Day 4: Leadership Mindset

Governance for the Sustainable Development GoalsCapacity Development CurriculumChanging Mindsets in Public Institutions to Implement the2030 Agenda for Sustainable DevelopmentToolkitDay 4: Leadership MindsetDivision for Public Institutions and Digital Government

Check in

MondayWhy changemindsets?Changing therole of PAsWHYElaborate why thefocus is on mindsets,and why they arecritical when seekingto speed up actionon SDGs.TuesdayWednesdayThursdayFridayExploring theCollaborativeMindsetExploring theLearningMindsetExploring theLeadershipMindsetChangingmindsetsWHATIdentify what experimental mindsets lookand feel like in practice, and whatapproaches can be taken to spread thesemindsets and ways of working across theorganisation.Applying topracticeHOWExplore how these mindsets can beapplied at an individual, team andinstitutional level. And how these mindsetscan be embedded into their organisations.

Today’sagenda9:00 - 9:10EQ Check-in9:10 - 10:00Dark matter exercise10:00 -10:45Leadership mindset in practice10:45 - 11:00Break11:00 - 12:00Creating a pitch12:00 - 13:00LUNCH13:00 - 13:45Presenting the pitches13:45 - 15:00Hacking our policy cycle15:00-15:15Break15:15 - 16:45Organisational capacity4:45 - 5:00Wrap up/reflect

The LeadershipMindset

DarkMatterDark matter is believed to constituteapproximately 83% of matter in theuniverse yet is virtuallyimperceptible. It is believed to befundamentally important in thecosmos.and yet there is littleunderstanding of its natureSlides inspired by the work of Cassie Robinson,Systems Changers and LanKelly Chase

Dan Hill on Dark Matter in Systems‘The city we experience is, to some extent, a product of a citycouncil’s culture and behaviour, legislation and operationalmodes, its previous history and future strategy, and so on. Theability for a community to make their own decisions is supported orinhibited by this wider framework of ‘dark matter’, based on themunicipality they happen to be situated within as well as thecharacteristics of the local culture.’

RulesProcessesOfficial Systems for doing thingsReporting requirementsForms you have to useSteps you have to followBudget linesBoxes you have to tickHow meetings are runWays you always do things!

Story of the sign-in book.

LawYou have to do it. Youmight be punished if youdon’tBut it is often subject toguidance or interpretationand its application can bedebated or evenchallenged in the courts.And the law itself can bechanged by parliament orsometimes by a tinyamendment.PolicySuggested ways that thesystem should work. Oftenthis results in things beingmeasured.You might get judged orchallenged if you don’tfollow policy. You may berequired to report on it toget funding.But how you implementpolicy usually represents achoice somewhere in yourorganisation or system.ContractWhat you have to do tokeep your word and to bepaid.ProcessWays of doing things. Howyour organisation putsthings into practiceWhat are the terms of thecontract: what’s in andwhat isn’t. What you feel isexpected of you: the spiritof the agreement.They may seem immovableand there may be greatresistance to moving thembut it is usuallyorganisational culture ofindividuals holding themthereBut. you can renegotiatecontracts, you can agreechanges with your client.Eg’s. filing/computersystems, the way your roomis organised, the wayresponsibilities are dividedin a team, the way abudget is organised, howmeetings are run

What we hear These are the rules . This is how things aredone We can’t do thatbecause

ImaginationOutcomesfocusedCourageousEnvisioning newcreative possibilitiesStrong commitmentto real world effectsWillingness to takerisks

Identifying dark matterDrawing upon the barriers and obstacles identified onDay 1, groups will interrogate which fall into the darkmatters category, and what actions could be taken toovercome/challenge them.Where could you be more courageous?Where could you be more imaginative?Share with the cohort*Insert image of barriers andobstacles identified in day one(andany identified over the rest of theweek)

Leadership Mindsetin practice

Guest speakerSuggested: Millica Begovic, Head ofInnovation Portfolio, UNDP

Break

Returning to thechallenge

ImaginationOutcomesfocusedCourageous

You have your idea, you have tested yourprototype - in order to develop this further youoften have to advocate for the change you’d liketo see and the need for pursuing it (in new ways).Who would you need to convince and how wouldyou do it?

Creating a pitch

Employ storytelling principlesGood stories Have a selective batch of information - not a blow by blow description of everyhappening. It’s concise.Has a structure, a narrative - the information flows in a purposeful format thatelicits tensions and feelings.Has a meaning - has a purpose, a message, a lessonIs simple - it can’t be too complex. People are able to follow it.Is authentic - the story may be fiction, but the sentiment isn’t faked.Is relevant - it means something to the teller or listeners life.

Why stories are important Humans are natural storytellers,we’re wired to tell stories

Science of stories When we read data, only thelanguage parts of our brainwork (to decode meaning) When we read /hear a story,language parts of the brainwe’d use if we wereexperiencing situations areactive. Easier to remember stories overfacts Easier to capture the attentionof others.

