WEBVTT 00:02.960 --> 00:06.120 Hello and welcome to lesson one of the 00:06.620 --> 00:10.720 visible leadership course. So today we 00:11.220 --> 00:14.880 are going to do a few things and it's quite a big agenda. 00:14.960 --> 00:18.800 So first we're going to focus on what is 00:19.300 --> 00:23.360 visible leadership. Then you're going to learn about 00:23.520 --> 00:26.670 why visible leadership matters. You'll have 00:27.170 --> 00:29.910 a look at seven ways to showcase visible leadership. 00:31.270 --> 00:34.710 You'll also start learning about how to take ownership 00:34.870 --> 00:38.630 of your own growth journey in terms of visible leadership. 00:39.110 --> 00:42.830 And you'll explore the importance of working in alignment with 00:43.330 --> 00:46.390 your organization's strategy and purpose. 00:47.430 --> 00:50.830 That's a lot. So why visible leadership? 00:51.330 --> 00:56.460 What is it? Recently I had the opportunity to listen 00:56.960 --> 01:00.340 to incredible speakers from Ambulance Victoria and the 01:00.840 --> 01:04.380 Air Ambulance association. And they really 01:04.540 --> 01:07.979 painted the picture of a day to day life for these 01:08.479 --> 01:11.900 very special people in specialist professions. 01:12.780 --> 01:17.020 And success in their jobs, which ultimately means delivering 01:17.610 --> 01:21.050 exceptional patient care, is largely dependent on visible 01:21.550 --> 01:25.450 leadership. This was a surprise to me. So in the case of the ambulance officers, 01:26.010 --> 01:29.650 their day to day or minute by minute decisions can 01:30.150 --> 01:33.130 quite literally be life and death ones. 01:34.010 --> 01:37.610 So how does visible leadership play such an integral role, I hear you 01:38.110 --> 01:41.770 ask. Well, the key that they outlined 01:42.410 --> 01:45.370 is really evident in how a situation is managed. 01:46.450 --> 01:50.210 Whomever arrives first at an incident assumes operational 01:50.710 --> 01:54.290 leadership. So this person may not be the most senior 01:54.530 --> 01:57.250 or the most experienced, but they're there first. 01:58.770 --> 02:03.410 So if a person who's more senior arrives later 02:03.910 --> 02:07.570 at the incident, they don't assume leadership, they don't take 02:08.070 --> 02:12.200 over situational command, which might be the expected course 02:12.700 --> 02:15.960 of events. Instead they operate in a support 02:16.460 --> 02:20.080 role. So there's a very big focus on followership as 02:20.580 --> 02:24.120 well, which is interesting. So the rationale being that 02:24.920 --> 02:28.000 that more senior person is unlikely to have the 02:28.500 --> 02:32.040 situational awareness of the first responder 02:32.840 --> 02:37.000 and you know, delaying treatment by swapping leadership 02:37.500 --> 02:41.470 roles or bringing someone else up to speed just because of seniority is 02:41.970 --> 02:45.310 unlikely to support the overall objective of caring for the 02:45.810 --> 02:48.750 patient as quickly and as efficiently and effectively as possible. 02:50.270 --> 02:54.430 So this thinking permeates all handoffs through the 02:55.390 --> 02:59.350 patient safety value chain until the 02:59.850 --> 03:02.950 patient is transported to safety. And usually that's a 03:03.450 --> 03:06.600 hospital or a home. So what this looks like 03:06.760 --> 03:10.320 is the first responder will then transfer the patient 03:10.820 --> 03:14.040 to the care of, for example, an air ambulance officer. 03:15.400 --> 03:19.080 Leadership is then also transferred to that next responsible 03:19.580 --> 03:22.600 officer. And again this person may not be the most senior. 03:22.840 --> 03:26.760 So they then assume the role of leader until 03:27.080 --> 03:29.800 they hand over to the next profession, if there is one. 03:31.170 --> 03:34.610 So now you may think your role is different because you're never going to be 03:35.110 --> 03:38.450 in a position to be managing life and death situations. But thinking like that 03:38.950 --> 03:42.570 isn't hugely helpful because if we didn't do something because it 03:43.070 --> 03:46.210 wasn't life or death, well, most of us would frankly never be doing anything. 