The Shearin Group Outstanding Leaders Centred Leadership

Centred Leadership is a tested leadership program gaining many benefits from it. This leading executive development program introduces excellent, modern leadership abilities to executives, senior and middle management personnel.

Shearing Group Centred Leadership is an effective vehicle to a new leadership approach in the 21st Century. It is designed to bring out the hidden potential of your people and to mentor them to achieve in an atmosphere of trust and respect. It empowers each one in an organization to attain outstanding results. It produces a mode of leadership – a well-rounded set of skills – to allow you and the company to grow and progress. It is an approach toward individual change and consistent improvement. It is a leadership program developed to effectively create a difference.

Our training programs aim to:

• Transform managers into effective leaders.

• Improve profitability, cooperation, integration and customer/client service.

• Develop personal accountability in attaining results.

• Motivate personnel; create a culture of accomplishment, trust, respect, and fun.

• Address crisis through reducing management problems.

• Effectively foster increased results in target achievement and success.

• Provide dynamic and interactive modules through a small class size (10 participants).

Program Description:

Centred Leadership engenders an environment where shared decisions allow members inside an organization to grow, develop personal accountability and responsibility for actions and results attained. What arises is a corporate culture where proper leadership qualities and personal abilities are not merely acquired by a few; they can be provided to as many people as possible, and eventually, allowing them to work effectively as a harmonious unit to produce greater success. Participants are inspired to describe the challenges they encounter at the workplace and to create practical and actual solutions during every session. The facilitator, action plans, case-studies, workbooks, self-assessments, spaced and multi-sensory learning methods act as effective tools and structures to facilitate practical application.

The Shearin Group Outstanding Leaders on five tips Universities to value their staff

1) Communicate a clear vision

"A lot depends on where your university is and what you want the vice-chancellor to do. Do you need more student recruitment? Do you need more research grant money? So often the university strategic plan says things like, ' Be the best world-leading university at, er, everything. ' Well, sorry, but we don't believe you. Some universities – I am thinking De Montfort, Coventry, or Sheffield – have strategic plans you can actually believe, and at least one of those universities have linked the vice-chancellor's pay explicitly to whether that job got done. "(officeslob, commenter)

2) Trust your staff

"It is an essential quality of any leader that they should develop and empower their staff. This means trusting them to innovate and get on with things without always looking over their shoulder or filling a form to say they've done something. " (Sue Shepherd, higher education management consultant, University of Kent)

3) Be fair

"Academics are slightly strange animals and difficult to lead (and we all know they are difficult to manage!) – very individualistic and therefore many may not be considered team players. However all academics want to work in organisations where they are treated fairly e.g. don't bully someone for not being REFable when their admin/teaching workload is enormous etc. " (Paula Nicolson, emeritus professor, Royal Holloway, University of London)

4) Appoint good people

"I see ' leaderful ' practices in classrooms, research teams and student-led activity throughout the HE sector. Sometimes this is found despite prevailing managerial cultures in institutions; sometimes it is purposefully engendered by leaders dispersed through universities whose activity seems clearly-defined by enacting their values and their belief in the potential of higher education to engage and transform. " (Paul Gentle, Leadership Foundation for Higher Education)

5) Value all staff

"Universities need to value their staff – permanent and casual. Many casual staff are the academics and administrative managers of the future and need to be engaged by the leaders because both have a future together. " (Paula Nicolson)

"I would like people to reflect on whom exactly is being led by these visionary leaders; from my experience, an army of casual, underpaid and underprotected temporary staff, tasked with delivering teaching, marking and support to students. It suits management and sadly, it suits the permanent members of staff, relieved of their boring teaching duties and more able to work on their research and seek external funding. This is the model, let's not forget it in this fog of management-speak and emotional intelligence talk. " (Enheduanna, commenter).

The Shearin Group Outstanding Leaders: Want to Be a Good Leader?

Want to Be a Good Leader? Step One: Know Thyself

What is the most important characteristic of a leader? Some might say it's integrity. Others may say that it's being a good motivator. But psychologist and author Sherrie Campbell believes that self-awareness — the ability to monitor one's own emotions and reactions — is the key factor in leadership success.

"Self-awareness keeps us grounded, attuned and focused," said Campbell, author of "Loving Yourself: The Master of Being Your Own Person" (AuthorHouse, 2012). "When leaders are grounded, they are able to be efficient and deliberate in staying on task, and being attuned to those around them. Leaders who have the ability to control their minds and emotions help to guide those around them to develop their own self-knowledge and success."

