INDIVIDUAL LEADERSHIP PATHWAY

your name here:

Individual Leadership Pathway

© 2015 Asia New Zealand Foundation

Welcome!

This was created with you in mind. Self-directed learning can be an exciting challenge, so we’ve developed this interactive PDF to try to keep you as engaged in your professional development as possible. While do not provide a formal leadership development programme, this pathway will help you get the most out of being in the network. Across the following pages, you’ll find the Asia New Zealand Foundation symbol in white like this: Click on it to reveal additional information that is relevant to your stage in the Leadership Pathway. Later in the document, you’ll also find information on tools and opportunities that you can use to keep track of your development. In order to save your completed actions, make sure you save a copy of this PDF on your local machine. This entire document is also printable. If you have any questions while navigating through the pathway, in the first instance please refer to the FAQs at the back. If you are still unsure, please contact Masina Taulapapa at [email protected]. Disclaimer

The information contained in this Individual Leadership Pathway is confidential and intended for the Asia New Zealand Foundation Leadership Network only. You are asked to respect that confidentiality and not disclose, copy or make use of its contents.

What is the Individual Leadership Pathway?


The Leadership Network’s vision is to create a community of leaders committed to strengthening New Zealand’s relationship with Asia. To make a real and lasting difference, the Leadership Network Individual Leadership Pathway has been designed to help network members build their leadership capability in strengthening New Zealand’s relationships with Asia.

The pathway contains:

A set of indicators that will assist network members to identify where they currently sit on their individual leadership pathway and to identify areas of strength and areas for development.

leading

A development toolkit containing a range of ideas and options to help members learn and grow in the key areas.

Each indicator has three growth areas aligned to the leadership pathway: • Emerging • Growing • Leading Each stage builds on the previous stages knowledge and skills. As the growth stage increases in complexity, they assume ongoing demonstration of the behaviours at the previous stages.

growing emerging

The Pathway at a glance

There are four sections in the pathway which describe the core skills, knowledge, attributes and desired behaviours that will enable the Asia New Zealand Foundation and network members to grow New Zealand’s future relationships with Asia.

LEAD

LEARN

Take the Lead

Learn and Grow Asia and New Zealand

CONTRIBUTE

CONNECT

Contribute Widely

Create Connections


Lead Take the Lead: Build and develop leadership experiences with cross-cultural awareness and understanding. © 2015 Asia New Zealand Foundation

Pathway indicators for each growth level: emerging • Have self-awareness • Always behave in an ethical manner • Communicate openly, respectfully and honestly • Be committed to growth and development • Express confidence in interactions with network members, Foundation staff and other external partners • Have a positive attitude • Understand and empathise with differences in people and cultures

growing • Find opportunities to pursue and improve leadership experiences • Encourage engagement between network members • Encourage network members to participate in learning opportunities • Seek help with assessing/improving leadership • Be mindful of ethical situations and bring them to attention of Foundation staff for action/resolution • Know appropriate and effective ways to communicate with people from different cultural backgrounds

leading • Create opportunities for others (e.g. internships, job opportunities) • Lead by example • Facilitate leadership development opportunities for network members • Demonstrate the network’s values in activities and behaviours • Publicly acknowledge the efforts of other network members • Build rapport and work effectively with stakeholders from multiple cultural backgrounds

Learn Learn and Grow Asia and New Zealand: Build awareness and understanding of Asian contexts (e.g. politics, culture, religion, language etc.) and the region’s importance to New Zealand.


Pathway indicators for each growth level: emerging

growing

• Understand issues around identity, demographics and economics

• Have a good understanding of New Zealand history

• Maintain an awareness of external political environment

• Be mindful of the political environment that may impact on the Foundation and network

• Know and understand the Asia New Zealand Foundation vision and mission • Know and understand the Leadership Network’s vision • Look for opportunities to become more culturally aware • Recognise and take advantage of opportunities for development

• Convey Foundation and network vision to other network members • Teach and share knowledge about cultural etiquette with other leadership network members • Promote diversity within the network • Recognise areas needing improvement and participate in activities/training to increase skills

leading • Communicate vision and mission of Foundation and network to other organisations • Teach and share knowledge about New Zealand history, culture and political environment • Create opportunities for learning about other cultures • Participate actively in professional development

Connect Create Connections: Build and foster strong relationships, networks and links. © 2015 Asia New Zealand Foundation