03:47.170 --> 03:52.290 But the situation you may be in has 03:52.790 --> 03:56.450 some similarities. So your role may 03:56.950 --> 04:00.650 require you to manage people. People manage teams, manage stakeholders, 04:01.150 --> 04:04.890 manage clients or customers. And often to get to the right outcome 04:05.850 --> 04:10.490 relies on several departments and several people across different 04:10.990 --> 04:15.050 silos working together. And if we think about the air ambulance example, 04:15.550 --> 04:19.090 for example, this might look like assuming leadership and 04:19.590 --> 04:23.370 accountability as the first responder in a situation and then 04:23.870 --> 04:27.360 ensuring a full clean handoff to help deliver 04:27.860 --> 04:31.320 the ideal outcomes. It might be that the patient is safe, 04:31.820 --> 04:35.400 the customer's issue has been resolved, the organisation's outcome has 04:35.900 --> 04:39.040 been met. So think about that from a visible 04:39.600 --> 04:43.840 leadership perspective. We all have the opportunity to be that first responder. 04:45.520 --> 04:49.480 So how do we define visible leadership then? So visible leadership 04:49.980 --> 04:53.700 is the process by which you can be seen and heard by your people 04:55.140 --> 04:59.140 and across your organization. So when you adopt the traits 04:59.380 --> 05:02.660 of a visible leader, you know that your team members 05:04.900 --> 05:09.140 are going to trust you more and more, because if 05:09.640 --> 05:12.660 you're more present, you're going to get to know people much better. 05:13.460 --> 05:17.660 You'll know when and how it's best to intervene and how often and 05:18.160 --> 05:21.880 how much you need to get involved and so that you can sort 05:22.380 --> 05:26.440 of optimise the behaviours of your team and 05:26.840 --> 05:30.920 you know across the organization and how you might best deliver outcomes. 05:32.040 --> 05:35.400 So being more visible enables you 05:35.800 --> 05:39.480 to be more available and it enables you to demonstrate interest, 05:40.280 --> 05:43.720 empathy and connection by ensuring that you 05:44.220 --> 05:47.870 can more effectively communicate and deliver impact. 05:49.070 --> 05:50.910 Visible leadership is about you. 05:52.910 --> 05:56.110 So it's about you in relation to people in your teams, 05:56.510 --> 06:00.350 your colleagues, your leaders, your customers, etc. And it relies 06:00.850 --> 06:05.310 on you developing and undertaking a people centric approach to 06:05.810 --> 06:09.790 your day to day engagement. It also relies on your proximity 06:10.190 --> 06:12.190 to those you're seeking to influence, 06:13.230 --> 06:17.190 to align with or to lead. And this proximity may be literal 06:17.690 --> 06:20.910 or it may be figurative and, 06:21.070 --> 06:24.190 you know, it sort of aligns with how you work together, 06:24.750 --> 06:27.750 your work styles, thinking modes, 06:28.250 --> 06:31.630 aligned outcomes. For example, it's talking about how 06:32.130 --> 06:36.110 close you become with those that you're trying to influence. 06:36.910 --> 06:40.240 So in contrast, equal invisible leadership is 06:40.740 --> 06:43.880 recognising that you're unlikely to get much credit for the work 06:44.380 --> 06:46.760 you do, which can be tiresome and demoralising, 06:47.560 --> 06:50.720 and it may result in you missing out 06:51.220 --> 06:55.080 on opportunities, promotions or just feeling, you know, less acknowledged 06:55.580 --> 06:58.200 for your outcomes or recognised for your contributions. 