WEBVTT 00:02.400 --> 00:06.320 Hello and welcome to lesson two of the Visible Leadership 00:06.820 --> 00:10.680 course. So in lesson one, you learned 00:11.180 --> 00:15.200 about the concept of visible leadership and began the process of understanding your 00:15.700 --> 00:19.680 own visibility and the need to connect your value generation 00:19.840 --> 00:23.400 and the path to visibility with your organization's 00:23.900 --> 00:27.910 goals. In lesson two, you'll learn more about 00:28.390 --> 00:31.630 how you can develop your visible leadership day to 00:32.130 --> 00:34.950 day through a four box visible leadership model. 00:35.830 --> 00:39.550 You'll also reflect on the importance of visible leadership in 00:40.050 --> 00:43.790 relation to performance management and you'll learn a 00:44.290 --> 00:47.990 reflection technique. Okay, so let's 00:48.490 --> 00:51.790 get into it. So in this 00:52.290 --> 00:55.610 lesson you're going to understand some more ways for 00:56.110 --> 00:59.530 you to showcase how to be a visible leader. Some of 01:00.030 --> 01:03.490 these are seemingly simple, such as the way you think and 01:03.990 --> 01:07.370 act on a daily basis, some in how you lead your 01:07.870 --> 01:11.890 team, some others are about engagement with 01:12.390 --> 01:16.850 your stakeholders, and some rely on creating artifacts to help 01:17.350 --> 01:19.610 embed your visible leadership capabilities. 01:22.690 --> 01:26.170 In lesson one, you learned about trust as an outcome of 01:26.670 --> 01:30.530 visible leadership. An extension of 01:31.030 --> 01:35.090 building trust with your teams, your leader and stakeholders 01:35.570 --> 01:38.530 is following through on any promises you make. 01:39.810 --> 01:43.410 Doing so enables you to demonstrate and make visible 01:43.970 --> 01:47.120 your ability to commit. Follow through. 01:48.880 --> 01:53.120 Being able to do so reinforces trust between you 01:53.200 --> 01:55.680 and any recipients of your commitments. 01:59.760 --> 02:03.480 An important step on your journey to building more visibility as a 02:03.980 --> 02:07.720 leader is understanding where you are now and where you want to 02:08.220 --> 02:10.960 be to enhance your leadership abilities. 02:14.010 --> 02:16.010 Do you take a while to make decisions? 02:18.010 --> 02:21.210 Are you wanting as much information as possible and wanting 02:21.710 --> 02:25.290 to put that information in sequence? If so, 02:25.790 --> 02:29.730 you may be a deliberator. So you can see here that 02:30.230 --> 02:32.730 we have a four box model for leadership. 02:33.930 --> 02:37.610 If you're a deliberator, this means that when 02:38.110 --> 02:40.290 you do make a decision or share some information, 02:41.010 --> 02:45.210 people are likely to trust you because of your value in 02:45.710 --> 02:51.490 piecing things together. But because that comes with 02:51.990 --> 02:55.410 consideration, you may miss some opportunities because you're 02:55.910 --> 02:58.930 not necessarily working at pace. On the other hand, 02:59.970 --> 03:03.970 you might be someone who works fast. You turn things around quickly. 03:04.560 --> 03:08.240 You accept all requests that come in. Maybe you love being busy, 03:09.120 --> 03:11.520 but what about your team and your stakeholders? 03:12.480 --> 03:16.160 Are they on the same page? Do they know what 03:16.240 --> 03:19.880 and when they need to be ready with more information or to 03:20.380 --> 03:24.800 receive the output of your work? Is anyone following or 03:25.300 --> 03:28.520 are you too far out in front? Does anyone 03:29.020 --> 03:32.970 else know and share your direction? You're often too busy to plan. 03:34.250 --> 03:37.570 And in not planning what you actually need and where 03:38.070 --> 03:42.010 you're actually going, the result might be 03:42.250 --> 03:46.050 that you're way out in front and you turn around and no 03:46.550 --> 03:49.290 one else can help you because they just don't know where you're going. 