Pathway indicators for each growth level: emerging • Maintain an interest and active engagement with the Foundation and the network • Be active in your own cluster and one additional cluster/sector group • Interact positively with external stakeholders and other organisations • Be an advocate for the Asia New Zealand Foundation and the Leadership Network

growing

leading

• Proactively engage with internal and external network events and activities

• Be an opinion/thought leader on behalf of the network

• Communicate the network’s mission to external agencies/organisations

• Take action to introduce and facilitate connectivity between members in different clusters regularly and organisations beyond the network

• Connect regularly with New Zealand clusters/sectors and at least one offshore cluster/sector (informally or formally) • Welcome new members into the network and explain the Foundation and network’s mission and vision

• Build relationships in the region outside the network • Develop strong relationships with external stakeholders and other agencies and organisations

Contribute Contribute widely: Influence others through engagement with the wider community. © 2015 Asia New Zealand Foundation

Pathway indicators for each growth level: emerging • Look for opportunities to develop understanding about New ZealandAsia relations

growing • Develop opportunities to push and stretch self

• Seek to build awareness of Asia New Zealand Foundation and the Leadership Network

• Strengthen knowledge and information of Asia New Zealand Foundation and the Leadership Network with/from others

• Gain knowledge and information from others

• Make connections and/or introductions for network members

• Attend and participate in events/ opportunities • Be involved with a community service or volunteer activity

leading • Leverage networks and position to create opportunities for network members • Boost the profile of the Foundation and network • Gain support from key industry leaders and organisations to ensure support for the network’s vision

The Development Toolkit The Development Toolkit is a self-directed resource containing a range of development ideas and options to help members learn and grow in the key areas based on a blended learning approach.


The toolkit will identify what options the Asia New Zealand Foundation and other organisations can provide, and also what individual members can do. This toolkit enables leadership network members to reflect upon their development within the Leadership Network. The toolkit may be used for informal self-reflection including identifying strengths and areas for further development, preparing your individual development plan and actions, on your development journey.

The toolkit contains: • 2x self-assessment tools

• 4x Development options

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10

• 1x Individual development plan

16

19

13 17

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The Development Toolkit: Getting started on your development


1. Self Assessment Before you start the self-assessment, review the associated pathway indicators in each area and consider where you may sit across the growth areas. It may be that you are competent across one or two of the growth areas, e.g. three or four behaviours in “emerging” and one or two behaviours in “growing”. The purpose of this exercise is to determine where you currently sit on your individual leadership pathway and what you might focus on for your development, rather having a precise rating for each of the areas. There are two tools for you to use for the self-assessment. These tools will enable you to identify the areas you’d like to focus; Johari Window Tool and Know Your Development Needs. It’s up to you which tool you’d like to use.

2. Development Options Once you’ve completed the self-assessment, review the development options here. Each of the pages corresponds to a particular area within the pathway, so you can focus your development.

3. Development Plan Once you’ve completed the self-assessment, identified the areas for your development, and reviewed the development options, you’ll create an individual development plan. This is the opportunity for you to describe an area for development, your proposed development actions and a completion date. Please note that this development plan is yours. There is no requirement that it be shared with the Leadership Network management team, although Asia New Zealand Foundation may ask how you’re going and if you want to meet for a one-on-one discussion about the pathway and development plan.

Self-Assessment #1: Johari Window Tool

Complete this self-assessment to help you think about where you currently sit on your individual leadership pathway and to identify areas of strength and areas for development.

The Johari Window is a communication model which is used to help individuals become more self-aware, and to improve understanding between members of a group. It was created by two psychologists, Joseph Luft and Harry Ingham, and uses a series of window panes to represent different aspects of people’s personalities.

known to others

not known to others


known to self

not known to self

Open

Blind

Hidden

Unknown

Overview of each window pane 1. The ‘open’ quadrant are things that I know about myself and are also known by others. This includes characteristics such as behaviour and skills, and physical attributes such as height, hairstyle etc. 2. The ‘blind’ quadrant are things that others know about me, but that I am unaware of – blindspots. For example, a person may not know that they always look away from a person when they talk or that they get impatient when working with a particular person. 3. The ‘hidden’ quadrant are things that I know about myself, that others do not know. e.g. my favourite ice cream flavour. 4. The ‘unknown’ quadrant are things that neither I know about myself, nor others know about me. The future is in this window, e.g. I may disclose a dream that I had, and as we both attempt to understand its significance, a new awareness may emerge, known to neither of us before the conversation took place. The generation of new insights, is another way to expand the area of ‘unknown’ self.


A tool for identifying and developing your potential


The ultimate goal of the Johari Window is to enlarge the Open Area, without disclosing information that is too personal. The Open Area is the most important quadrant, as the more others know about what you are thinking and what drives you, the more productive, cooperative, and effective they’ll be when working with you. As a leader, this openness will contribute to more trusting working relationships.

