Leadership Capacity
Building
It’s about shifting from directing and telling to
enabling people to be the solution
About
Leadership capacity building is about making a conscious shift in the way in which leaders engage with team members and their wider team. It’s about shifting from directing and telling to enabling people to be the solution. It’s about focusing on building capacity for things to go right. It’s about increasing the shared responsibility for successful work.
Why
If an organisation wants to build sustainable performance, then it needs to engage with its people in such a way that helps them have a voice, contribution and most importantly, to be part of the actual improvement process where work is being delivered. So, leadership moves from directing and telling to being curious.
Leaders need to understand what it is that helps and hinders work and what it is that people rely on. For the successful delivery of work and then, for a leader to explore how they can ensure that there is adequate capacity within their team to then meet the variable and changing work demands, that their team deals with every day.
Art of Work has worked with leaders across the globe including a range of high-risk industries. To better understand human and operational performance and risk in your organisation in order to achieve improved work outcomes, get in touch.
When a conversation goes from curious to challenging in a nanosecond.
We can often start a conversation with an open, curious mind, wanting to understand more about the work of our teams, and then before we know it, we become defensive and our listening for understanding is replaced with the need to tell and impose a retributive sanction if something is not complied with.
We can be left wondering what happened; how did this conversation get so quickly derailed?
What
There are five core areas that are covered under Art of Work’s Leadership Capacity Building:
The compelling case for looking at leadership differently.
The shift from directing to enabling, setting clear expectations while building shared responsibility and moving from blame to learning.
Navigating complexity as a Leader
Learning effective ways to navigate as a leader the complexities that arise in the undertaking of work to achieve the agreed objectives and outcomes.
Engaging in curious conversations
Help leaders and their team to both better understand what is helping and hindering work and importantly, how to create a clear plan for delivery of work.
Risk and the messy reality of work
Transforming to a workplace where risk is seen as something which is owned by all and where the risk is proactively managed in the changing nature of work.
How to inspire people
Inspire team members drawing on the power of intrinsic motivation. Where purpose, autonomy and mastery are progressed.