implementation manual for the art of leadership development program

DEPARTMENT OF COMMERCE - CORPORATE SERVICES

2010

THE ART OF LEADERSHIP IMPLEMENTATION MANUAL FOR THE ART OF LEADERSHIP

DEVELOPMENT PROGRAM

SCOTT STIRLING, INTERN (EDITH COWAN UNIVERSITY)

A LEADER IS A DEALER IN HOPE - NAPOLEON BONAPARTE

THE ART OF LEADERSHIP

IMPLEMENTATION MANUAL FOR THE ART OF LEADERSHIP DEVELOPMENT PROGRAM

SCOTT STIRLING, EDITH COWAN UNIVERSITY

A business environment that is productive, innovative, fair and safe

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TABLE OF CONTENTS

1.0 The Self-Aware Leader ............................................................................................................................... 4

1.1 The Importance of Self-Awareness ....................................................................................................... 4

1.2 Myer-Briggs Type Indicator .................................................................................................................. 4

MBTI & Facet Strengths Table ........................................................................................................................ 6

MBTI Facet Charts ........................................................................................................................................... 7

1.2.1 Introverted Sensing | Thinking Judging | ISTJ ............................................................................ 7

1.2.2 Introverted Sensing | Feeling Judging | ISFJ .............................................................................. 7

1.2.3 Introverted Sensing | Thinking Perceiving | ISTP ....................................................................... 8

1.2.4 Introverted Sensing | Feeling Perceiving | ISFP .......................................................................... 8

1.2.5 Introverted Intuitive | Thinking Judging | INTJ .......................................................................... 9

1.2.6 Introverted Intuitive | Feeling Judging | INFJ ............................................................................. 9

1.2.7 Introverted Intuitive | Thinking Perceiving | INTP ................................................................... 10

1.2.8 Introverted Intuitive | Feeling Perceiving | INFP ...................................................................... 10

1.2.9 Extroverted Sensing | Thinking Judging | ESTJ ........................................................................ 11

1.2.10 Extroverted Sensing | Feeling Judging | ESFJ ......................................................................... 11

1.2.11 Extroverted Sensing | Thinking Perceiving | ESTP ................................................................. 12

1.2.12 Extroverted Sensing | Feeling Perceiving | ESFP .................................................................... 12

1.2.13 Extroverted Intuitive | Thinking Judging | ENTJ .................................................................... 13

1.2.14 Extroverted Intuitive | Feeling Judging | ENFJ ....................................................................... 13

1.2.15 Extroverted Intuitive | Thinking Perceiving | ENTP ................................................................ 14

1.2.16 Extroverted Intuitive | Feeling Perceiving | ENFP ................................................................... 14

2.0 A Phased Approach ................................................................................................................................. 15

2.1 Phase One | Self-Awareness ............................................................................................................... 16

2.1.1 Induction Process ....................................................................................................................... 16

2.1.2 Distribution of Packages ............................................................................................................. 16

2.1.3 Initial Meeting of Participants ..................................................................................................... 18

2.1.4 Basic Time-Line of Phase One ..................................................................................................... 18





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2.2 Phase Two | Module Learning ........................................................................................................... 19

2.3 Phase Three | Coaching and Mentoring ............................................................................................ 20

2.4 Phase Four | 360˚ Feedback Report .................................................................................................. 20

2.5 Phase Five | Recognition.................................................................................................................... 21





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1.0 THE SELF-AWARE LEADER

1.1 THE IMPORTANCE OF SELF-AWARENESS

One of the most important abilities of a leader is to be self-aware. By being aware of our own strengths

and weaknesses, your path towards being greater leaders is set. Anwar el-Sadat once said “I was brought

up to believe that how I saw myself was more important than how others saw me.” He was absolutely

right, because how you see yourself determines progress, determines development, determines your

future, determines your reality. The development part of this program is just as important as the content.

Self-awareness is one of the most important abilities of a leader, because who a leader is defines their style

and success. Leadership comes from personal strengths and learnt skills, it involves your character, your

heart, your mind and your spirit. It is a holistic outworking of what you have within you. So a leader

must be aware of what lies within. It is only when a leader knows who they are, where they excel and

where they fall down, can they truly begin the development and learning process.

1.2 MYER-BRIGGS TYPE INDICATOR

The Myers-Briggs Type Indicator test has been used for more than half a century as a way of

understanding people. Although understanding people is an important tool of great leadership, and

should be something all leaders are aware of, the purpose of this is for leaders to first be aware of

themselves. Specifically speaking, leaders should be aware of who they are, and based on that, determine

what skills and facets of leadership are going to come easily and naturally, and what will need working on.

