June 2018
In This Issue
Peer Relationships regardless of hierachical position
Increase your influence
Upcoming workshops
Leadership Material on Sale
Leading with diversity
Learning from experience involves foresight, insight, hindsight, intuition, knowledge and vision. This learning is illogical, irrational and emotional.
Diana Jones, Leadership Material: how personal experience shapes executive presence  Chapter 6 
Remember Your Leadership Disciplines
We are in an age where new information, fads, innovations, trends, and social media flood us each day. In this flurry, it is easy to overlook or forget the simple disciplines which ensure we produce results.
I love the creativity, colour and textures of preparing food. Then there is the delightful experience of eating home cooked food with family and friends. After travel books, recipe books are my most favoured; Yotam Ottolenghi, Heston Blumenthal, Adam Liaw, Ferran Adria, Gilli Basan, and Greg Malouf, and just as many books on Mexican, Moroccan, Turkish, French, and Indian food. I have every Cuisine magazine since 1996. And yet I delight in trying out new recipes and new combinations of ingredients. What works with this is the five disciplines that sit behind good cooking;
  • make sure you have all the ingredients before you begin a dish
  • buy fresh
  • incorporate personal flair
  • keep pantry staple updated and
  • know the vagaries of your oven/stove top.
Similarly with leading. While experimenting and innovating, know your leadership disciplines and stick to them. Know your team's purpose, and why you exist. Agree what success looks like so you know when you have achieved it.
I often meet leaders and lead teams who struggle to see progress or find their work satisfying. I notice they don't know the purpose of their team, or the value they add. They don't have success measures or they have the wrong ones. And they have too many priorities. Why is this? They have forgotten their leadership disciplines. 
Four disciplines for leaders include:
  1. Refresh your team's purpose
    Your purpose can change over time. Contexts shift; a new CEO, repositioned services, new products, innovations, emerging capability deficits, and natural disasters, all influence context. In turn, shifts in context affect shifts in purpose and emphasis of lead teams. Significant goals are achieved and new directions emerge. Leadership teams need to shift and adjust their purpose with this. Stay alert to the shifts in context for your group or organisation and respond by refreshing your purpose and why you are doing what you do.
    2. Re-purpose meetings
    How often are you in meetings which don't have a clear purpose or you don't know the outcomes being sought? These meetings drain energy, and are time wasting. With the discipline of beginning each meeting with either 'the purpose of this meeting is'.....or 'the outcome of this meeting is......'. Without this, participants can't make their best contributions.
    3. Have clear expectations
    Your team and staff want your guidance. Staff thrive when expectations are clear. They want to know when they are doing well. They want to give their best. They want you to help remove roadblocks so they can deliver. They want to understand shifts in context, and how this effects them and what they do.   
    4. Be human
    Use your personal qualities to lead and create productivity. Friendliness, kindness, helpfulness and simply sharing your experience and expertise through simple anecdotes creates positive relationships. Being aloof, unavailable, critical, impersonal, and being judgmental creates harsh cultures that staff don't like and they won't be productive.
    What are your leadership disciplines which lead to your group's success? If you are feeling overwhelmed, struggling to see progress, or finding your work unsatisfying, which of these disciplines might you refresh as you lead?
    Diana Jones © June 2018
Development workshops
 This workshop is for group leaders, group members, and those working to develop and transform organisations, groups and communities 
 27 - 29th July, Wellington
What have you discovered so far about finding firm ground in working relationships? This includes firm ground for yourself, and your clients finding it with each other? Even with many personal and professional experiences to draw on, some situations may still perplex you, need further exploration, and call for you to refine or develop your approach.  
Two of my long-term colleagues, Jenny Hutt and Bev Hosking are leading this workshop through the Wellington Psychodrama Training Institute (WPTI),  a group dedicated to assisting professionals and leaders improve their abilities to work with individuals and groups.   
Executive Presence: price increase from October. I have been pleased to hold the current price for more than 8 years. From October the increased price of $4,900 including GST will take effect.    
The next Executive Presence programme is in August, dates to be confirmed. Email Diana with expressions of interest.    
 Have you got your copy of the free workbook which goes with Leadership Material?
Take charge of your own leadership development. By doing this You will power away from the things holding you back to inspiring others. Chapter 10 of my book Leadership Material gives you a pathway for moving forward. Follow through and complete the 4 practice sessions in the workbook at the end of chapter 10 to create a plan for yourself and then take action. I'm happy to talk with you on what you want to achieve.  
Diana andMena
Leading with diversity 
I had a chance to interview Mena Antonio, leadership coach and governance mentor this month. Here are two of our podcasts with hints and tips on inclusion in leading high stakes meetings with diverse participants