03:50.650 --> 03:54.570 So if you plan and you're actually moving 03:55.070 --> 03:58.420 more slowly, you give people the chance to catch 03:58.920 --> 04:02.180 up. When you don't plan and you move in really quickly, you may have to 04:02.680 --> 04:05.900 repeat steps because you miss things. You may not have the next step 04:06.400 --> 04:09.700 lined up or you may not be clear on how others can 04:10.200 --> 04:13.700 help. You're too busy kind of doing to be able to step up and 04:14.200 --> 04:17.780 back and think about what's next and whether or not you're still 04:18.280 --> 04:20.820 the right person to be doing something or how you can actually, 04:22.690 --> 04:25.970 you know, use the skills and expertise of others. 04:28.130 --> 04:31.810 So if you're working in this way, it's actually pretty short term in terms of 04:32.310 --> 04:34.530 a way of working and also a process of thinking. 04:36.370 --> 04:39.930 On one hand, you may become known for turning things around quickly, 04:40.430 --> 04:43.810 that's great, but it actually also puts a lot of pressure on you. It's exhausting 04:44.130 --> 04:47.930 and it sets you up for working in silos and being siloed 04:48.430 --> 04:52.120 because no one else can keep up. It also doesn't showcase 04:52.620 --> 04:56.440 you as a visible leader who's then setting a sustainable pace. 04:57.080 --> 05:00.680 It's really not ideal in terms of a long term approach 05:00.920 --> 05:04.320 to work and leadership. Obviously there's always times when 05:04.820 --> 05:07.280 you need to turn things around and you need to need to go fast and 05:07.780 --> 05:12.760 that will be rewarded. But if you're looking at creating that sustaining pace 05:13.000 --> 05:17.110 and ability to continue, then maybe 05:17.610 --> 05:21.270 you need to think about a different way. And one 05:21.770 --> 05:25.110 of those different ways might be thinking 05:25.610 --> 05:29.190 about planning, doing a bit more planning. So if you're someone who likes to 05:29.690 --> 05:33.870 create a vision and then work out how to get there, then you're 05:34.370 --> 05:37.870 probably doing a lot of planning. So ideally you're setting a direction 05:38.370 --> 05:41.670 that's aligned to the organization strategy and you're taking account of who can 05:42.170 --> 05:45.960 help, who can help you achieve that plan and how 05:46.460 --> 05:50.160 they can do so. So working as a planner enables you 05:50.660 --> 05:54.640 to showcase your ability to conceptualise a problem or an 05:55.140 --> 05:57.160 opportunity and then work through how to deliver it. 05:58.360 --> 06:01.520 Demonstrating the path to delivery is important to 06:02.020 --> 06:05.560 you. So the greater opportunity is being able to demonstrate how you 06:06.060 --> 06:09.250 plan and how your plan has contributed to 06:09.750 --> 06:11.490 achieving the desired outcome. 06:17.410 --> 06:20.770 On the other hand, are you a it's who you know camp? 06:21.090 --> 06:25.089 Are you in the on the 06:25.589 --> 06:28.770 other hand, are you in the it's who you know camp, 06:29.570 --> 06:32.930 understanding that you can go better and faster together? 06:35.180 --> 06:38.380 Are you a networker extraordinaire? Are you 06:38.880 --> 06:42.100 the person with the contacts, the person who 06:42.600 --> 06:45.620 can bring in others to help who knows where the good people and the Good 06:46.120 --> 06:49.340 opportunities are. Your challenge, if this is you, 06:49.660 --> 06:53.180 is to balance your ability to engage people, 06:53.740 --> 06:56.380 to connect with them, but also to get the work done. 06:57.500 --> 07:01.970 So you don't necessarily want to be known as someone who's 07:02.050 --> 07:05.890 always working in the background to enable things to happen