(Day 12) 25th March - Group Session // Leadership

At 11am, the group met with the experts whom we are creating the CPD for, Dr Mersha Aftab and Nick Irvin. As I was at work, I unfortunately missed this so we arrange a catch up at 5pm. We prepped the questions on the 22 March (evident on the group reflective log on the content page), therefore I felt confident about any concerns and topics that were being discussed.  This was an informal discussion to know what the experts wanted, needed and hoped for. 

1. Design Management
1. What gaps do you think exist for Design Management CPD & Short Courses?
2. Do you have any skills or expertise that you would like to share?
2. Costing of the courses
1. Would you be teaching or guest lectures / speakers
2. External contacts
3. Room Hire / Staffing
4. Duration of courses and availability?
3. CPD’s / Short Courses
1. Criteria for attending the courses? Previous experience?
2. Would they be accredited?
4. Pathways
1. Would CPD’s be transferrable towards a top up BA/MA
2. Taster courses (1-3 hours online)
3. Follow up / progression to CPD & Short Courses
4. Follow up / progression to BA Top Up / MA
5. Competitors on what basis?
1. Location
2. Online  - Northumbria MA Design Management Online

This helped ensure we covered essential topics and concerns for progression into research and CPD creation. 

The meet was extremely productive and recorded so I could catch up on the conversation. The group then put the notes on Moodle, categorising the responses. The light blue circle are the responses by the experts. The experts provided a wealth of resources and research to help direct us and understand their ideas around design management CPD. 

Although it is unfortunate the chat, with a collaborative effort I do not feel behind or disadvantaged by this. In the group session catch up we were joined by a critical friend, a marketing specialist who will be working alongside long all groups offering knowledge and support. Hannah relayed the information perfectly, summarise key points of the meet clearly and concisely. I felt well-informed with a clear understanding, my trust for Hannah grew; she also welcomed Anahita throughout to add any comments. We then started to discuss the responses and next the group worked well in communicating any ideas and thoughts. Ed (the critical friend) offered a different viewpoint and highlighted opportunities. Whilst all members contributed, it was clear Hannah and I were more comfortable and confident to lead. When there was a question or action needed it was one of us who led the way or offered first. For example, when dividing the the research nobody essentially offered or spoke up so it felt like we have to give / tell them a topic which isn't necessarily a bad thing. This is about leadership, not being a boss. 

When the meeting was coming to an end, Hannah mentioned the group self-reflection log. Initially I was just going to offer to do it, as it's easier. Instead, Hannah prompted Tanisha too, saying she thinks it's her turn. This is where Hannah is a good leader, rather than just do it, she encouraged participation. 

This video showcases EQ leadership styles following Daniel Goleman's model. The six styles are represented by movies scenes. When watching I identified myself as Visionary, Affiliative and Coaching. I then felt like I resonated with Pacesetting / Commanding for their similar traits of getting on with it, getting it done and taking charge if I need to. From past experiences, I know I feel at ease when the team work collaboratively to a halfway point or a day to catch up. I asked my friend, Louisa, who knows me well personally and often calls me her 'life coach' as I support and motivate her a lot. I asked her to watch the video and say what ones she sees me as. She said: Affiliative, Pacesetting, Coaching and Commanding. I then asked Hannah, who is getting to know me and I see as another leader. "I'd say coaching and visionary - I think you will coach someone and tease the answer out of them by giving pointers. But strategy is your thing and to envision that and go forward you have to be visionary". This was extremely insightful to me, as maybe I didn't know if I had started to show that style of leadership yet, which could mean this comes naturally to me.

The image above was a summary timeline of leadership through the decades by Mersha Aftab (2020). As leadership moves away from control, dictatorship and power, it develops into theoretical models and principles for effective leadership styles. Just become someone is at the top or boss, does not mean they are leading. The understanding of leadership shows how a good leader leads to good performance, thinking about what you say and when and how you say it has an impact on all.

Rebecca Shambaugh (2017) says leaders need an executive voice, this voice is "less about performance; it relates more to your strategic instincts, understanding of context, and awareness of the signals you send in your daily interactions and communications". One key factor to this voice is being strategic leader. Shambaugh, R (2017) uses strategic to help accentuate executives voices which can help leadership development. 

Understand the context. Know your role in advance therefore you can tailor to the position, being beneficial. In learning mode, observe and listen.

Be a visionary. Looking past personal factors, seeing the bigger picture. This involves the "ability to articulate aspirations for the future and a rationale for transformation". 

Cultivate strategic relationships. With business goals in mind, invest into broad relationships. This can be practiced by speaking to other people within the environment and learn how they fit as a whole, their goals and challenges and ways to support as a business relationship.

Bring solutions, not just problems. Don't JUST point out challenges, lead strategically into problem solving. 

Stay calm in the pressure cooker. Remain composed, stick with facts and less emotional as leadership will be easier. (This relates to EQ as it translates externally). 

I plan to look into more leadership research, relating it to my own personal strengths and weaknesses, as I hope to continue to grow into a strategic leader. 

References

Shambaugh, R (2017) To Sound Like a Leader, Think About What You Say, and How and When You Say It. Available at: https://hbr.org/2017/10/to-sound-like-a-leader-think-about-what-you-say-and-how-and-when-you-say-it?registration=success [Accessed March 2021]