Board Leadership Commitments

Thanks for sharing your commitments. Here is a capture of them that we will revisit when we reconvene in the autumn.

Have an awesome season.

Commitments

Chris:

Leadership Commitment 1: Working on the business

Block a half-hour slot in the diary at the beginning of each week to concentrate solely on strategic tasks (no operational tasks, emails or meetings) such as developing longer-term priorities and identifying longer-term risks. This will help give me clarity on my key priorities.

Aim: develop greater big picture thinking and forward-facing leadership

Leadership Commitment 2: Actively adapting leadership style to move individuals up the 'state' curve

Identify each of my direct reports (and potentially my wider team) on the 'state' curve and consciously choose my approach with them. Identify whether I should direct, advise, encourage or empower, and explicitly state my intent when in conversation with them.

Aim: tailor my leadership style to develop others

Leadership Commitment 3: Model the way on honest and constructive feedback

When I see positive behaviours or performance that isn't at the required level I will address it in the moment, be specific about my observation, the impact it had and the change required.

Aim: show honesty and courage to develop push for high-performance

Leadership Commitment 4: Deliberately shape energy and focus

Before each important touchpoint, I will take a moment to define in my own mind the outcome I want to achieve and the state required. I will concentrate in particular on my tone and energy as well as the language I use.

Aim: be intentional with my approach and help with moving at pace Sam: 3 commitments I wrote down in the last session are: 

1. Use the dynamic leadership model. sit with each of my team to discuss where they are and what if they need to do to move up. 

2. Use my state to influence an outcome. 

3. Absolute no compromise to work on the business. if it does not align with strategy why do it.  

   
   

1 commitment from the previous session:

Live by the top four practices from the Kouzes & Posner leadership model.

Fliss: 1. Remeber that everyone managed differently. I have noted key 'traits' from the first session per director - for example who is externally referenced and I'll endeavour to work to those different traits where possible to help bring out the best in each of them

2. Positivity in outlook and goals are key to success. I will keep that in mind as we continue throughout the year and use to motivate and guide the narrative of the business
   

3. A good leader builds behaviours that instil trust and belief that we will deliver on our promises and goals. I will try not to lean into empathy too much (whilst not giving that up entirely!) but allow language to be more direct and focussed.

Nick:

Learning to better feed back to my team with positive reinforcement; equally, to action more quickly negatives, to prevent future awkwardness.

The importance of authenticity in all things – something of a catch all really, but at the heart of everything.

The importance of structure and process, as exemplified by the success of the senior leadership sessions and the complete change in how that forum operates.

Ian:

1. Taking time to provide feedback positive and otherwise. I have tried to remember to praise good work since our first session. Not something I usually think of and I am aware that I need to improve in this aspect.

2. Taking the positive view and being upbeat regardless of situation to ensure that the message to staff is optimistic and can-do.

3. Make sure that all papers are read and a position prepared for discussions in meetings. Usually try to do this but commitment is to have taken time to consider issues fully.

4. Honest chat with directors to be clear if something falls short of what should be expected so that standards are maintained and improved where possible. This includes updates and reports not being presented when they should be.