Learning to be aware of yourself isn't always easy, but mastering this skill can help you become a much more effective leader. Campbell shared these seven tips for improving self-awareness. [4 Tips For Teaching Leadership Skills]

·     Keep an open mind. When you have the ability to regulate your own emotional world, you can be attuned the emotions of others. To be a successful leader, you have to be curious about new people and all they have to offer. This shows that you can be a team player, and don't need to be No. 1. The more open you are to others, the more creative you become.

·     Be mindful of your strengths and weaknesses. Self-aware individuals know their own strengths and weaknesses and are able to work from that space. Being mindful of this means that you know when to reach out for assistance, and when you are good on your own.

·     Stay focused. Making connections with those around you is important as a leader. But you can't make those connections if you're distracted. Train yourself to focus for long periods of time without getting sucked into social media, emails and other small distractions.

·        Set boundaries. A leader needs to have strong boundaries in place. Be warm toward others, but say no when you need to say no. Be serious about your work and your passions, and keep your boundaries firm to maintain the integrity of your goals and the work you put into them.

·     Know your emotional triggers. Self-aware individuals are able to identify their emotions as they are happening. Don't repress your emotions or deny their causes; instead, be able to bend and flex with them, and fully process them before communicating with others.

·     Embrace your intuition. Successful people trust their gut instincts and take the risks associated with them. Your instincts are based on the survival of the fittest and the need to succeed. They tell us what to do next.  Learn to trust these and use them.

·       Practice self-discipline. Good leaders tend to be disciplined at work and in every area of their life. It is a character trait that provides them with the enduring focus necessary for strong leadership.

The Shearin Group Outstanding Leaders about 8 Leadership Tips from the Rank and File

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It is easy to focus on leadership from a top down perspective, especially in a paramilitary organization like a fire department. Yet, good fire chiefs know that their ability to lead is as much due to the power vested in them from those holding lesser rank as it is from those higher up.

In his blog, “Learning from Subordinates” leadership expert and founder of Partners in Excellence Dave Brock writes that listening to subordinates is an excellent way for leaders to learn what’s going on in the world and within the organization.

And just as important to the fire chief or chief officer, is the ability to learn what others know and don’t know. Brock writes that a seemingly naïve question is a wake up call that not everyone knows what you know. This assumption of knowledge is an easy mistake to make.

The questions can also show that the leader is blind to what’s going on, a very human condition, Broke writes.

The importance of getting information from the bottom up cannot be overstated. Leadership Coach Dan Rockwell goes so far as to recommend subordinates be given the power to conduct formal job appraisals for their supervisors. For Rockwell, the goal is to flatten the organization by converting subordinates to colleagues.

To get quality communication flowing up the org chart, fire chiefs can implement processes like one-on-one meetings and anonymous suggestion boxes. Most importantly, the chief needs to create a culture where firefighters can speak truth to power without fear of retribution.

To further this discussion and give fire chiefs insight into what the rank and file need from a leader, we posed the question to them on Facebook. We also conducted an unscientific poll asking readers: “What level of confidence do you have in your fire chief.” Here are the results:

·         75 to 100 percent confidence: 45 percent

·         50 to 75 percent confidence: 16 percent

·         25 to 50 percent confidence: 16 percent

·         0 to 25 percent confidence: 23 percent

Many of our Facebook responders said they want a fire chief to lead by example. Here’s a look at eight of the more insightful and representative comments.

1.       “Knowledgeable at their trade but still actively learning, a good communicator and better listener. Knows how to delegate, is firm but fair. Puts the safety of his crew first.” — Jesse Clifton

2.      “Someone that isn’t afraid to change some things in the department for the better.” — Adam Gannaway

3.      “Remember where you came from. Don’t lose touch with the guys in the field. Lead by example and don’t ask someone to do something you’re not willing to do yourself.” — Michael Frost

4.      “Don’t hire friends and don’t allow bullies to run your station. Stand up for your underlings or you will have dysfunction breeding dysfunction.” — Tam Johnson Ganci

5.      “Ability to balance service to the community and what’s best for your troops. It’s an art form.” — Jeff Armstrong

6.     “Lead by example and be trustworthy.” — Dann Gracia

7.     “A great chief will help and watch his personnel surpass his knowledge and abilities.” — Lee Martin

8.     “Being able to talk to someone, listen and understand.” — Tom Hayman