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business
the leadership experience

Questions and Answers of The Leadership Experience

4. Who cares about what choices are made?
3. Who shares resources to advance the work?
2. Who identifies and evaluates the options?
1. Who names the problem or asks the questions?
6. What lessons did your campus learn about using a shared leadership approach and what advice would you offer to anyone considering this approach to leadership?
5. What challenges did your campus face in using a shared leadership approach? How did you address or overcome these challenges, or how would you (in hindsight) address them?
4. How did this approach allow your campus to address the challenge or solve the problem you identified earlier, perhaps in a way that would not have been possible using a different leadership
3. How did your campus go about building the capacity to work in this way?
2. How does your shared leadership approach demonstrate the following characteristics usually associated with shared leadership:a. Engage a greater number of people.b. Create interchangeable leader
c. How would you describe your “model” of shared leadership?
b. How has your approach developed as you have gained more experience?
a. How did you get started?
1. What problem are you/were you trying to solve and why did you decide to implement or experiment with a shared leadership approach at your college or university:
Do you feel comfortable to champion a small-scale safety research project in your organisation? If not, what is one small thing you could do tomorrow to enable you to feel comfortable taking the next
What is the smallest and most successful step you can imagine taking to help shift the safety needle tomorrow? (e.g., Start an elevator conversation to share what you have learned? Host an internal
Do I celebrate small wins and success to facilitate motivations to sustain the change?
Do we focus on what goes right on a weekly basis?
Do I facilitate regular (weekly) collaborative, data-based conversations focusing on leading indicators to support my team’s change journey?
How am I communicating feedback and learnings back to my team?
How do I support the desired change in my organisation?
How are we feeding our new insights, learnings and skills back into the organisation?
How are we leveraging technology to provide teams with the leading indicator data required for them to internalise change?
How are we moving from top-down measures of performance to localised team-based measures which foster engagement and localised accountability?
What is the feedback loop from suggestion to management, back to the suggestion maker?
What is fixed and what is flexible – what are the fixed outcomes the business needs to achieve, and what are the flexible approaches that can be adapted to differing contexts to make the change
What is our sustainability plan and how will our teams be supported to adopt the changes in their day-to-day work context?
Do I possess the skills and knowledge to be able to pilot and test a change process?
Am I strong at correctly diagnosing problems in my organisation?
Am I able to get the appropriate change leaders on-board?
Do I ensure that employees are included in planning processes?
Do we have the internal skills (soft skills) to sustainably deliver this change?
What is the process to iterate, reflect and adapt our process?
Are we sure we can implement a top-down, bottom-up roll-out?
How will we engage willing volunteers in the pilot?
Who is our change leader on the executive team?
How do we capture and share organisational wisdom – so we cross-skill knowledge before we lose it?
How successful have we been at internally implementing significant safety change initiatives?
Do we promote based on technical or soft skills?
Do we have the skills to re-design our safety approach inside the business?
If you were really honest, to what degree do you see your people as a resource that can be harnessed or as a problem that needs to be solved?2. How many front-line workers, who carry the greatest
what will hinder this sustained commitment?
Am I assuming I can do nothing about my future?1. To what degree is the intent of our change consciously chosen for the change?2. To what degree do we communicate this intent before and during the
1. What do you want the future to look like in terms of people’s well-being and safety?14 Defining safety leadership3. What would workers be doing if they were committed to safety?4. Why do you
• How do you encourage and support your employees to share their leadership capabilities with the communities you serve?#!# • Who do you envision as future partners from the community to solve
• What would people say are the most important lasting results that your organization has achieved (or should achieve)?#!# • Do you have leadership development and/or succession planning in place
• Is there a sufficient culture of trust to have honest conversations about DEI in your organization?#!# • What substantive practices in your organization exist to reinforce DEI?#!# • Is there
• What have been the results when a leader has failed to rebuild trust?• What are some areas in your organization that need to have trust rebuilt?• What have been the results of any efforts by
• How does your organization exhibit a culture of caring?• How can your organization make a habit of expressing gratitude?• How does (or can) your leadership work to reduce selfishness in your
• How much in the way of tangible resources does your organization devote toward training employees?• Who does the training in your organization? Can they help employees understand their