Below is a tablature representation of the 16 MBTI Types, and how they directly relate to the 10 Facets of

Leadership outlined in the report “The Art of Leadership”. The table lists Facets 1 through 10, and this

correlates to the report structure with 1 being Wisdom of Experience and 10 being The Visionary.

Following the table below, the next section will deal with each style, and begin to unpack the facets that

come naturally and those that don‟t. It is also incredibly important to realise at all times that these

statements of strength and weakness are generalisation based on the MBTI explanations of what the 16

personality types are all about. Note that a few of the personality types have either a very large or very

small proportion of the 10 Facets that would be expected to come naturally. This does not mean that





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these people aren‟t/are definitely going to be great leaders. This is just a foundation, for all human

action and potential is about decisions.

It is also important to take into account that nowhere in the MBTI system is there a choice for if you are

more than one option (judging sometimes AND perceiving sometimes). It is therefore not always

indicative of who someone is, so take from it what you can.

According the Myers-Briggs Type Indicators, there are certain personality types that are more or less

suited in different areas to leadership. Now this is common sense; the introverted sensing, feeling

judging person will be a person that makes relationships very easily and well, will most of the time be a

person that has a heart to serve others and is generally very ethically aware and decisive. However this

person is not generally known to be a problem solver, nor are they known for being interested in long

term strategy, but rather „live in the moment‟ sorts of people. They are generally more interested in

people in the here and now, and connect well with most kinds of people.

Now of course, some of these characteristics align nicely with the 10 Core Facets of Leadership, and some

don‟t. That is not to say that the ISFJ cannot be a leader; on the contrary, every one of the 16 types have

been purposely rated 10 in Overall Potential, and that is because every type of person can be a leader.

Some will be better than others, some will be naturally attuned to the job, but all can improve themselves,

all can learn and all can develop their capacity to lead. Leadership is not an exclusive club.





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MBTI & FACET STRENGTHS TABLE

The table below shows which facets of leadership may come more naturally to the 16 different MBTI

Types. The strongest type for leadership potential is the ENTJ, whereas the weakest is the INTP.

Dominant Function Mental Functions Natural Facets Areas of Improvement

Introverted Sensing

I S _ _

Thinking, Judging (ISTJ) 2, 3, 4, 10 1, 5, 6, 7, 8, 9

Feeling, Judging (ISFJ) 2, 3, 4, 5 1, 6, 7, 8, 9, 10

Introverted Sensing

I S _ _

Thinking, Perceiving (ISTP) 2, 6, 7, 8 1, 3, 4, 5, 9, 10

Feeling, Perceiving (ISFP) 3, 4, 5, 10 1, 2, 6, 7, 8, 9

Introverted Intuitive

I N _ _

Thinking, Judging (INTJ) 2, 3, 6, 7, 8, 10 1, 4, 5, 9

Feeling, Judging (INFJ) 2, 3, 4, 5, 9, 10 1, 6, 7, 8

Introverted Intuitive

I N _ _

Thinking, Perceiving (INTP) 6, 8 1, 2, 3, 4, 5, 7, 9, 10

Feeling, Perceiving (INFP) 3, 4, 5, 6, 8, 9 1, 2, 7, 10

Extroverted Sensing

E S _ _

Thinking, Judging (ESTJ) 2, 3, 7, 8 1, 4, 5, 6, 9, 10

Feeling, Judging (ESFJ) 2, 3, 4, 5 1, 6, 7, 8, 9, 10

Extroverted Sensing

E S _ _

Thinking, Perceiving (ESTP) 5, 6, 8, 9, 10 1, 2, 3, 4, 7

Feeling, Perceiving (ESFP) 4, 5, 8, 9 1, 2, 3, 6, 7, 10

Extroverted Intuitive

E N _ _

Thinking, Judging (ENTJ) 2, 3, 5, 6, 7, 8, 10 1, 4, 9

Feeling, Judging (ENFJ) 3, 4, 5, 6, 8, 9 1, 2, 7, 10

Extroverted Intuitive

E N _ _

Thinking, Perceiving (ENTP) 2, 6, 7, 8 1, 3, 4, 5, 9, 10

Feeling, Perceiving (ENFP) 4, 5, 6, 9 1, 2, 3, 7, 8, 10





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MBTI FACET CHARTS

1.2.1 INTROVERTED SENSING | THINKING JUDGING | ISTJ

1.2.2 INTROVERTED SENSING | FEELING JUDGING | ISFJ

0

2

4

6

8

10Wisdom of Experience

Decisive Character

Ethical Guide

Servant-Leader

Relationship Builder

Innovative MindStrategic Thinker

Problem Solver

Inspiration

Visionary

Overall Potential

10 CORE FACETS ACCORDING TO MBTI

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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1.2.3 INTROVERTED SENSING | THINKING PERCEIVING | ISTP