06:59.880 --> 07:03.640 It's so easy to get stuck at your desk, 07:03.720 --> 07:07.640 at work, at home, doing the work. Especially if you're in 07:08.140 --> 07:11.480 an organization where meetings rule the day. And then you think, oh, I've had all 07:11.980 --> 07:14.680 my meetings now my work starts at the end of the day. 07:15.080 --> 07:17.400 So you might be spending your days working away, 07:18.040 --> 07:21.480 believing that the work will. The work in and of itself 07:21.980 --> 07:25.320 will speak for itself and will pay off. And that used to 07:25.820 --> 07:29.320 be me. As people got promoted around me and 07:29.820 --> 07:33.120 over me, as people seem to be having a much better time than I was 07:33.620 --> 07:37.490 at work and were provided with more opportunities for fun and for 07:37.990 --> 07:41.370 better work, all the while getting paid either the same or more 07:41.870 --> 07:45.210 than me, I realised there was something wrong and that something wrong was really with 07:45.710 --> 07:49.130 me and how I was working. You know, 07:49.630 --> 07:53.170 I'd be sending emails later in the day or at night, right, 07:53.670 --> 07:56.770 to disconnect laws now helpfully curb some of this behavior. 07:57.970 --> 08:01.450 And I'd only be having snippets of conversation with my 08:01.950 --> 08:05.210 team and my colleagues. And that really didn't serve anyone well. 08:05.710 --> 08:08.770 It didn't help me, it didn't help my team, it didn't help my colleagues, 08:09.270 --> 08:12.890 it didn't help my boss. Nothing was really working as it might have. 08:14.570 --> 08:18.050 So no one was seeing the outcomes of 08:18.550 --> 08:21.690 all the work. I was putting hours and hours because I was often tired, 08:22.190 --> 08:25.370 I was often harried, I had my head down, I was concentrating, I looked like 08:25.870 --> 08:29.540 I didn't want to engage and I didn't want to be disturbed. And I really 08:30.040 --> 08:33.860 was concentrating on the work over the people. I hate to think of all 08:34.360 --> 08:37.900 the opportunities, big and thin and little that I missed, and all 08:38.400 --> 08:42.260 of the great times that I could have had at work with more people. 08:42.740 --> 08:46.100 It wasn't all bad, but I know that there's lots of room for 08:46.260 --> 08:49.940 improvement. So, in fact, I'd fallen into 08:50.420 --> 08:54.020 some of the very recognizable traps of an invisible leader, 08:54.610 --> 08:57.170 exactly the opposite of what I've been aiming to be. 08:58.050 --> 09:01.810 So I slowly came to the realization that I needed to change 09:02.610 --> 09:06.130 my way of working to one that would enable 09:06.630 --> 09:11.090 me to show up for my team, for myself, my colleagues, my customers, my ideas 09:11.590 --> 09:14.530 and my future self. I needed to engage, 09:14.930 --> 09:19.010 to be engaged and become more involved in the life of 09:19.510 --> 09:23.000 my work, which. Which required it and me to work outside 09:23.500 --> 09:27.080 of my own head and my own desk. I could 09:27.580 --> 09:31.080 no longer sit there by myself thinking I was doing 09:31.580 --> 09:34.720 a great job, because being visible to your 09:35.220 --> 09:38.640 people has multiple benefits. You know, when you 09:39.140 --> 09:42.600 can start to see how people work, when you can have the opportunity to discuss 09:42.920 --> 09:46.450 and, you know, debate when. When you can spend more time 09:46.950 --> 09:50.490 working through a problem, when you can review options together, when you can 09:50.990 --> 09:53.490 gather feedback immediately and keep abreast of progress. 09:54.690 --> 09:58.210 All of those things that you can experience firsthand 09:58.770 --> 10:03.330 rather than interpreting through dialogue, through emails, 10:03.810 --> 10:06.770 through kind of having other people talk to you through reports, 10:06.930 --> 10:11.050 for example. All of those things benefit everyone. They benefit 10:11.550 --> 10:15.230 you as the leader, you as a person, they benefit 10:15.730 --> 10:20.110 your people, and they benefit anyone you're working with. As well as showing 10:20.910 --> 10:24.390 your people and people across the organization that they can depend on 10:24.890 --> 10:28.550 you as a leader, they can rely on you to contribute in 10:29.050 --> 10:32.670 an aligned way. So working this way is a powerful demonstration 10:33.070 --> 10:36.110 that you value others and you value their work. 10:36.590 --> 10:40.630 And guess what? Doing so helps build trust 10:41.130 --> 10:44.470 with these people right now and also into the future. 