behind 07:06.390 --> 07:09.490 the scenes through connecting others. If you can't, then, 07:10.610 --> 07:14.850 you know, showcase what your contribution to a deliverable 07:15.350 --> 07:19.090 might have been. You need to have your actions attributed 07:19.410 --> 07:22.690 to you and the particular work that you've done. 07:23.570 --> 07:26.690 So, as well as being a great connector and an architecture, 07:26.980 --> 07:30.700 architect and enabler of change, a stakeholder 07:31.200 --> 07:34.660 management plan is a useful tool to help you better manage 07:34.740 --> 07:37.940 relationships, better manage engagement and 07:38.420 --> 07:42.380 think through the expected outcomes. So you might want to consider developing 07:42.880 --> 07:46.260 a stakeholder management plan to embed enhance your visible 07:46.660 --> 07:50.420 leadership approach. In essence 07:50.980 --> 07:54.340 taking attributes from each of these aspects of visibility. 07:54.760 --> 07:58.160 Visible leadership is really the most productive and the most effective 07:58.660 --> 08:01.960 way of operating. Different circumstances will require, 08:02.460 --> 08:05.680 require different skill sets. And your job as 08:06.180 --> 08:09.360 a leader is to understand your defaults so you know, 08:09.860 --> 08:12.760 what do you do and how do you operate when you're kind of in it, 08:13.400 --> 08:17.400 and then work out either how to leverage, learn or borrow skills from 08:17.900 --> 08:21.280 others to better deliver on your objectives for the longer 08:21.780 --> 08:25.210 term. So in lesson one, 08:26.330 --> 08:29.130 you learned about the importance of role modelling. 08:30.010 --> 08:33.650 As a leader, you have a responsibility to role model, and that's to 08:34.150 --> 08:37.410 role model the behaviours that your organisation and to a 08:37.910 --> 08:40.890 lesser extent or a greater extent, depending on your perspective, 08:41.130 --> 08:43.930 deems important. As a leader, 08:44.090 --> 08:47.370 you're often responsible for cascading organisational information 08:47.450 --> 08:50.700 to your teams. Doing so provides a 08:51.200 --> 08:54.620 great opportunity to be transparent, to give people all the 08:55.120 --> 08:58.980 information that you can and help people connect the message that's being delivered 08:59.480 --> 09:02.900 with their day to day, so then they can work out for themselves 09:03.700 --> 09:05.860 the impacts and implications. 09:07.380 --> 09:11.300 Making sure that you're a consistent, considered mouthpiece 09:11.540 --> 09:15.510 for what's happening in an organisation builds trust and 09:16.010 --> 09:19.470 also mitigates speculation. So sharing openly 09:19.630 --> 09:22.830 in a simple way to alleviate distrust and anxiety, 09:23.310 --> 09:26.590 especially in times of change, is a way to be 09:27.090 --> 09:30.070 a visible leader. And, you know, 09:30.570 --> 09:33.950 sharing in this way really demonstrates how you value your teams. 09:35.310 --> 09:38.830 You are demonstrating how you understand the need 09:38.990 --> 09:42.390 of others for information and you're also 09:42.890 --> 09:45.550 demonstrating that you can trust your teams with any information you share. 09:46.510 --> 09:48.830 People are often interested in the source of information, 09:50.110 --> 09:53.790 they're interested in how decisions were made and who made them. 09:54.190 --> 09:57.470 So the more that you can share about the information process, 09:58.190 --> 10:01.990 the better it's going to be. So you 10:02.490 --> 10:05.710 know, where possible, try to involve others in decision making. 10:06.210 --> 10:09.580 If You've got the opportunity to participate in some of the decisions. 