• What are the primary ways in which top management communicates with the rest of your organization?• Who are your important stakeholders, and what do they need to hear about from you
• Do you agree that you can demonstrate reliability first? What can you begin doing to show others that you are reliable?• What company can you benchmark that is excellent at demonstrating
• Now, we will explore each part of the ROCC in detail as it relates to building a culture of trust.
• How can you plan for the future while keeping your culture of trust in place?
• How can you encourage change without damaging trust?
• How can you stay aware of the external and internal events that might interrupt the trust you have built in your culture?
• What you would say is your organization’s vision or mission, and is it widely understood AND accepted?• Do the top executives of your organization demonstrate that they trust one another?
• Where can you get started?
• What needs to be done to improve the culture of trust in your organiza-tion or team?
• How does your organizational culture evidence trust or distrust? What would you add to our lists?
• How do you show your team that you care?
• How do you continue to develop your team’s strengths in a virtual environment?
• How do you keep the channels of communication open in your virtual team(s)?
• What do you need to do to be a better coach?
• How does your boss act like a coach right now?
• How has a stretch assignment improved your capabilities?
• If you are the leader of a team, what do you need to do to create a greater commitment to that goal or purpose?
• Think about a team you belong to now: What would you say is the primary goal or purpose of your team?
• What three norms would be the most important for your current or future team?
• How can you set the example for your team, to share information and trust first?
• Whether you want to lead a team, or are already leading one, what leadership training (or other resources) do you need from your boss right now?
• Who is the best leader you have ever worked for, and what did you learn from them?
• What can you do right now to improve the level of trust within your primary team and how it functions?
• What resources can you find to help you become a better listener?
• When have you been part of a particularly effective team, and what made it effective?
• When have you turned disappointment into something positive?• How can you see the long-term perspective as Bob did and then act for the good of your team or organization?• How can you now
• In what ways do you invest in yourself today?• How can you find a mentor if your organization does not have a formal mentoring program?• Whom can you mentor?
• Do you have any role models in your life for EACH characteristic? How can their example help you develop them in yourself?
• Which of the EACH characteristics is less comfortable for you? What can you do to develop those characteristics as an intentional leader?
• Which of the EACH characteristics come naturally to you? Why is that?
• Do you think one person can master all four aspects of trust at once, or must each be worked on at different times?
• Of these four different ways to build trust, which one do you prefer to lead with yourself?
• How do you evaluate others when you are deciding if they are trustworthy? Which aspect of trust is more important to you?
• How does knowing you can grow as a leader encourage you to take on a new leadership role?
• What leadership roles have you taken on in the past, and why did you do so?
• Do you have family members/teachers/mentors who are leaders? What did you learn from them?
• What choices have you made, like Mike, to become a leader and develop your leadership capability?
• When have you found yourself in a situation in which your values were at odds with the organization’s?
• What is your first memory of acting as a leader?
Cameron, K. S. (2008). Paradox in positive organizational change. The Journal of Applied Behavioral Science, 44(1), 7–24.
How could the embedding strategy be better planned to ensure a successful roll-out of information and to ensure a culture of learning?
If all of the workshops are run by consultants, what could be the business and fiscal risks of such an approach if internal resources are not being trained or coached?
How could the consultants better gauge the organisational culture or contextualise the workshop content prior to commencing the training workshops?
What could be some historical organisational factors that could be influencing the overall attendance rate of the scheduled workshops?
What recommendations would you make in order to improve the overall culture on site, based upon the data presented?
How would lower scores across procedural justice and perceived organisational support be adversely impacting other cultural strengths?
What could be some reasons why the leadership team are perceiving themselves to be operating well in comparison to other work groups?
Looking at Figure 4.4, what could be the narrative behind the results obtained? Specifically around constructs that are strong and other areas which may need more work.
How could clearer safety leadership outcomes be made from the onset of the programme and what are some other ways to measure success, excluding the attendance of workshops or coaching sessions?
The leadership team felt that their management group have been upskilled which precluded them from further training and development. What is the inherent assumption in this thinking and what could be
What could be some reasons why participants were unable to clarify the specifics of what they have learned?

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