10:47.270 --> 10:51.350 So let's look at how you might think through. What does 10:51.850 --> 10:55.910 visible leadership look like on a day to day basis? So here's a model 10:56.870 --> 11:00.190 for visible leadership. It talks about seven elements 11:00.690 --> 11:03.990 of visible leadership. So the first is be visible, 11:05.510 --> 11:08.310 be transparent, be a role model, 11:09.350 --> 11:12.550 create connection and meaning, be decisive, 11:13.270 --> 11:16.070 set priorities and be a clear communicator. 11:19.590 --> 11:21.990 Each of these steps builds on the other. 11:22.950 --> 11:26.350 So increasing your visible leadership relies 11:26.850 --> 11:30.520 on a decision to be visible. It doesn't mean 11:31.020 --> 11:34.680 you have to change who you are, but what it does mean is optimizing 11:35.180 --> 11:38.800 who you are, letting the world see who you are by 11:39.300 --> 11:43.360 showing up and doing the work each day in your way, but also 11:43.600 --> 11:45.840 so others can see and learn from you. 11:47.520 --> 11:51.560 Being open and transparent. This refers to 11:52.060 --> 11:56.330 being open and transparent with your successes, but also your struggles and 11:56.830 --> 12:00.650 also in showcasing what's working and what's not and 12:01.150 --> 12:04.530 doing so authentically throughout the organization. So people love 12:05.030 --> 12:08.690 to help. Let them build a 12:09.190 --> 12:12.690 vision for where you're going and create the time and space for 12:13.190 --> 12:16.810 others to collaborate, to connect, to celebrate, 12:16.890 --> 12:19.050 and also at times to commiserate. 12:20.570 --> 12:23.510 Thinking about role modelling. So as a leader, 12:24.550 --> 12:27.030 as a boss in an area, you set the tone. 12:29.350 --> 12:32.830 If you're a leader, people will naturally 12:33.330 --> 12:37.630 want to follow because you're showing people what you 12:38.130 --> 12:41.870 think gets rewarded. Don't wish overwork or 12:42.370 --> 12:46.630 invisible leadership on anyone. If you're spending all of your time 12:47.350 --> 12:49.780 at your keyboard working alone, 12:50.340 --> 12:53.060 thinking you can solve all the problems and you can do all the work, 12:53.940 --> 12:57.700 you're not being a visible leader. You're telling your 12:58.200 --> 13:01.540 people that you don't value them, that this is the way to get 13:02.040 --> 13:05.220 ahead. And in fact it's not going to serve you in the long term. 13:06.980 --> 13:10.780 All these steps start and end with you. So being a 13:11.280 --> 13:15.280 role model is the Outcome of your decision to be more visible and 13:15.780 --> 13:19.920 to operate transparently. So creating connection and meaning for yourself 13:21.680 --> 13:25.240 and then for others, it really helps you engage and lead 13:25.740 --> 13:29.280 others and can influence priorities. And being able to share 13:29.780 --> 13:33.840 these priorities relies on your effective communication skills. 13:35.280 --> 13:38.840 So putting all these steps together, you can see that 13:39.340 --> 13:42.780 they're all intertwined and interlinked. And so if you're thinking 13:43.280 --> 13:46.700 about where do you start your visible leadership journey, it's within 13:47.200 --> 13:51.020 these attributes. So thinking about 13:51.520 --> 13:54.900 then this growth journey to being a visible leadership, 13:55.060 --> 13:58.660 you know, it really starts with you taking ownership and accountability 13:59.460 --> 14:03.060 for this journey. And it really relies on you 14:03.560 --> 14:06.740 understanding whether or not you want to be a visible or invisible leader. 