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Room 1 Andrew Knight's Group

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Leadership Conference 2 Feb 23: Break out Group 1 (padlet.com)

Personal reflections on how we build our resilience and whatadaptive change leadership means in an everyday context.•Identifying enablers, blockers & support to ensure we develop& demonstrate key leadership behaviours to deliver ourstrategic priorities & effectively manage change.
Padlet: Enablers, Blockers, Support – feedback on key themes more_vertical

BEHAVIOURS

Being sensitive to people's receptiveness to difficulty messages; i.e. picking the moment to share and tackle bad news

Being open and honest

Blocker: having information that you can not yet share

Leadership can feel lonely - build peer group, as well as engaging staff collectively in the leadership challenge

The resilience of the individual is enhanced by the closeness and resilience of the team

Trust and authenticity are interwined

Enablers Peer support network
Exec teams can trust each other and explain why feedback may be difficult to hear
Leadership Skill

Blockers -
other peoples' agendas
Lack of financial resources
institutional lack of trust
Experience of being let down in the past

understanding that there are difficult decisions to make and that the best we can do is make the most genuine decisions that we can

Communicating  Effectively
RKE challenge to present a view different from your own

Having the ability to rehearse a communication and debate it with others: Cabinet Collective Responsibility

Honest and timely
Top-down comms are often delivered bluntly, each layer of management then customizes the message a bit more for the specific audience.

Ensure that communication is not defensive but is honest and clear and based on facts.

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Building resilience and adaptive change leadership general notes
Change fatigue, achieved a lot, foundations have been laid but more change still required, overwhelmed, understanding an evolving environment
Job descriptions and having managing change embedded within it and people used to working in an ever changing environment. Collective ownership. Understanding of scale of challenge.
Grass not greener elsewhere. Sector picture significant. Some sectors even worse than us including public and private sector.
Acceptance that we will always in a state of change and flux. Cannot actual stop, pause and focus- there is normality in this. Need to understand the why of the challenges though. Randomness is challenging. Listening shows strengths.
Time can be our friend and our foe. Challenges might not be forever - see through to a better place. Hardwork pays off if we can see through.
Valuing new and alternative perspectives internally and externally too on the change. Surfacing the value or not of what we are doing.
Supportive relationships with colleagues. Being heard. Problem solving. resolution focused.
Challenging language that  'others' leaders and managers and dehumanises and depersonalises us. The emotional dimensions of leadership and management are central to our identities and should not be disconnected through unhelpful uses of language.
Enablers
Empathy
Openness and honesty
Listening
Time management
Collective ownership
Supportive relationships
Blockers
Time pressures
Your role as having all the answers
Support
Right profile of staff
Communicating and understanding the backdrop.

The most challenging or difficult messages to lead communication for our teams
Job security and safety
Processes which support improvement. Technology changes- IT review. Challenges around IT resource which would help us.
Being more and more creative but with less and less.
Strategic investment cuts but long term implications of this.
how are particular jobs going to be effected. Reviews and need for them.
Investments needed but not possible but still need to improve recruitment in this environment. Baseline not
Agreement on where we are and consensus from University leaders is helpful- same page
Quality and growth still needed but how to do this with limited resource.
Why our priorities have changed and the goal posts have changed. Strategic priorities and . A commitment needed though to some longer term goals. New priorities creating contradictions in what we have said already and how we deal with that through communication.
Ensuring communication is effective and what would be beneficial to enable effective organisation change communications.
The word effectiveness - from whose perspectives when interpretation of this will inevitably be different?
Clear policies and strategies that we are actually communicating. Clarity and consistency of comms is key not necessarily just more of it. Content of comms i.e. the what more important more than possibly the how of our comms.

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Reflections on Resilience
Communication is really key, the lack of communication can lead to negativity.
Being listened too, and remembering to explaining no.
Respect - respect for others roles, and how the feed into other teams / depts
Remembering communication is two-way.
Being able to share, remembering that others  can help / support.  Helpful to understand others have the same challenges
Time - how we manage time effectively and it can lead
Collaborative working, having relationships with others.
Remember you cant be everyone's problem  solver and sharing the stress
Trust - two way trust and being able challenge the status quo.
Leadership can be damaged when you do not trust others, and fail to delegate to others.

Blockers:
Workload, having too much to do and not enough time to spend with your team
Communication, not communicating to the
Imposter syndrome - not having the confidence to lead
Toxic work place - can disrupt working environment.
Confidence - having to make decisions.
Enabler
Communication
Mentoring
Good time-management, give yourself permission to step back and think
Support
Mentoring - be able to have a chat with
someone to overcome imposter syndrome
Reflection  person reflection