A placemat developed for a workshop on Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation Change at "The Public Sector Executive Level Leadership Conference 2014" run by Liquid Learning.

1. © 2014 SmarterKnowledge
Smarter
Knowledge
Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation
Change Leadership
Leading Innovation
Leading with Less
41% of employees believe senior leaders effectively lead and manage organisational change
23% of agencies are at a change management maturity level that would enable them to achieve agency goals within the next three years
Encouraging Innovation in bottom 3 of 10 investigated immediate supervisor capabilities
18% of agencies are perceived as dynamic and entrepreneurial —people are willing to take risks
46% of agencies will have underdeveloped management or leadership capability among middle managers (#3 workforce risk)
52% of agencies will be addressing capability gaps due to a changing operating environment (#1 workforce risk)
More = Better
Less = Better Statistics from State of the Service Report 2012–13
Leadership Challenges
Leadership Responses
Measure:Find, manage, use and reuse data to measure what was, is and will be
Communicate: Manage the expectations of stakeholders by controlling communication
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Believe: Leadership must talk the talk and walk the walk
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Challenge: Transformative change comes through challenging the status quo
Contextualise: Change is successful when it implements horses for courses
Anticipate: Change can have unintended consequences that can derail the entire change process
Endure: Stopping active change management too early can unravel achievements
Supplement: Identify when external support is needed, but it has to be the right support
Value is questioned
Promote your achievements
Fight for your fair share
Limited $ for investment
Reform yourself
Reform could be thrust on you
Survive
Limited resources
Collaborate
Dysfunctional leadership
Conditional Cooperation: Guilt employees into innovating by comparing with their peers
Nudges: Show real-time innovations on the intranet homepage, and reward first contributions of the week
Convenience: When staff log-on ask if there are innovation ideas they need to complete
Choice Overload: Make the most important innovations the easiest to find and apply

2. Contacts
Dr Michael Nelson
Director, SmarterKnowledge
michael.nelson@smarterknowledge.com
About SmarterKnowledge
SmarterKnowledgeis a progressive management consulting company that delivers high-end consulting services, focused on improving, innovating and empowering its clients.
Improve: Efficiency and effectiveness reviews. Operating model redesign. Cost reduction. Strategy and policy analysis using Behavioural Economics and Systems Thinking.
Innovate: Thought leadership and original research. Public sector innovation. Business and technology alignment.
Empower: Capability development through training (Systems Thinking, Decision Making, Behavioural Economics) and knowledge management strategy.
For more information, please visit www.smarterknowledge.com.
Smarter
Knowledge
The Public Sector Executive Level Leadership Conference 2014
Practical Tools for Improving, Innovating and Empowering Leadership
16-18 September 2014, Boat House by the Lake, Canberra
Notes