Is this diagram useful to analyse where our own projects or organisations are at? Using it just as a checklist and measure, my work system falls short. Perhaps it is because I too often work alone. Work is often complex and trying to design and practice in a quality way can be improved by working in a good team. I'm thinking organisations have the advantage of established structures which support working in a more strategic way, especially if those structures also include learning and improvement. A sole business operator like myself needs to find alternative ways of creating that. What are the structures like in your work? Do you get to reflect and improve your work effectiveness?
It's all about partnership
In March all partners who have made this wonderful program a success year after year, celebrated our proof that a locally owned and driven Community Leadership Program is not only sustainable, but having significant impact on the region.
The program is enabled through support from local and non-local business,, community organisations, Vision21 volunteers and finance, reduced fees by McAllister Leadership,some federal funding through FRRR. What began ink 2014 as a trial of what might be possible, with , at the time, no government support, in a struggling region, has been proven to be not only sustainable but continuing growing in size and scope.
This year, seven places were funded by FRRR to include participants from the North Burnett. This was an inspiring initiative from which we've learnt the value of breaking down the regional boundary, to be more inclusive.
Our second inspiring guest speaker his year , Jan Owen, CEO of the Foundation for Young Australians. Her words have reinforced our commitment to diversity, including a breadth of ages from younger to older. We will, in future, reserve a number of places for young people and continue to learn how to harvest the greatest potential from all our regional citizens.
Our second guest speaker for 2018 was:
Jan Owen CEO Foundation for Young Australians
Jan is a highly regarded social entrepreneur, innovator, influencer and author who has spent the past 25 years growing Australia’s youth, social enterprise and innovation sectors.
In 2012 she was named Australia’s inaugural Australian Financial Review and Westpac Woman of Influence; in 2014 she received the Doctor of Letters (honoris causa) from the University of Sydney; and was awarded membership to the Order of Australia in 2000. She is the author of Every Childhood Lasts a Lifetime (1996) and The Future Chasers (2014).
Jan is the CEO of the Foundation for Young Australians and YLab, the global youth futures lab. Her lifelong mission is to unleash the potential of young people to lead positive change in the world. Jan’s enlightening, challenging and entertaining presentations are pragmatic as opposed to idealistic, with the aim of transforming the way society talks about and engages with young people – from treating them as a problem to be solved to recognising that young people are contributing to and driving social change.
Jan Owen is relentlessly optimistic about the capacity and willingness of young people to contribute to and drive change to craft the world they want to live in. With an entrepreneurial streak that sparked early on, Jan credits a teacher with great timing who backed and invested in her. Today, as FYA’s CEO, Jan Owen endeavours to help young Australian’s not just survive, but thrive.
Connect with Jan on social media Connect on Twitter – @JanOwenAM | Connect on LinkedIn
It is often claimed that extraversion is an essential trait for leadership. Yes, communication is critical to the relationship between leadership and followship, however the quality of communication matters too. Forbes magazine claims that 40% of top executives identify as introverts. How can quiet, reserved, even socially awkward introverts, who may have low confidence, have attained the significant influence that introverts such as Barack Obama, Mark Zuckerberg, Warren Buffett, Bill Gates, Marissa Meyer, and Guy Kawasaki have achieved?
The important tip is to play to the introversion strengths.
1. Think then talk. An introverted leader's ability to listen patiently to what people have to offer, to consider it carefully before giving a response, gives them the information edge, fostering ideas development and collaboration. Introverts tend to consider the big picture and when they do speak it's carefully crafted to achieve the end they seek.
2. Be prepared to step up. Psychologist Laurie Helgoe, in her book, Introvert Power: Why Your Inner Life Is Your Hidden Strength, describes the introverts power to "birth fully formed ideas, insights, and solutions". The ability to sit back, consider the big picture, listen deeply to arguments and ideas, in order to develop well-considered responses, means that the introvert can develop solutions others may miss.
3. Embrace discomfort. Networking is so important to the gains to be made from leadership. The introvert who finds small talk exhausting can lessen their anxiety by employing their preference for sincerity to engage with others in meaningful in conversation, developing trustful and deep connections.
4. Write. Introverts use written communication well to share their thoughts in an organised way. So social media can be a great way to share ideas and have influence.
5. Recharge. Introverts need to withdraw to rejuvenate after, what is for them, the energy drain of group interactions. Conserve your social energy by scheduling time to work alone in order to stay efficient and productive. This time is well spent, reading, researching, renewing and reconnecting with the passion that brings you joy in work.
6. Use apps for collaborating and communicating. The digital world is a great advantage for introverts who can reserve their precious social energy for the most important meetings that really need to be face-to-face. Connecting with your team online can enhance communication, transparency, and accountability in your group initiatives.
Neither introverts nor extraverts hold the key to leadership. All personalities have the potential to lead and influence. As Kouzes and Posner suggest a successful leader will:
I prefer to let the beautiful Margaret speak for herself. Listen to her explanation of her principles on video here.
In summary the principles are: