Module I Regulatory Leadership Executive Leadership Program Module

Module I – Regulatory Leadership Executive Leadership Program

Module Introduction

Learning Objectives § Upon completion of the session, you will be able to: § Share two ‘situational leadership styles’ you have used § Define the leadership style appropriate for specified situations § Reflect on regulatory leadership in today’s world § Identify factors that challenge leadership generally

Learning Objectives § Upon completion of this session you will be able to: § Reflect on how types of intelligence impact your own performance and ability to lead § Consider the challenges to (good) regulatory leadership and how you deal with these § Identify skills for dealing with conflicts and sustaining good inter/personal relationships

Learning Objectives § Upon completion of the session, you will be able to: § Recognize the link between leadership and culture § List the top characteristics of regulatory leadership § Link “vision” to the possibilities of change § Explain the difference between leadership and regulatory leadership

Learning Objectives § Upon completion of the session, you will be able to: § Understand the difference between “power” and “authority” § Recognize what appropriate use of power +/or authority means for a regulatory leader § Identify the characteristics needed to be a ‘right touch regulatory leader’

Learning Objectives § Upon completion of the session, you will be able to: § Describe a personal experience when a problematic leadership practice by another influenced your ability to perform § Identify your own strengths, and areas needing development regarding leadership traits

Module Map Regulatory Leadership Defined The Leadership/Emotional Intelligence Connection Characteristics of Regulatory Leadership Styles and Types of Leadership Challenges to (Good)Regulatory Leadership Problematic Leadership Practices

Leadership Defined

Leadership Defined § Knowing where to go and what needs to happen to get there § Being able- to influence people or groups toward one or more goals § Marshaling necessary resources § Inspiring others § Demonstrating integrity

Leadership and Emotional Intelligence

Intelligence Defined § Wechsler § Formed basis of defining and measuring intelligence § Traditional IQ test was the Stanford Binet test § Other intelligence types

Types and Relationships of Intelligence § Intelligence Quotient (IQ) § Tacit Knowledge (TK) § Emotional Intelligence (EI)

Emotional Intelligence “… a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions" (Mayer & Salovey, 1980)

Emotional Intelligence Domains and Associated Competencies

Social Awareness and Relationships § How we manage relationships § Building and sustaining ‘necessary’ relationships § Dealing with conflicts § Resolving issues

Social Awareness § Empathy § Organizational and Environmental Awareness § Political Climate § Ability to Anticipate and to React

Relationship Management § Inspiration § Leveraging diversity § Political awareness § Influence § Conflict management* § Communication § Leadership § Change catalyst § Building bonds § Teamwork and collaboration

Self Management § Self-Control § Transparency § Adaptability § Innovation § Achievement Drive § Initiative § Optimism

Self Awareness § Emotional awareness (ongoing reflection) § Accurate self-assessment (honesty) § Self-confidence (not arrogance) § *Is what you think aligned with others’ thinking?

Discussion Topic § Why do intelligent people fail?

Impact on Performance § Evidence is that EI is key in creating a positive working environment and improving business performance. § Star Performers exhibit excellence in six or more competencies with at least one from each cluster. § Effective Leaders demonstrate EQ and IQ traits. § IQ is not in itself a reliable predictor of success.

Top Competencies § Achievement Orientation § Developing Others § Adaptability § Influence § Self Confidence § Inspirational Leadership § Good Communicator

Why Executive Leaders Derail § The Centre for Creative Leadership’s three primary causes of derailment: § Difficulty handling change § Not working well in a team § Poor interpersonal relationships.

Roadblocks to Emotional Intelligence § Fear and Worry § Avoidance (pain, conflict) § Low(er) Self- Esteem § Unrealistic Expectations § Tendency to Blame Others

Emotional Competencies § EI alone is not a strong predictor of job performance. § EI is the bedrock for these competencies which are directly linked to performance. § Emotional Competence refers to the personal and social skills that lead to superior performance.

Emotional Intelligence Self-Assessment § Materials needed: § Results from online self-scored emotional intelligence test completed prior to attending this course. § Discussion topics § Individual results § Questions regarding the assessment § Surprises you discovered about yourself? § Things you already knew?

Goleman’s Stages of Successful, Sustainable Change My Ideal Self Who I Am Now My Learning Agenda Experimentation Developing Relationships § My ideal self – Who do I want to be? § Who I am now § Who am I? § What are my strengths and areas for improvement? § My learning agenda § How can I build on my strengths while reducing my gaps?

Goleman’s Stages of Successful, Sustainable Change My Ideal Self Who I Am Now My Learning Agenda Experimentation Developing Relationships § Experimentation § Practicing new behaviors, thoughts, and feelings to the point of mastery § Developing supportive and trusting relationships § Act as mentors, trusted advisors to make change possible

Characteristics of Regulatory Leadership

Characteristics of Regulatory Leadership Is there a difference between a leader and a regulatory leader?

Discussion Topic § Think about a recent experience with someone you consider a leader § What did you admire most about this person? § How did they make you feel about yourself? § What techniques or actions did they use to get you to perform?

Discussion Topic § What are some characteristics of good regulatory leaders?

Characteristics of Regulatory Leadership Managers get things done right; leaders do the right thing! -Author Unknown

What Challenges Us as Regulatory Leaders? § Inter-generational Issues § Increased scrutiny § Public confidence and trust § Issues with other regulators § Technology § Cyber security § Changing roles – how is today’s regulator different?

Styles and Types of Leadership

Situational Leadership Styles § Directive § Coach § Supportive § Delegating § The ideal leader moves between these four styles depending on the situation

Leadership Styles and Traits § Autocratic § Laissez-faire § Democratic § Participative § Visionary § Diplomatic § Pacesetter § Commanding § Planner and thinker § Motivator § Communicator and teacher

Discussion Topic As a member of the senior leadership team in your regulatory organization, you attend a meeting with government officials, who want to propose new rules that will have significant impact on the work of your registrants/licensees. You believe the proposed rules will not be well received, and are not likely to be supported by, or get the approval of your Board/Council. How would you handle this request and what leadership traits would you call on?

Leading with Authority

The “Right-Touch” Regulatory Leader § Doing the right things § Doing them right § Focusing on optimal outcomes for consumer safety and protection* § Using the right amount of enforcement to achieve them

Leading to Influence § Regulatory leaders may have a role in influencing: § Policy § Legislation/regulations § Board or Council decisions/directions § Strategic planning § Individuals and teams within organization

Influencing Tactics § Rational persuasion § Inspirational appeal § Consultation § Ingratiation § Exchange/Barter § Personal appeal § Coalition/Compromise § Exerting Authority § Pressure

Problematic Leadership

Problematic Regulatory Leadership Practices § Overreaching § Being risk averse § Running roughshod over subordinates § Being cold and aloof § Need to be ‘the Star’ § Being inordinately concerned with getting ahead § Inability to set priorities

Problematic Regulatory Leadership Practices § Pushing too hard and burning out § Too rigid or difficult to influence § Too concerned with status symbols, and trappings of power § Not delegating

Problematic Regulatory Leadership Practices § An inflated sense of one’s own importance § Distorting reality to create a favorable impression § Lack of integrity

Just Plain Bad Leadership § 2 categories of bad leadership: § Ineffective § Unethical § 7 prevalent types: § Incompetent § Rigid § Intemperate § Callous § Corrupt § Insular § Evil

Discussion Question § Does the organization make the leader, or does the leader make the organization?

Module Review

Learning Objectives Review § You should now be able to: § Share two ‘situational leadership styles’ you have used § Define the leadership style appropriate for specified situations § Reflect on regulatory leadership in today’s world § Identify factors that challenge leadership generally

Learning Objectives Review § You should now be able to: § Reflect on how types of intelligence impact your own performance and ability to lead § Consider the challenges to (good) regulatory leadership and how you deal with these § Identify skills for dealing with conflicts and sustaining good inter/personal relationships

Learning Objectives Review § You should now be able to: § Recognize the link between leadership and culture § List the top characteristics of regulatory leadership § Link “vision” to the possibilities of change § Explain the difference between leadership and regulatory leadership

Questions