1.2.4 INTROVERTED SENSING | FEELING PERCEIVING | ISFP

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential


0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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1.2.5 INTROVERTED INTUITIVE | THINKING JUDGING | INTJ

1.2.6 INTROVERTED INTUITIVE | FEELING JUDGING | INFJ

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential


0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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1.2.7 INTROVERTED INTUITIVE | THINKING PERCEIVING | INTP

1.2.8 INTROVERTED INTUITIVE | FEELING PERCEIVING | INFP

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential


0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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1.2.9 EXTROVERTED SENSING | THINKING JUDGING | ESTJ

1.2.10 EXTROVERTED SENSING | FEELING JUDGING | ESFJ

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential


0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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1.2.11 EXTROVERTED SENSING | THINKING PERCEIVING | ESTP

1.2.12 EXTROVERTED SENSING | FEELING PERCEIVING | ESFP

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential


0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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1.2.13 EXTROVERTED INTUITIVE | THINKING JUDGING | ENTJ

1.2.14 EXTROVERTED INTUITIVE | FEELING JUDGING | ENFJ

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential


0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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1.2.15 EXTROVERTED INTUITIVE | THINKING PERCEIVING | ENTP

1.2.16 EXTROVERTED INTUITIVE | FEELING PERCEIVING | ENFP

0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential


0

2

4

6

8


Decisive Character

Ethical Guide

Servant-Leader



Problem Solver

Inspiration

Visionary

Overall Potential






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2.0 A PHASED APPROACH

In order to implement the content and culture contained within the report “The Art of Leadership”, and

with the purpose of instilling the 10 Core Facets of Leadership into Tier 3 Division Directors and Tier 4

Department Managers, I recommend the following process to form the skeletal structure of the

Department of Commerce Art of Leadership Development Program (ALDP);

Each phase of this Art of Leadership Development Program has its own unique purpose, either to instil

the 10 Core Facets of Leadership into our leaders or to encourage them on their journey towards being a

greater leader.

In the following sections, each phase is explained both in its individual purpose and its place within the

bigger picture, as a tool to create valuable and authentic leadership development.

1 | SELF-AWARENESS

2 | MODULE LEARNING

3 | COACHING & MENTORING

4 | 360˚ FEEDBACK REPORT

5 | RECOGNITION





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2.1 PHASE ONE | SELF-AWARENESS

Duration: 1 month

2.1.1 INDUCTION PROCESS

At the commencement of the leadership development program, leaders are required to undergo Myers-

Briggs Type Indicator testing. The purpose of this phase is to begin the self-awareness process.

Leadership is all about people, leadership development is all about the leader. To develop, refine

and hone leadership skills and potential into real, effective and authentic leadership that produces real,

tangible results requires a great deal of inward focus.

Individually, this phase will give leaders a rough idea of what they have to work with, and will at the very

least begin the inward focusing critical assessment so very central to the idea of lifelong learning and

personal and professional development. In the larger context of the Art of Leadership Development

Program, this phase represents a foundation benchmark for future achievement and improvement. This is

a starting point for understanding themselves in the context of leadership.

At this point, the 10 Facets of Leadership and the full program information will be rolled out to the

Executive Directors (Tier 2) of the Department. The purpose of this is to create a learning environment

where Tier 3 Division Directors and Tier 4 Department Managers know that their leaders, the Executive

Directors and through them the Director General, support the direction and values being instilled in

them, and are themselves committed to building up a culture within the Department that supports,

encourages and expects leaders to strive to achieve a Diamond Standard of Leadership.

With this phase being all about self-awareness, participants will also complete a „force-field analysis‟ of

themselves. This will not be something that is completed in five minutes, but will be part of the induction

package, and will be encouraged as something to take home and thinking about deeply. A force-field

analysis asks you to look within and ask what drives you, and what slows your progress. This is essential

to understanding how you work, and is very informative when done properly with due diligence.

