must be the change you wish to see in the world”.
We believe that today’s
challenging commercial environment means an
organisation cannot survive without effective
leaders in management at every level of its
This picture shows the
trust, challenge, motivation, influence and
confidence the leader gave – to go beyond where
they believed possible, and still feel safe
For some people, leadership is something
you are born with, it’s in your genes. It
is something associated with charisma –
an almost magical ability to persuade and
inspire others. You either have it or you
At Innovation Consultancy Partnership,
we believe that leadership is far more subtle
and situational. It is also very dependant
on the social and political environment,
the business situation and the culture of
the organisation that shapes the type of
leadership that is necessary.
Leadership is a social process –
the result of interactions between and within
individuals and teams. It is the quality
of these relationships between those designated
to lead and those who depend on it that
is the vital ingredient.
There is not a particular type of
leader – directive or consultative, outgoing
or introvert, visionary or practical who
is more successful than others. Effective
leaders are people of substance, who have
a moral strength, with views, opinions,
feelings and beliefs that do not change
from moment to moment. What organisations
need to succeed are many ordinary heroes
with character and integrity who can serve
as role models.
Leadership is very different from
management. The two are often used interchangeably
and confused as meaning the same thing with
Quality leadership can be developed
and our training programmes are available
to everyone who aspires to become a good
leader. We are experienced practitioners
in using some of the most well-established
models of thought leadership in this area
innovated by such eminent people as; Bruce
W. Tuckman, Dr Meredith Belbin, Dr Paul
Hersey, Professor John Adair, and John P.
The Situational Leadership®
Model was developed by Professor
Hersey, who is recognized as one of the
world’s outstanding authorities on training
and development in leadership. His work
in situational leadership leads us to recognise
the importance of understanding the people
who we lead and to use the most appropriate
style of leadership depending on the people
who we lead, their task and time-frame.
One style of leadership, say directive may
be suitable for say a salesman who is quite
unwilling to quite to writing a report,
but it would be inappropriate with this
same experienced and competent person in
selling product. By the same token, delegating
to one of your staff who is inexperienced
and unable to carryout the task competently
is an abdication of responsibility.
This is an excellent model and allows
the leader to use ‘frame’ given situations,
applying the best style given the situation.
The Action-Centred Leadership
Model, developed by Professor John
Adair, the world's first Professor of Leadership
Studies provides another excellent stimulating
framework for inspiring, motivating and
encouraging individuals and teams to perform.
Amongst other things, the model, developed
from 30 years of research shows us the importance
of staying focussed on all three elements;
task, team and the individual.
There are many ways to build a team;
throw each other off cliffs, go abseiling,
build a raft, spend all night working to
meet a deadline, plan next weeks strategy
over a weekend. Some play five-a-side rugby
after working hours while others go on a
What is important in any event, is
that a few key elements need to be present;
• Creating trust amongst team members
• Allowing differences
• Allowing mistakes
• Recognising individual strengths, styles
• Ensuring tolerance
• Keeping lines of communication open
A good team is a great place to
be; exciting, stimulating, supportive and
This all sounds pretty obvious, but
is rarely achieved in practise without good
leadership. Understanding where the team
is at and leading the team through its natural
development is crucial in embedding all
these important characteristics.
The FSNP Model, developed by Bruce
Tuckman gives a unique insight into how
teams develop and the likely leadership
style that is therefore required to support
this development. The FSNP is stands for
Forming, Storming, Norming and Performing
to describe the attributes and characteristics
of a teams’ performance.
What is important is that a team
will not develop if inappropriately led,
and therefore this model provides an excellent
way of identifying the leadership needs
of the team.
Developing Your Team
Forming: New teams
go along with things to start with while
they get the used to others and the task.
Telling Leader gives a lot of structure,
directions and support.
a little unclear of their role, feel frustrated
/ confused and question what is going on.
Selling Leader builds confidence, praise
and reinforces ground rules.
Norming: Team used
to tasks and establishes a competent pattern
of work and strong team spirit. Participating
Leader involves team in decisions, develops
comfortable and wants to share leadership.
Delegating Leader gives new responsibilities
spends time mostly co-ordinating.
The question is; “Why do we work?”.
At first for food and shelter, but
few of us stop there. We need more
out of life than a meal and a home.
We want careers that take us to
new places, new skills and competences,
prestige and even power, recognition
The issue surrounding motivation
is similar to that of leadership,
we all run on different fuels –
do you go to work to see friends
or because I am a dictator. So developing
universally accepted rules for motivating
people is unwise, as is one kind
of leadership fits all!
Thought leadership has proposed many
answers in the pursuit of motivation,
but it is some of the older theories
that have endured the test of time.