14:07.240 --> 14:10.620 You might be quite comfortable sort of working alone, getting all the 14:11.120 --> 14:15.180 work done and focusing on that. If you are, great, well done. But if 14:15.680 --> 14:19.100 you're not, you know, let's think about how you can increase your 14:19.600 --> 14:22.980 visibility. So one way to do this is 14:23.140 --> 14:26.500 to really get a handle on what's happening now. How are you 14:27.000 --> 14:31.860 working? And I recommend doing an audit of where 14:32.360 --> 14:34.900 you place your energy and how you spend your time. 14:36.410 --> 14:40.210 So to do this, you need to watch 14:40.710 --> 14:43.970 and record how you're spending your time for a week 14:44.470 --> 14:47.010 or longer if you want to extend the exercise. If you don't think that the 14:47.510 --> 14:51.369 data from this week is typical, and then you want to record data 14:51.610 --> 14:55.090 so that you can draw insights. Where are you spending most of 14:55.590 --> 14:58.650 your time? What proportion of your time is spent in meetings? 14:59.050 --> 15:01.130 Are you currently working mostly alone? 15:02.520 --> 15:06.520 How much time are you spending with your key stakeholders, with your team, 15:07.020 --> 15:10.760 your peers, your boss, your customers, People in 15:11.000 --> 15:13.880 cross functional groups, people you haven't met yet? 15:14.520 --> 15:18.880 If you don't like the answers to the 15:19.380 --> 15:23.200 questions you're asking yourself and the insights 15:23.700 --> 15:26.640 you gauge are not where you want to be, it could be time for you 15:27.140 --> 15:30.420 to rethink how you might spend your time to better 15:30.920 --> 15:34.740 organize your day, to effectively position yourself 15:35.240 --> 15:37.660 much more effectively as a visible leadership. 15:38.780 --> 15:42.620 So ask yourself whether all your work needs to be done first. 15:43.100 --> 15:46.580 I mean, sometimes it doesn't. You kind of need to ask yourself what happens if 15:47.080 --> 15:49.980 you don't do it? And then if it does need to happen, 15:52.220 --> 15:55.460 do you need to do it? Are you the only person who can do this 15:55.960 --> 16:00.140 work? Is there someone who's more skilled or more able or actually 16:00.640 --> 16:05.620 just wants to do the work? Could you be enabling somebody else as 16:06.120 --> 16:09.820 a development opportunity? Could you know, could somebody else learn 16:10.320 --> 16:13.060 a lot from doing something that you typically do? 16:14.100 --> 16:17.620 Have you taken the time to prioritise your work so that 16:18.120 --> 16:22.080 you're working on the right things, not those things that you 16:22.580 --> 16:25.280 think, oh, I just need to get through these so I can get to that 16:25.780 --> 16:29.120 really big thing. Are you working on things that are going to generate value? 16:29.200 --> 16:33.080 Because that's what you need to be doing. Do you really have to attend all 16:33.580 --> 16:36.960 the meetings? Could a meeting be an email or a conversation? 16:37.520 --> 16:41.120 Could you shorten any of your meetings? You know, meetings are 16:41.620 --> 16:44.680 work. Sometimes people think, oh, you know, I've been in meetings all day, now my 16:45.180 --> 16:48.730 real work starts. If you're in meetings, it has to be seen 16:49.230 --> 16:51.970 as part of your work. And so it has to be something that you're really 16:52.470 --> 16:56.210 going to achieve, something from and is going to generate and contribute 16:56.710 --> 17:00.170 to you producing value. So taking a 17:00.670 --> 17:04.570 look then at your week and doing something about it is 17:05.070 --> 17:08.810 really hard work. You need to balance all of 17:09.310 --> 17:12.979 the competing demands that you have as a leader. And there's 17:13.479 --> 17:17.459 a key realization that this is a balancing act, but you 17:17.959 --> 17:20.859 need to think it through. You don't need to just blindly say yes to everything. 17:21.419 --> 17:25.219 Part of being a leader is having that discernment to 17:25.719 --> 17:26.779 be able to say yes and no. 17:29.499 --> 17:33.339 So you need to sort of think about the realization 17:33.419 --> 17:37.400 that getting work done means sometimes 17:37.900 --> 17:41.600 you're doing the work, but sometimes it's through others and also in service of others. 17:42.320 --> 17:44.960 And you know, you can't achieve this balance alone. 17:45.840 --> 17:49.680 You may need to learn some new behaviours to wean yourself off on how you've 17:50.180 --> 17:52.880 been working to enable you to become a more visible leader. 