10:09.900 --> 10:14.220 So you can use co design and you can use other ways of creating 10:14.720 --> 10:18.260 engagement because you know, if someone's 10:18.760 --> 10:21.820 part of a solution, it's way more impactful than just being told, 10:22.700 --> 10:24.540 told something and told what to do. 10:27.100 --> 10:29.940 You know, in circumstances where you are though, 10:30.440 --> 10:34.060 told what to do, being able to understand the rationale 10:34.520 --> 10:37.960 for any decision is always better. It's always a better way to 10:38.460 --> 10:41.720 influence an outcome rather than just told you need to do something. 10:42.760 --> 10:45.960 So if you know why and how a decision is made, 10:46.360 --> 10:50.200 it helps people to make you know, to accept a decision. 10:51.160 --> 10:54.600 And even better if you can 10:55.100 --> 10:58.920 see yourself as part of the decision making process. 10:59.080 --> 11:02.380 If you or someone like you was involved in the decision, 11:03.420 --> 11:07.060 if others needs have been taken into account, especially if 11:07.560 --> 11:11.300 it's difficult or impactful news to be shared, then all 11:11.800 --> 11:15.260 of these elements add to the credibility of you 11:15.760 --> 11:18.700 as the, as the mouthpiece and also of the information you're sharing. 11:20.460 --> 11:23.700 You know, your team members and colleagues are 11:24.200 --> 11:27.180 also exhibiting their own commitment to visible leadership. 11:27.680 --> 11:28.980 In, in cases like this, 11:31.380 --> 11:35.060 your team's behaviour is highly likely to be influenced 11:35.560 --> 11:38.940 by you. And you know, if you can show up and 11:39.440 --> 11:43.140 exhibit the kinds of behaviours that you're, that you're interested 11:43.640 --> 11:47.100 in cultivating, people will follow along with you. And that can be as simple things 11:47.600 --> 11:51.060 like, you know, contributing in a meeting, being visible on screen, 11:51.780 --> 11:55.530 offering to resolve a team issue, being accountable for 11:56.030 --> 11:59.890 completion of your own work. All of these things add up so 12:00.390 --> 12:03.490 people will reflect back to you the trust that you place in them. 12:05.970 --> 12:09.370 Sharing information openly and effectively is 12:09.870 --> 12:12.450 a key way to demonstrate your visible leadership day to day. 12:13.730 --> 12:17.410 If information isn't delivered fully and openly, 12:17.970 --> 12:21.470 people make up their own minds, they fill in the blanks which 12:21.710 --> 12:24.510 may result in worry, speculation, 12:24.750 --> 12:27.910 time wasting, gossiping. And you know there's going to be 12:28.410 --> 12:32.110 an impact on positivity and productivity which 12:32.610 --> 12:36.190 is going down, not up. And you really want to create an environment where 12:36.829 --> 12:40.310 even if it's, if it's difficult news, you can share it openly. You've got the 12:40.810 --> 12:43.910 trust of your team and you know you 12:44.410 --> 12:48.320 can share as much as possible so that they're in the picture rather than being 12:48.820 --> 12:52.720 told the outcome. So another 12:53.220 --> 12:57.160 way to demonstrate visible leadership is by being across the work of your team 12:57.640 --> 13:01.360 and other teams or departments and you know, what, what are 13:01.860 --> 13:05.520 they doing and how are they contributing? So in circumstances 13:06.020 --> 13:09.320 where demand is high, where there are blockers or issues and work 13:09.820 --> 13:13.280 may not be flowing as it might, or you're not really delivering the High 13:13.780 --> 13:17.740 value outcomes. Each of these situations present opportunities 13:18.240 --> 13:21.620 to potentially streamline work or to have a look at where those 13:22.120 --> 13:25.300 blockers, etc. Are and step up 13:25.800 --> 13:29.660 as a visible leader. Helping people get clarity on workflow 13:30.160 --> 13:33.220 and value creation can help in many, many ways. 13:34.820 --> 13:36.820 So setting up governing structures, 13:37.700 --> 13:40.020 agreeing how