A means to shareand interpretexperiences Reflect, reframe,sensemake situations.Learn with people.Transferringknowledge.Communicateknowledge in a simpleway. Eductate, workout loud, peer learnHelping peoplelearn to listen.Helping to raiseawareness.Helping empowerpeople.Bring unheard voicesto the table, elicitempathy.Of your own purposeand value, or of animportant situationHelps people makedecisions.Demonstratessomething is possible.Persuadingsomeone to act.Changing people'sminds Influence or inspiresomeone to changea behaviour, orprovide resourcesHelp people identifytheir biases and seesomething differentlyTo entertain.To make peoplelaugh, cry, feel joy, feelpain, feel scared, feelhappy.

Types of storiesThe Challenge StoryaThis story is about aprotagonist overcomingseemingly insurmountableobstacles to turn their ideainto reality. It is dramatic,inspiring, accessible, andemotionally moving.Suggested audience:The general publicThe How-To StoryaExplains the process of solvingand implementing a socialproblem. It inspires socialinnovators and thoughtleaders, and provides hopeand insights into emergingpractices that are effective plus explains how to employthese methods themselves.Suggested audience: Socialinnovators, thought leadersThe Big Idea StoryaFocuses on describing anovel solution andexplores how it fits withinthe bigger picture ofcreating social changeand emerging trends inthe social impact sector.Suggested audience:Thought leaders, funders

Don’t forget your intended audience.ETHOS What do they need from thestory?Why are they going to listen?What motivates them?Credibility,TrustRhetoricLogic,reason, ationagent.com/2017/01/persuasivespeech.html?utm source feedburner&utm medium feed&utm campaign Feed%3A ConversationAgent %28Conversation Agent%29

Body language Anchor yourselfOpen your shoulders and armsMake eye contactUse facial expressionsEnunciateVary the rate of speechSmileLEARN IT. INTERNALISE. RECREATE.

45 mins

LUNCH

Pitch andfeedbackEach team will present their pitch.One other team will play the role of theintended audience and respondaccordingly.The other teams will play the role of observersand provide feedback.Each team has 4 mins each to present

Hacking ourproject/policy cycle

ginationOutcomesfocusedCourageous

Learning from practiceExperimenting with the policy cycle inDenmark’s Ministry of Employment

Example from MindLab

Policy formationInitiativeIdeaIdentification ofchallengePublicformulation ofneedPolitical agreementLaw reformIntended outcome

tionIdentificationofofchallengechallengeLaw reformPublicPublicformulationformulation ofofneedneedIntended outcomeTestingNon-intended outcomepotentials

Key principles of the “hacking” process Making the citizen and frontline worker experience visible – concreteexperiences Making the citizen and local contexts an active resource in developmentprocesses Create generative shared reference points Boost synergy with context: create a constructive dialogue Looking at the service journey within a wider system to create new interventions Avoid analysis and paralysis by embracing an experimental mindset

tionIdentificationofofchallengechallengeLaw reformPublicPublicformulationformulation ofofneedneedIntended outcomeTestingMandatoryinternshipsNon-intended outcomepotentials“Qualitativeassessment at an earlystage”

PolicyformationPolicyformationNew kinds ofrisk scenariosInitiativeInitiativeIdeaPolicy workshopswith citizens w reformPublicPublicformulationformulation ofofneedneedIntended outcomeTestingMandatoryinternshipsNon-intended outcomepotentials“Qualitativeassessment at an earlystage”Cross-cuttingimplementation teams

Hacking your policy cycle*On their own sheet of flipchart paper, each groupshould create their ownpolicy cycle (either useone person in your groupas an example, or createa generic one together).Identify the different keystages on your sketch.*If you feel more comfortableusing a project cycle, do thatinsteadPublic formulationof need

Hacking your policy cycleOnce your existing policy(or project cycle) is drawn,start to identify the areaswhere you could do thingsdifferently.Where can you makechanges. Where canmindsets, behaviours, skillsand methods be appliedto create differentoutcome?Public formulationof need

Let’s share.What are the main changes youcould make to your policy orproject cycle?

Break

Organisationalcapacity

CollaborativeMindsetLearningMindsetLeadingMindset

https://media.nesta.org.uk/documents/Nesta CompetencyFramework Guide July2019.pdf

Let’s try it!

The skills in practiceRead through the skills cards.What do you believe are your 5 core skills?

Mapping your skillsPick a colour and put your initials on it

Each person then maps them onto the board

Each person then maps out their 3 strongest attitudes

Reflecting on competenciesIs there a general area of strength or weakness? Is this reflected in the way you operate?Where are the core strengths? Are there strengths others have identified that surprise you?Where are the gaps? Are these gaps a problem? In what way? Which skill or attitude gap concerns you the most?What skills do you, as a team, think you need to do more of How might you go about developing these skills? What support might you need to do this? What has been tried so far?

Towards a culture change in government, institutions and organisations.

Think across different levels

Wrap up andreflection

Wrap up day #4Reflections, questions, take-awaysWhat’s on tomorrow?

ginationOutcomesfocusedCourageous

CollaborativeMindsetLearningMindsetLeadingMindset

Mindset Exploring the Learning Mindset Exploring the Leadership Mindset Changing mindsets Applying to practice Monday Tuesday Wednesday Thursday Friday WHAT Identify what experimental mindsets look and feel like in practice, and what approaches can be taken to spread these mindsets and ways of working across the organisation. HOW