EQ Summit March 20 2015-Breakout Session-Leaders as Trust Builders
Leaders as Trust Builders- Developing emotionally intelligent and inclusive leaders for business success The Edelman 2015 Trust Barometer confirms what we have known for the last few years; trust in leaders and business is at an all time low and there is an urgent need for a new way. Leaders must create high-trust inclusive environments for their people to be their best self and thrive in an increasingly complex, competitive and interconnected world. Sheffield Business School has worked across a range of sectors to develop inclusive leaders. In this workshop Conor Moss and Vincent Traynor shared their experience of developing inclusive leadership behaviours with IMI Precision Engineering and their model for developing emotionally intelligent and inclusive leaders. Paula Chilton, HR Director- IMI Precision Engineering, shared her experience as a participant on the programme and how it has developed inclusive leadership practices across their European division. The slides provide an overview of our Leadership Development model and our evaluation methodology using IMI Precision Engineering as an illustrative case study.
![The power of narrative, metaphors and
artefacts in building team trust
Leader on the power of the Leadership Manifesto
"So I really found the leadership manifesto really good......sharing more about myself
outside of work with the team but also sharing my expectations of them; because I think
that helped to understand why I approach some things the way that I have done.
Telling stories through pictures
I really love it [laughs]. Just to say I have this picture actually, the scan that I have been
sent, is the background of my phone and every time I see somebody and I have a bit of
time, like when we are flying together, sometimes people ask to me, by the way, whats
this picture? ........... And I go into the detailstheres also a lot of things that you can
bring through these pictures about, yeah, basically what the kind of things I can offer to
people in my team and to the other individual and what I am expecting as well.
Artefacts as a conversation starter
That was really good [leadership manifesto] and I'm using that. I have it here in my
officeSo everybody is, who comes into my office and maybe very often we are talking
about that because they are asking what's that. It's a good summary and the people get a
very fast impression of what they can expect or what I expect and what they can expect
from me, yeah, so is really good. (Interviewee 7)](https://image.slidesharecdn.com/eqsummitpresentationslideshare-150325143438-conversion-gate01/85/EQ-Summit-March-20-2015-Breakout-Session-Leaders-as-Trust-Builders-20-320.jpg)
EQ Summit March 20 2015-Breakout Session-Leaders as Trust Builders
- 1. EQ Summit March 20 2015 Leaders as a trust builders Developing emotionally intelligent and inclusive leaders for business success Conor Moss (SHU), Paula Chilton (IMI) and Vincent Traynor (SHU) #eqsummit
- 2. What we'll cover The impact of leadership development on personal and organisational performance. The role of reflection, narrative and artefacts in developing self. 4 ways to build trust as a leader. Evaluating the impact of leadership development programmes using a robust methodology.
- 4. SBS Leadership Development Model
- 8. Evaluation Methodology Data collection methods There were four methods of data collection that were employed throughout the programme to assess its impact. These were: pre and post leadership skills audit questionnaire (April 2014 and Dec 2015) workshop and post programme feedback questionnaires pre and post ECR360 report (April 2014 and January 2015) interviews undertaken with 7 programme participants (Feb 2015) 5. 4. Impact- changes in impact outcomes 3. Application & Implementation- changes in behaviour 2. Learning-Changes in knowledge, skills and attributes 1. Engagement-indicator of likely changes to behaviour ROI- Cost V Benefit Source: abdi Evaluation Methodology- http://www.abdi.eu.com/evalution/
- 14. Praxis (noun)- Translating a theory or idea into practice
- 16. Coaching skills for leaders Models and tools for team development The importance of trust in teams Visualisation and mapping of team dynamics Co-coaching Leadership manifesto
- 19. Personal Leadership Manifesto A final output to commit the leaders to: Identify areas of strength and development (vulnerability) Share their core values? Highlight what others can expect from them and what they expect from others. Share something personal about themselves.
- 20. The power of narrative, metaphors and artefacts in building team trust Leader on the power of the Leadership Manifesto "So I really found the leadership manifesto really good......sharing more about myself outside of work with the team but also sharing my expectations of them; because I think that helped to understand why I approach some things the way that I have done. Telling stories through pictures I really love it [laughs]. Just to say I have this picture actually, the scan that I have been sent, is the background of my phone and every time I see somebody and I have a bit of time, like when we are flying together, sometimes people ask to me, by the way, whats this picture? ........... And I go into the detailstheres also a lot of things that you can bring through these pictures about, yeah, basically what the kind of things I can offer to people in my team and to the other individual and what I am expecting as well. Artefacts as a conversation starter That was really good [leadership manifesto] and I'm using that. I have it here in my officeSo everybody is, who comes into my office and maybe very often we are talking about that because they are asking what's that. It's a good summary and the people get a very fast impression of what they can expect or what I expect and what they can expect from me, yeah, so is really good. (Interviewee 7)
- 22. c.moss@shu.ac.uk