2.1.2 DISTRIBUTION OF PACKAGES

Practically speaking, this phase involves the distribution of two types of packages; the first is the Art of

Leadership Induction Package for leaders seeking development, the second package is the Art of

Leadership Executive Director package. The idea in this phase is that there begins to be established

the environment where leaders are allowed, expected and encouraged to development. A culture





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where learning as you go is not about admitting you got it wrong before, but that you can always be

better, do better and achieve greater feats.

Contents of the Induction Package will include;

1. Letter to participants from Director General

2. MBTI Test and Force-Field Analysis

3. 10 Core Facets of Leadership Chart

4. 10 Core Facets of Leadership Behavioural Chart

5. Program Overview and Schedule

The idea of this package is all about inspiration. The letter from the Director General will give leaders

a firm understanding that the Department of Commerce is committed to this view of leadership, and has

created this program to build and encourage greater leadership and personal development.

Contents of the Executive Director Package will include;

1. Letter to Executive Directors from the Director General

2. Full Art of Leadership Report

3. 10 Core Facets of Leadership Chart

4. 10 Core Facets of Leadership Behavioural Chart

5. Program Overview and Schedule

The idea of this package is to inform and inspire the Executive Directors to become an active member in

the leadership development process. Tier 3 leaders report directly to the Executive Director level, and

form the core leadership team for each of the Department of Commerce‟s division, with Tier 4 leaders

forming the managerial and leadership infrastructure throughout the entire division.

Executive Directors have a personal stake in the quality of Tier 3 and Tier 4 leaders, because they

are the instruments through which achievement occurs. By being aware and involved in the process,

Executive Directors will also give the program the credibility it needs to become the accepted standard of

leadership for Commerce. Every leader completing this program needs to know these three things;

1. That their development as leaders is important and supported

2. That the Executive Directors will support them and encourage their growth and success

3. And that ultimately this is the vision of leadership coming from the Director General, and is

therefore official Department policy and thus the official, expected standard





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If these three things are not evident, and made clear to participants during this phase of the ALDP, then it

will never be effective, worthwhile nor accepted.

2.1.3 INITIAL MEETING OF PARTICIPANTS

The final step in this first phase of the ALDP is to have an initial meeting of all the participants. This

meeting should sum up the spirit of the program, its purpose and what the next phases will be. It should

also be an opportunity to address questions, and go through what the MBTI tests have shown. It would

be very effective if at this meeting the Director General or Minister give a keynote speech on the

importance of leadership, and just how essential it is to the Department of Commerce.

At this initial launch event, it would also be beneficial to have a guest speaker, to speak and inspire the

participants, and to introduce the basic ideas and concepts of the program. This program is about

personal development as a leader, it‟s about encouraging growth and lifelong learning. The ALDP asks

participants to learn to become inspirational leaders, so it goes without saying that the program

itself should be inspirational. It should, at every opportunity, instil the 10 Core Facets and teach the

participants about the duty, the honour and the responsibility of leadership.

2.1.4 BASIC TIME-LINE OF PHASE ONE

Distribution of Packages

Participants recieve Induction Packages and Executive Directors recieve their packages including the Full Report

Self-Awareness Process

Participants encouraged to take the Packages home and read through.

Participants complete MBTI test and Force-Field Analysis

Launch Event

Initial meeting for all participants. Intrduction to the program, keynote by Director General or Minister and speech by guest speaker. Questions answered and MBTI results refered to in the context of the

program.





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2.2 PHASE TWO | MODULE LEARNING

Duration: 5 months

This is the heart of the Art of Leadership Development Program. This is where the content is taught and

leaders are given information and training in the 10 Core Facets of Leadership.

Here is also where there are many different options. There are many different ways to do leadership

development, and many different providers. Much of this section will depend on the Leadership

Development provider, but the following structure is recommended for maximum immersion into the

content balanced with time away from work and time for implementation.

