How do you create an unstoppable team full of highly skilled, highly motivated, happy people? Peter Keen shares his approach to developing performance excellence grounded in a career working with elite athletes in international high performance sport.
Wavelength Connect provides participants with the inspiration, knowledge, and resourcefulness to find their own solutions to the leadership and organisational challenges they are facing, and to own and action them.
A core part of Connect, Behind the Brand offers participants the opportunity to get inside a broad array of organisations with compelling narratives around culture, engagement, innovation, social impact, and leading change. It’s a chance for them to hold a critical mirror to their own organisations to see where they could be doing much better as well as where they could be doing much worse.
After two days digitally marooned in the beautiful Berkshire countryside, surrounded by 90 leaders keen to discuss the challenges faced by those who want to change the world for the better through business, coach and social entrepreneur Lily Lapenna-Huda reflects on Oxygen and on her own leadership.
“Organisations are non-entities, people are organisations”.
Dr Aravind Srinivasan, Aravind Eye Care System
However much we like to imagine we’re in control of Connect, we know what happens in the room (garden, tent, field, amphitheatre) and what plays out in each of our minds as we walk away cannot be planned.
“I didn’t make things worse.”
This is how Sir Martin Narey described his time as Director General of the Prison Service of England and Wales during one of our Leadership Masterclasses. Not what one ordinarily hears from a leader but then Sir Martin is no ordinary leader. He’s an inspiring individual and an accomplished storyteller, and the core narrative he uses to describe this chapter of his leadership story – the last-choice-for-the-job, unheroic, lonely leader failing to make the difference he so passionately aspires to – is compelling but it’s also a fiction. A fiction in the way that all stories purporting to be about reality are fiction. Because creating coherence from the raw mess of lived life involves choosing what to include, what to exclude and what framing will best martial the chaos.
Stepping into other organisations is a powerful way to sharpen focus on your own culture, organisational effectiveness and leadership. Not because the organisations visited on Best In Class are perfect but because they help illuminate what’s strong, precious and worth building on in your own organisation alongside those flaws, deficits and areas of underperformance that must be addressed. Moreover, the visits provide invaluable inspiration and ideas for how to tackle them.
So what of this year’s cohort of BIC organisations?
After two discussion-filled days on Leading Change at Sheepdrove we reflect on where leaders choose to begin in the face of big, difficult or complex change and what these start points tell us about the longer journey
“Get the start right, the right point of entry, that’s how you get a conversation going, that’s how you walk toward people.”
Rob Burnet, CEO & Founder, Well Told Story
“If OK is the outcome of what you’re doing, scrap what you’re doing.”
Imagine that 24 senior leaders, your peers, were coming to where you work to understand what you do and how you do it. What would you tell them? How would you bring the essence of your organisation to life? What would you share (and not share!) to ensure they left feeling inspired to improve?
At our recent Connect event, former Director of Performance at UK Sport, Peter Keen CBE, ran an in-depth workshop with a small number of members exploring Putting Purpose to Work, Creating Leadership Excellence. The session received outstanding feedback from the lucky few who got to be part of it and we asked Graham Hodgkin, CEO, London’s Air Ambulance for his reflections on this session for those of us who missed out.
Behavioural Economics is about “changing behaviour without changing minds”. It is about nudging individuals, groups or institutions toward desired actions without going down the well-worn knowledge = awareness = change route. For leaders it is useful not just to identify ways to shift behaviour but also to understand why, often despite best efforts, behaviours sometimes refuse to budge.
In a week where the departing Chief Inspector of Prisons criticised the government for failing on its ”rehabilitation revolution” promise, we look at the role employment and employers can play in cutting reoffending and curbing the growth of the UK’s prison population, and at the benefits this can bring to us all.
Three days with 120 people on an organic farm in Berkshire.
Three packed days hearing from: British, American and Danish serial entrepreneurs; an eye surgeon from India; a Baroness who earned her title through service to sport; UK MD of a global furniture retailer whose most popular product is named Billy; evangelists from an airline that’s been profitable for a straight 43 years and from a luxury hotel chain with “Ladies and Gentlemen” not employees; the Co-Founder of the first funky business magazine, Fast Company, and former talent champion of the number one business oriented social networking site LinkedIn; and from the sustainability and partnership lead in a company innovating to reduce cows’ flatulence (among other planet-positive things).
What is ‘behaviour change’? Where do you start if you want to “move millions”? How do organisations equip themselves to effect lasting social change? This video begins the conversation with three perspectives on three fundamental questions from Joshua Gryniewicz, Cure Violence, Henry Ashworth, The Portman Group and Rob Burnet, Well Told Story.