyone does. Successful organisations have a clear and powerful vision that is understood and supported by all, not just those at the top.

Being at the top of an organisation gives you the best view of what’s happening below. This unique perspective is invaluable in helping to continuously monitor progress in order to feed back into the organisation and keep everyone on track.







analytical : establishing stretching goals • developing a measurement culture • creating enterprise wide measurement frameworks • evaluation and communication performance • decision making

leadership inspirational : facilitating team development • idea generation and evaluation facilitating change • the early adopters role • dealing with poor performance • creating the space for development • cross functional teams







creating the space to make it happen

continually reinforcing the vision

Great leaders are great facilitators. They realise that for great things to happen people need the space, the encouragement and the support to grow the business by growing themselves.

Say it loud and keep saying it! You can’t be a leader in your spare time, it’s a full-time, full-on position. Leadership is therefore about bringing the vision to life and ensuring that it is embedded into every aspect of what the organisation does...all of the time.

1-4 are the leadership challenges that can only successfully be overcome when the leader has developed a high degree of skill and competence in the four dimensions of leadership

personal : projection and the art of engagement • being you • working with groups • developing the confidence to challenge and to lead • new presentation styles selling experience

fail fast

John Cresson : Addis

to design the future effectively, you must first let go of your past Charles Givens : Financial Portfolio Designer innovation distinguishes between a leader and a follower

Steve Jobs : Apple Computers

whether you think you can or whether you think you can’ are right Henry Ford

good leadership is not is realised


introducing the leadership academy The leadership academy is a short programme designed to introduce a more forward looking, contemporary and workable approach to leadership. The programme is based around the model of 'new leadership' developed by winning moves and provides a range of tools, guidance and support to delegates as they develop their competences around the four main challenges of 'new leadership'. This highly practical and workshop-based programme will explore leadership from a number of different perspectives including strategic, analytical, inspirational and personal and will develop the skills and confidence of each participant to lead the transformation of their organisation's future. Who the programme is for

The analytical dimension

This programme is designed specifically for those leaders and aspiring leaders who are serious about their development and are receptive and open to new ideas to fully exploit their potential within their organisation.

setting and achieving stretch goals • measuring the things which matter • using the

Whilst there may not be any formal entry requirements, the nature of the programme, with its emphasis on challenging current ideas and collaborative work, means that all participants must arrive with a clear commitment to develop themselves and to seek different and better ways of harnessing the potential of their people.

balanced scorecard

This element of the programme addresses the need to support vision with a simple and meaningful measurement framework which will ensure that the progress is maximised and that momentum is sustained, regardless of the obstacles and challenges that are encountered.

The inspirational dimension reinforcing vision • using the ripple effect to bring about change • identifying the

The programme outline

early adopters • mentoring and coaching • the leader as facilitator

The programme will explore each of the four dimensions in some detail and a range of tools, ideas and methodologies will used to support the development of the participants learning and competence. Throughout the programme our aim is to cement the knowledge and truly 'connect' the participants with the programme content. As such the programme will be workshop based experiential learning.

The idea of the leader as a source of inspiration for the organisation is not new. So, it is ironic that, given its universal acceptance as a key leadership role, there is little to support those seeking to develop their ability in this area. This session focuses on the the role of the leader as communicator, facilitator, creative thinker and problem-solver.

The strategic dimension creating powerful and compelling visions • developing strategic frameworks •

The personal dimension reinforcing vision • using the ripple effect to bring about change • identifying the early adopters • mentoring and coaching • the leader as facilitator

foresight and the development of a more forward-looking organisation

This component of the programme focuses on the role of the leader in relation to the creation and articulation of a vision for the organisation, and will see the participants exploring the relationship between vision, mission and values. In parallel with the work in relation to vision, the participants will be introduced to the fundamental principles and processes involved in the development of a strategic framework for their organisation.

The final piece of the programme’s jigsaw is the personal dimension and this session unapologetically focuses on the leader as an individual. Dealing with issues such as confidence, presence, communication and thinking, this session will encourage the participants to break out of their own comfort zones and develop personal strategies for addressing the challenges of leadership.

winning > innovation

a refreshing approach... to leadership Four day leadership accademy programme

Four day programme

Two-day kickstart Great leaders are not created overnight…it takes time. It is, however, amazing what can be achieved in a short period if the desire and commitment is there. Our objective is that in the four days we have with our participants, we will help them to move solidly and measurably towards greatness and in doing so help them to move closer to fulfilling their true leadership potential.

Final two days In the second part of the programme we will extend the reach of the content and further develop the participant’s leadership style and capability. We’ll actively encourage them to collaborate, to challenge and to share ideas and experiences and capitalise on the opportunity to work with like-minded people equally committed to developing themselves and their organisations.

The journey starts with a two day kickstart which is designed to immerse participants in the subject matter, challenge their existing ideas and mindsets, stimulate and inspire their creativity and accelerate the development of a collaborative learning environment. In doing so, we pave the way for the development which lies ahead.

To find out more about the leadership academy, please contact Hazel Burgess on 01785 827600

Intersessional activities Leadership is as much about ‘doing’ as it is about ‘thinking’ and, as such, to facilitate this process we will challenge participants to put the tools, ideas and experiences gained thus far into practice and extend the benefit of the programme to their business.



head office: field house | mount road | stone | staffordshire | ST15 8LJ telephone: 01785 827600 | |



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People are the vital component around which every organisation is built, and represent not just bodies, but energy: the vital force that any...

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