17:53.600 --> 17:56.800 So if this is you, then consider some of the following 17:57.300 --> 18:00.400 tactics that we're going to talk about. And in lesson two, 18:00.880 --> 18:04.120 you'll learn a few more techniques to enable you to cement your ways of working 18:04.620 --> 18:08.140 as a visible leader. But initially, some considerations are 18:08.540 --> 18:11.660 to replan your week, and you're doing this so that there's 18:12.160 --> 18:15.780 more time for the things that really matter. Ideally, you're looking to 18:16.280 --> 18:19.420 free up enough time to connect and engage with those. It's important 18:19.920 --> 18:24.020 to do so and to focus on your highest priority initiatives that 18:24.520 --> 18:28.620 are going to drive the most value. If you keep engagement as 18:29.120 --> 18:33.150 one of your top objectives, can you recast your week to better 18:33.650 --> 18:38.470 achieve this? Can you have a conversation or 18:38.970 --> 18:42.230 a phone call with someone rather than sending an email or an online 18:42.310 --> 18:46.110 message of some kind? Have you built in time with 18:46.610 --> 18:50.390 people just to relax, to converse, to build relationships? 18:51.190 --> 18:54.230 So some ways to think about doing that are, you know, 18:54.730 --> 18:58.010 instead of picking up a coffee on the way to work, which might be most 18:58.510 --> 19:02.010 convenient, could you have a coffee with someone at work or with 19:02.510 --> 19:05.690 you know, with even several people, because this might mean, 19:06.190 --> 19:08.090 you know, getting your fuel for the day, who doesn't need the coffee in the 19:08.590 --> 19:11.770 morning? But it also might mean building more 19:12.270 --> 19:15.850 engagement. The same goes for any breaks or lunch. 19:16.250 --> 19:19.490 Can these be shared with others rather 19:19.990 --> 19:21.610 than remaining at your desk or eating alone? 19:24.100 --> 19:27.740 Are you consistent with your one on ones? Do you have regularly 19:28.240 --> 19:31.540 scheduled one on ones for you, but also with you? 19:32.260 --> 19:36.180 Do you honour these opportunities to connect, for better engagement, 19:36.680 --> 19:40.900 for better alignment and for relationship building? Ask yourself how 19:41.400 --> 19:45.140 often do you cancel or rearrange these meetings, 19:46.100 --> 19:49.540 which are really important connection points, because you think there's something 19:50.040 --> 19:53.660 actually much more important and if you really think about it, there's not. 19:55.660 --> 19:58.940 Do you have a process of getting to know the people that you work with? 19:59.180 --> 20:02.780 You know, we quite often do this pretty well when somebody starts in 20:03.280 --> 20:06.500 an organisation or in a new role. But what about during 20:07.000 --> 20:10.380 the week, during the every day, during the year? What are some of the 20:10.880 --> 20:14.300 rituals and some conversational cues you might build in to ensure 20:14.800 --> 20:18.070 that you're keeping up with others lives? Not just a cursor, 20:18.630 --> 20:22.390 how was your weekend? But real 20:22.890 --> 20:26.270 opportunities to build on the conversations that you're having with people. Because what 20:26.770 --> 20:30.630 you're looking for are ways to connect, to enable an environment for discussion, 20:30.710 --> 20:33.270 for healthy debate, for shared accountability. 20:33.670 --> 20:37.590 You're looking for time to ask and answer questions and 20:37.670 --> 20:41.350 opportunities to enable more people other than 20:41.850 --> 20:45.670 yourself to get involved in the day to day. And doing so 20:46.170 --> 20:49.510 enables you to build better relationships which result in trust and support. 20:50.070 --> 20:53.470 And all these actions together help you build your 20:53.970 --> 20:57.270 visibility muscles. So part of being a visible 20:57.770 --> 21:00.550 leader is creating clarity and vision for others. 