FOUR BLOCS OF LEARNING

•PROGRAM DIVIDED INTO THE FOUR PILLARS THAT MAKE UP THE 10 CORE

FACETS OF LEADERSHIP (CHARACTER, HEART, MIND, SPIRIT)

•EACH BLOC ASSIGNED THREE DAYS, I DAY FOR EACH FACET

•THE BLOCS THAT HAVE ONLY TWO FACETS ONLY HAVE TWO DAYS

•RECOMMEND FULL DAYS, WITH 3 FOOD AND REST BREAKS

SEPARATED FOR IMPLEMENTATION

•RECOMMENDATION IS FOR 1 MONTH TIME DELAY BETWEEN BLOCS

•THIS ALLOWS PARTICIPANTS TO APPLY WHAT THEY HAVE LEARNT IN STAGES, AND PROVIDES FOR A SLOWER AND DEEPER LEVEL OF PERSONAL

DEVELOPMENT

•PARTICIPANTS IN CHARGE OF THEIR DEVELOPMENT IN THESE PERIODS

•RECOMMEND SERIES OF 'READINGS' TO BE READ BETWEEN BLOCS

MODULE CONTENT

• INTRODUCTION TO FACET, READING FROM REPORT

•DEEPER EXAMINATION AND TEACHING ON MAIN THEORIES

•GROUP WORK AND PRACTICAL ACTIVITIES

•GUEST SPEAKER FOR EACH FACET, OR IF NOT POSSIBLE, FOR EACH BLOC

•RECOMMEND 'READINGS' TO BE READ BETWEEN DAYS (AFTER EACH FACET)





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2.3 PHASE THREE | COACHING AND MENTORING

Duration: 6 months

The third phase of the Art of Leadership Development Program is the coaching and mentoring phase,

where each participant is paired with a senior leader in the Department, preferably from the Executive

Directorship level (tier 2).

Not only will this allow participants in the program to receive lessons and mentoring from more

experienced leaders, but it will also be an opportunity to gauge some level of expectation from a tier

above them.

This will also give the Executive Directors the opportunity to guide the participants in the

process, and outline what specifically they would like to see their mentee achieve; real, practical goals

that can be set and achieved in order to reinforce learning and gain some experience using new skills.

Ideally, over the previous phase, Executive Directors would have been familiarising themselves with the

content of the program, and beginning to plan exercises and challenges for their mentees for when they

are finished with the module learning phases. These challenges are not extra-curricular, but rather

project or team based work that can be given to the mentees in order to flex their new-found

leadership capabilities.

2.4 PHASE FOUR | 360˚ FEEDBACK REPORT

Duration: 1 month (occurring during the last month of the previous phase)

Towards the end of the year, and whilst the mentor process is in its last month, there should be a 360˚

Feedback report conducted by an external provider.

The purpose of this is to provide detailed feedback on how the participants are viewed by their leaders,

their peers and their followers. Once again, there was no 360˚ report at the beginning, therefore there is

nothing to be compared to. The purpose of this program is development of skills, knowledge and

ability; the purpose is to learn. It‟s not about meeting a „quota‟ of learning; it is much more intangible.

A „panel‟ of sorts will be convened to meet the participant, including the participants mentor, the

program co-ordinator and the 360˚ report consultant in order to discuss progress and offer suggestions

for further improvement and success. The participant will then be graded on their abilities as a leader





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according to the 10 Core Facets of Leadership, and will be awarded the following level standards

according to their progress as determined by the panel;

Art of Leadership Development Program:

Silver Standard of Leadership (8 Facets mastered)

Gold Standard of Leadership (9 Facets mastered)

Diamond Standard of Leadership (10 Facets mastered)

These are merely the levels the participants will graduate the program with. The program from the

beginning to the end encourages continual, life-long learning. Each participant will have the chance to

report to the program co-ordinator every 6 months with evidence that they have developed themselves in

the remaining Core Facets, and on approval from their direct leader and the program co-ordinator, they

will be awarded the higher standard applicable.

If the panel approves of the participants dedication to the program and progress, the participant will have

been deemed to have completed the Art of Leadership Development Program.

2.5 PHASE FIVE | RECOGNITION

Duration: 1 day

Finally all participants should be awarded their standards and certificates at a ceremony with all Executive

Directors and the Director General present, perhaps even the Minister.

The purpose of the program is to develop leadership, but it is also to foster a culture in the Department

where leadership is rightly viewed as central to all success and progress. There is nothing more

important than leadership, therefore there is nothing more important than the development of leaders.

For leaders who apply for higher standards later on after 6 month periods of progress, it is recommended

that a small, informal gathering be used to celebrate progress and achievement, with the Director General

to present the higher standard, and congratulate the participant on their continued success.

implementation manual for the art of leadership development program

Documents

judging isfj

perceiving isfp

judging esfj

perceiving esfp

intern edith cowan university

mbti facet strengths

mbti facet charts

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