What it was:
An introductory session to the residential Future Leaders Scheme (FLS) residential module at Ashridge.
The objectives of the module:
- Build network and relationships
- Develop personal leadership development Goals
- Gain insight into your leadership strengths and styles
- Insight into how your behaviours impact others
- Aware of neurological and physiological responses to pressure
- Develop your own leadership brand
What I learned:
Watch out for crises – they can be addictive!
It’s lonely at the top and you can trust the feedback you get less and less. Have a small number of confidantes.
Leading change and transformation is the leadership required in the high uncertainty, high disagreement quadrant.
Management is doing things right – Leadership is doing the right thing.
An organisation can be thought of in different ways, as a Newtonian machine, as a natural system, or as a psychic prison of what you can and can’t do.
Peter Robertson: all business efforts undergo an s-curve of success followed by decline. Successful organisations jump as their s-curve dies.
What I will aim to do differently as a result:
- Build relationships with a small number of senior confidantes.
- Try to write down my personal brand.
- Ask the team whether they are being stretched, being challenged, being developed.
- Think about whether I occupy the same role in leadership at work as I did or do in my family.
What it was:
A talk and interactive session on leadership, held as part of the Future Leaders Scheme at Ashridge in November 2017.
We also completed a ‘leadership dilemmas’ exercise that looks at choices under pressure.
What I learned:
A simple model for how the brain works:
- “Brain 1”, the autonomic nervous system; Sympathetic nervous system, works fast. Controls fear, fight, flight.
- “Brain 2”, Parasympathetic nervous system; Controls rest and recuperation.
- It’s essential to balance sympathetic and parasympathetic systems. Without balance, we lose cognitive function, become tired and stupid!
- “Brain 3”, the conscious thinking mind. Brain 3 has not evolved fast enough for us to cope with modern world.
- Under stress, brain 2 perceives threat, activates brain 1, brain 3 shuts down.
Sweet spot between challenge and threat is “correct thinking under pressure”- this is what you should always aim for.
My leadership values, according to my guesses (!?):
- Future leaning
- Honest and open
- “Excitement, adventure and really wild things”
My leadership values, as evidenced by the ‘leadership dilemmas’ exercise?
What will I aim to do differently as a result:
- Consider an exercise to reconcile what team say about me and what I said about myself
- Develop and write a “why should anyone be led by you statement”
- Keep momentum on learning and development
- Write this all up!