The process of enlarging the Open Area quadrant is called “self-disclosure,” and it’s a give-and-take process that takes place between yourself and the people that you’re interacting with. As you share information, your Open Area expands vertically and your Hidden Area gets smaller. As people you work with provide feedback to you about what they know or see about you, your Open Area expands horizontally, and your Blind Area gets smaller. Done well, the process of give and take, sharing, and open communication builds trust within the group. People who have a large Open Area are usually very easy to talk to, they communicate honestly and openly with others, and they get along well with a group. People who have a very small Open Area are difficult to talk to, they seem closed off and uncommunicative, and they often don’t work well with others, because they’re not trusted. Other people might have a large Blind Area, with many issues that they haven’t identified or dealt with yet. However, others can see these issues clearly.

Ways to widen the “open” quadrant: • Seeking and giving feedback • Being open to discovery through sensitive/ courageous communication • Regular self-reflection • Building stronger relationships • Experience and play (especially for the “Unknown” quadrant)



Reflective Activity: Your Personal Johari Window Your Open Area

Thinking about what you might put in the ‘Open’ area of your Johari Window. This gives you the chance to consider your qualities and skills. You could discuss this with another person in the Leadership Network.

Your Blind Spots

You might also be able to recognise some of your blind spots. Think about feedback you have received in the past. Does this help you realise what might be in your blind area? Talking to other people can be useful, so make a commitment to discuss this with a person in the Leadership Network.

Your Hidden Areas

You may want to think about something that you keep hidden that could be placed in the ‘Open’ area. (For example, you might not have told anyone you have been thinking about studying. Once you tell someone, this information becomes moves from the ‘Hidden’ area to the ‘Open’ area.)

Your Unknown Area

Discovering the unknown can be difficult, so you may want to come back to this at another time. Working with your background conversations and generating new insights will also help you to illuminate previously unknown things and place them in your open or hidden areas.

Notes:

Notes:

Notes:

Notes:

Self-Assessment #2:

Know Your Development Needs © 2015 Asia New Zealand Foundation

Complete this self-reflection to help you identify key achievements and target areas for improvement.

1. Review your participation in the Leadership Network over the past year 1. What have been my major achievements over the past year? 2. What feedback have I received from other people in the network? 3. What skills and knowledge need further development? 4. What areas could I improve in? 5. Where do I think I should concentrate my developmental opportunities?

2. Identify your strengths and weaknesses While you know that you need strong technical skills and cognitive ability to be promoted to and succeed in the workplace, you may not know about the importance of emotional intelligence (EQ), which accounts for 90% of the differences between average and top performers. Unlike IQ, you can grow your EQ.

3. Examine any potential career derailers A derailer is not just a weakness. We all have many weaknesses that we may never choose to improve or need to master. A derailer is a weakness that requires improvement if we are to realise our potential.

Self-Assessment #2:

Know Your Development Needs © 2015 Asia New Zealand Foundation

4. What you should do 1. Assess your strengths. 2. Identify your areas for development. 3. Examine any potential career derailers.

strengths

development areas

career derailers

Your Development Options: © 2015 Asia New Zealand Foundation

LEAD

LEARN

How you can take the Lead

What you can do to Learn

CONTRIBUTE

CONNECT

What you can do to Contribute

How you can Connect

Checklists for developing within the Pathway

How you can take the Lead

Click to shade the boxes and remind yourself that you are working on each of these actions. This leadership pathway, like life, is not always linear. So it’s expected that you may be working on, or have already completed actions across all three leadership stages.


The best way to grow in this area is to build new habits

emerging Attend Foundation events, read newsletters, join and participate in the LinkedIn group Attend at least one non-Foundation organised event or activity Complete the annual network survey Self-assess: Reflect critically on your own strengths and weaknesses and come up with some development goals Observe an expert. Note how they operate and what techniques they use. Identify one tool or technique you will apply. If you’re offshore, make contact with other network members

growing Act as a buddy for new members Seek out at least one opportunity to speak/share experiences with external audiences Organise at least one event for network members Participate in both network and at least three external events Complete the annual network survey Participate on a board of local community or regional organisation and/or agency Host network members, and where possible, assist when they are in or travelling to your area

leading Represent the Foundation at events, activities and opportunities Create opportunities for others (e.g. internships) Act as a mentor to new members Participate actively in national organisations and agencies Form an action learning group within the network. Check out at least one leadership webinar per quarter Read these books on leadership Complete the annual network survey Initiate informal meetings for network members in your cluster/area

What you can do to Learn



emerging

growing

leading

Attend at least one event, workshop, or seminar

Contribute to the Foundation’s website, LinkedIn Group etc.