Abraham Maslow’s hierarchy of needs
is still true today. At the bottom
are physiological and safety needs
and at the top is self actualisation
with social needs in the middle.
Only when needs are met at one level
can you expect to proceed to the
next. So if your working conditions
are poor and you are working in
an unhealthy environment, and you
have arrived at work without your
lunch, you may be motivated to realise
your full potential.
Leading therefore also means being
aware of these needs and providing
the right environment and working
arrangements that allow people to
Fredrick Herzerg also led the way
in his thinking on motivation. He
suggested that two categories of
influence in the workplace. Herzberg’s
motivators were achievement; recognition
for that achievement; an enjoyable
job; responsibility; growth; and
advancement. He didn’t particularly
believe in the power of money as
a motivator. Whether you do or not
depends on the way you think (and
may be cultural). Secondly, Herzberg’s
coined “Hygiene Factors” (the things
that made people unhappy and demotivated)
were obstructive company policy,
unhelpful administration, intrusive
supervision, bad working relationships,
poor conditions, uncompetitive salaries,
low status and job insecurity. But
the complexities of the human psyche
mean that money as a motivator can
not be dismissed, it does engender
Leaders therefore need to be aware
of these motivators, as well as
the subtle and sensitive imperatives
Role Model Behaviours to
Motivate and Inspire
• Do what you say you will do, always
• Give praise, personally and daily
• Encourage new ideas, actively
• Lead by example, mostly sell not
• When faced with a problem ask
yourself, what can I do about it
• Never blame others, ask what is
the problem, not who
• Provide timely, accurate feedback
• Ask your team to participate in
decisions, and listen
• Turn a negative into a positive
• Make yourself visible and approachable
We believe coaching identifies and
addresses; needs, motivations, desires
and facilitates the use of critical
knowledge and skill applied to solving
an organisation’s problems enabling
real, lasting change.
At Innovation Consultancy Partnership
we believe coaching is vital to
achieving real success as it is
the process that enables learning
to be applied effectively”
Coaching is common sense, but good
coaching it is rarely achieved in
practise. To be effective, a coach
requires a thorough understanding
of ‘process consultation’, as well
as knowledge of the necessary tools
& techniques that need to be used
to problem-solve and improve.
One without the other leads to a
poor result and a big missed opportunity!
This is a truly powerful methodology
that we call process/skill coaching.
Individual and team effectiveness
is paramount in realising the human
potential through appropriate and
bespoke training. But this must
be delivered within a learning environment
that is enthusiastic and motivating,
with humour and positive recognition
Also, recognising the different
ways people learn is vital to harnessing
strengths and managing weakness,
and we use a range of different
methods to create a positive learning
experience for everyone.
Good training must be seen as an
investment and the initial enthusiasm
and desire harnessed.
Process/skill coaching during and
following training is a must to
harness individual capability and
in implementing new knowledge if
today’s problems are to be solved.
We provide for our clients extensive
training programmes and coaching in the
area of, leading change, leadership and
team-building, supervision skills etc.
Our process/skill coaching is results
focussed (and measurable) and tailored specifically
to individual / team needs, appropriate
to solving your problems. This is extremely
stimulating and motivating for everyone
Through one-to-one or team process/skill
coaching we are able to support organisations
achieve real and lasting change working
within the ‘live’ workplace.
Also we provide support for
the three most important aspects of team
• team selection
• team leadership
• Team development.
All too often these are ignored and
teams are selected purely on their task/technical
ability, resulting in poor solutions and
ultimately, failure to achieve desired outcomes.
Our capability and experience allows
us to partner process consultation with
most, if not all, of the major technical
and non-technical improvement tools & techniques
used within organisations today. For example,
Six Sigma, Change Management, Generic Structured
Problem Solving Tools, Taguchi Methods,
Moreover, we are experienced practitioners
in using some of the most well-established
models of thought leadership, in the areas
of team selection, development & dynamics,
learning and leadership innovated by such
eminent people as; Bruce W. Tuckman, Dr
Meredith Belbin, David A. Kolb and Dr Paul
Hersey, Professor John Adair, and John P.
Process/skill coaching makes best
use of new (or previous) knowledge to achieve
lasting and measurable improvement in developing
your people, and improving your organisation
– this is one of our key; “differences
that will make the difference”
the key and we believe it vital to transfer
our knowledge to the organisation’s people
to achieve an in-house expertise, avoiding
any lasting dependency on us. To do this
we use train-the trainer workshops, as well
as trainer/facilitator and learning-by-doing
Our history and experience of process/skill
coaching has achieved quite amazing