21:01.510 --> 21:04.910 Being able to set a direction with understanding and then 21:05.410 --> 21:09.000 working in alignment with your organization's purpose is 21:09.500 --> 21:12.880 a key attribute of a visible leadership. It's really 21:13.380 --> 21:16.560 one of the key roles for you as a leader in 21:17.060 --> 21:20.840 being able to be a conduit between the organisation's overall strategy 21:21.340 --> 21:25.320 and purpose and how each individual and team contributes 21:25.820 --> 21:28.040 to delivering on the organisation's goals. 21:28.920 --> 21:32.960 So ultimately, your objective is to create an environment and 21:33.460 --> 21:37.430 a daily practice whereby your team and wider stakeholders can field 21:37.930 --> 21:43.950 a shared connection of working towards shared objectives and 21:44.450 --> 21:48.110 to achieve the objectives of enabling your team members to 21:48.610 --> 21:52.789 understand how they contribute, how they're effective and how 21:53.289 --> 21:57.190 their work is essential. I use a phrase which 21:57.690 --> 22:01.030 is really a mantra for me, which is I want to help people come to 22:01.530 --> 22:05.110 work with a sense of purpose and, and leave with a sense of accomplishment. 22:05.750 --> 22:09.830 So the onus is on me to set up the vision where 22:10.330 --> 22:13.910 people can understand what their purpose is and then 22:15.190 --> 22:18.870 understand how they're contributing. So they leave each day with a sense of accomplishment, 22:19.370 --> 22:23.310 knowing that they've added value to our achievement of the strategy which is 22:23.810 --> 22:27.830 aligned to the organization's goals. So in 22:28.330 --> 22:31.700 the homework there's some key questions 22:32.200 --> 22:35.380 about how you can assess how aligned you are 22:35.880 --> 22:37.420 with your organisation strategy. 22:39.660 --> 22:43.260 Some questions to ask yourself are, do you know how your organisation 22:43.500 --> 22:46.860 delivers? Do you know how your organization makes money? Do you know 22:47.360 --> 22:51.180 your key customers? Do you know what the 22:51.340 --> 22:54.820 organization's biggest challenges are now and into the 22:55.320 --> 22:58.160 future? Do you have a vision for what the future is going to look like? 22:59.520 --> 23:02.840 So what you're wanting to do is then connect with how you can 23:03.340 --> 23:07.160 deliver on this plan. You're wanting to look at how 23:07.660 --> 23:11.840 you might co design a strategic approach with people in your team to 23:12.340 --> 23:15.880 understand how you and they and we might best respond to the 23:16.380 --> 23:20.080 organization strategy. You're looking at designing 23:20.580 --> 23:24.510 delivery plans to enable know each of the key stakeholders 23:24.910 --> 23:27.790 to understand how they might contribute on a daily basis. 23:28.510 --> 23:31.950 You're wanting to build an aligned team cadence 23:32.450 --> 23:36.470 to ensure alignment with the organization's strategy and create 23:36.970 --> 23:40.750 a measurement approach that focuses on delivery of these aligned initiatives. 23:43.230 --> 23:47.350 So, and then you know, throughout all of these, you're also wanting to open 23:47.850 --> 23:51.000 up as a visible leader and showcase how you've achieved 23:51.500 --> 23:54.600 some of these ways of working that you're looking for others to embody. 23:55.800 --> 23:59.320 So good luck. That brings us to the end of lesson 23:59.820 --> 24:03.440 one. So by now I hope you have a better idea of what visible 24:03.940 --> 24:07.480 leadership is, what constitutes an invisible versus a 24:07.980 --> 24:11.080 visible leader, and some of the benefits of being visible. 24:12.760 --> 24:16.500 Then you learned a way to audit your week to better 24:17.000 --> 24:20.460 understand your own visibility and the importance of 24:20.960 --> 24:24.740 connecting your work to the organization's goals to 24:25.240 --> 24:28.620 enhance your visibility and value. It's a lot. 24:28.780 --> 24:32.460 Take some time to think it over and think about how you might 24:32.940 --> 24:36.700 change your day so that you can bring 24:37.200 --> 24:40.580 in some of these attributes to help you in your journey to visible 24:41.080 --> 24:42.780 leadership. Thank you.