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Sponsorship, collaboration and energy

Here we focus on the key leadership practices of sponsorship, collaboration and energy.
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Leadership practices involve providing active and visible sponsorship of change across the organisation. There are a number of key activities that make leadership effective, including genuinely acting as a role model for new behaviours, communicating effectively and consistently using a variety of media, training, mentoring and coaching, ensuring that resources– especially people– and training are provided, aligning the organisation’s infrastructure, environment and reward systems with organisational transformations– especially the way performance is measured and managed.
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Collaboration is a key leadership practice. Leaders need to actively build strong collaboration across the organisation, engaging people and contributing to change.
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Energy. Encouraging and sustaining energy is a key practice of leadership. One of things that I’ve noticed is that often leaders are in at the start of a transformational change project, and maybe do the fanfare and the launch. But then very quickly, the next new initiative comes along. And they take their attention off of the change project. And so my advice would be– to any CEO– please don’t get involved in this marathon if you think it’s only going to be a sprint. Only get involved if you’re really willing to put the time and energy and effort in to seeing it through to the end.

In this step we’re going to focus on sponsorship, collaboration and energy.

Having watched the two videos, think about what the six key leadership practices mean for your own context. Make some notes about areas you want to prioritise in your own leadership practice. How will you do this? What support might you need?

Discussion

Share examples of people in leadership positions who you feel have successfully embodied these practices. How did they do this?

What can happen if these practices are not adopted? Have you experienced this?

Share this with the group.

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Leading and Managing People-Centred Change

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