works for you and for others, 13:40.740 --> 13:44.500 and quickly and effectively working with others on continuous 13:45.000 --> 13:50.340 improvement initiatives can all help bring visibility to 13:50.840 --> 13:54.380 where you've improved and where as an organization 13:54.880 --> 13:58.100 you can improve. You might look at using things 13:58.600 --> 14:01.860 like Lean and agile techniques to better manage 14:02.360 --> 14:06.260 workflow, from ideation to delivery to sales 14:06.760 --> 14:11.050 and launch. You might set up a cadence for shared 14:11.550 --> 14:14.290 decision making. So that might be around prioritisation, 14:15.970 --> 14:19.650 around sort of shared decisions for progress. It might be 14:20.130 --> 14:23.890 steering committees, it could be all kinds of things where together 14:24.290 --> 14:27.810 a group of people comes together and looks at the work and looks 14:28.310 --> 14:31.930 at how work works. You know what you're looking for then is an 14:32.430 --> 14:35.840 agreed prioritised plan. And you know, each of these 14:36.340 --> 14:40.320 activities help build you and build your credibility as a visible leader 14:40.560 --> 14:44.560 who's willing to get in and do the work to help agree 14:45.060 --> 14:48.800 your shared objectives. So there are many examples 14:49.300 --> 14:52.800 of how you can show leadership on a day to day basis when working 14:52.880 --> 14:56.040 on projects or programs. Taking the time to 14:56.540 --> 15:00.280 ensure alignment on a problem, on ways of working on governance 15:00.780 --> 15:03.360 approaches, on being clear about roles and responsibilities, 15:06.250 --> 15:09.610 on metrics, on success measures, etc. 15:10.170 --> 15:13.770 All of these separate activities demonstrate you as a good 15:14.270 --> 15:17.490 corporate citizen. So if 15:17.990 --> 15:21.930 we have a look now on the screen you can see a model for visible 15:22.430 --> 15:26.130 leadership. So outlined here is a depiction of how work breaks 15:26.630 --> 15:30.330 down from the organisational strategy to day to day focus 15:31.130 --> 15:35.050 for individual team members. So being aware of 15:35.130 --> 15:38.650 how the work of you and your team contributes to the organization goals 15:39.150 --> 15:42.490 is critical as we've talked about. So as you can see from this model, 15:43.050 --> 15:46.530 workflows from the customer and 15:47.030 --> 15:51.050 organization strategy through the value stream 15:51.210 --> 15:55.370 to the individual having visibility of how that workflows and 15:56.010 --> 15:59.850 your role in this workflow can alleviate any confusion. 16:00.490 --> 16:02.970 If you don't currently have this visibility, 16:03.690 --> 16:07.130 find the teams and the people within your organization 16:07.370 --> 16:10.570 who can help you map where your work fits. 16:13.530 --> 16:17.410 You can create your own version of this kind of model and 16:17.910 --> 16:21.450 you can augment that with developing processes to streamline either 16:21.950 --> 16:25.760 handovers between you and your team and others, or the 16:26.260 --> 16:30.240 process by which you accept work. Have you 16:30.740 --> 16:34.360 specified all the requirements so you can easily be understood by 16:34.860 --> 16:38.200 others and alleviate the need to go back and forth to 16:38.700 --> 16:42.160 confirm what's needed? Doing so will again show your expertise and 16:42.660 --> 16:43.520 that you respect others time. 16:45.520 --> 16:49.360 So here we'll leave. Lesson 2 I encourage 16:49.860 --> 16:52.960 you to think through how you can build visible leadership into your 16:53.460 --> 16:57.120 day to day with tactics similar to those I've outlined 16:57.620 --> 16:59.840 in this lesson. So good luck, 17:01.280 --> 17:04.480 happy visible leadership days 17:05.120 --> 17:08.560 and I look forward to seeing you more visible soon.