Contribute to external publications and discussions once per month

Participate in regular discussions on LinkedIn etc.

Learn the Leadership Network Mihi

Implement the Leadership Network Mihi

Attend an event on contemporary Asian and New Zealand issues

Attend and participate in at least three activities and events hosted by other organisations

Present or speak at events at least once per year

Attend Asian events such as Lantern and Diwali Festivals Take at least one free online course per year (e.g. through Coursera or Edx) Apply to observe a Track II dialogue (these are open to network members in New Zealand and offshore)

Watch at least one TED Talk per month Learn and grow your knowledge about Tikanga Maori, (e.g. through NZTE Maori Cultural Kit) Contribute to the Track II progress by being engaged and sharing experiences with the wider network

Become a host at one of the Foundation’s festivals Lead a delegation from a particular country Complete the Individual Leadership Pathway Find a sounding board or mentor Participate as a delegate member at a Track II dialogue

How you can Connect



emerging Attend Asia New Zealand Foundation and Leadership Network events and activities Participate in networking events with external stakeholders and other organisations Grow your confidence and interpersonal skills by setting a goal of meeting new people at Leadership Network events and activities. Find out what you have in common with them If you tend to hold back at network events and let others take the lead in discussions, set a goal of asking the first question or leading the conversation Observe an expert If travelling overseas, register with the Safe Travel website (or equivalent if not travelling on a NZ passport)

growing

leading

Engage and network proactively with internal and external stakeholders

Initiate/present/facilitate at internal and external events and activities

Represent the network externally

Become an opinion/thought leader on behalf of the network

Communicate the network’s mission to external agencies/organisations Connect regularly with New Zealand clusters/sectors and at least one offshore cluster/sector (informally or formally) Seek feedback about how you come across in social interactions. Share your commitment to grow in this area and ask for ideas Establish a habit of reviewing your interpersonal style after meeting new people If you’re overseas, make contact with the NZ diplomatic posts and share that you’re part of the network

Introduce and facilitate connectivity between members in different clusters regularly and organisations beyond the network Take opportunities to advocate other network members and their areas of competence and expertise. Your advocacy creates opportunities for others to seek that person out and ask for his or her opinions and comments Get involved with activities run by New Zealand diplomatic missions overseas

What you can do to Contribute



emerging Inform your manager/s about your involvement with Leadership Network and the Asia New Zealand Foundation Attend and participate in community events and activities Get involved in a community service or volunteer organisation Observe an expert. Note how they operate and what techniques they use. Identify one tool or technique you will apply. Seek out a role model or coach Contact Asia New Zealand Foundation staff that organise offshore events and activities in your city or area

growing Inform senior leadership team or board about involvement with Leadership Network and the Asia New Zealand Foundation Connect with associations, volunteer groups and other networks Ask other network members about what they’re working on for their development and see if there’s anything you can offer to help them with

leading Mentor network members Boost the profile of the Foundation and network to other groups, associations and networks you’re involved in Gain the support of key industry leaders and organisations for the Leadership Network’s vision Set yourself some meaningful “stretch” assignments that are different than what you’re used to

Bring together people from different backgrounds or areas of expertise, including those who you wouldn’t usually consider, to create diversity of perspective and then brainstorm ideas for novel solutions

Present at conferences or networking events

Make introductions or connections to assist Foundation initiatives in your city (e.g. Shanghai Teachers Forum)

Present to Foundation-led delegations or groups visiting from New Zealand

Get involved in a community service programme which takes you outside of your “comfort zone” and encourages volunteerism and teamwork

Your Individual Development Plan: development areas

action plan

Describe area for development

Outline proposed development actions

1. 2. 3. 4. 5.


Indicate estimated deadline

INDIVIDUAL LEADERSHIP PATHWAY

FAQs What are the pathway indicators?


Pathway indicators can be defined as clusters of related behaviours, arising from an individual’s knowledge, skills and attributes that are determinants of superior performance in a role. In plain language, these describe the behaviours that lead to success in a particular role.

How will they be used?

They are intended to be used as a tool to: • Guide the assessment of new applications for network membership • Help members to define their individual leadership pathway development within the network • Help the Asia New Zealand Foundation to identify and provide more targeted learning and development initiatives for members

Do some have higher weighting No, all they are all of similar weighting. than others? What’s in the Development Toolkit?

The toolkit is a self-directed resource containing a range of development ideas and options to help members learn and grow in the key areas based on a blended learning approach. The toolkit will identify what options the Asia New Zealand Foundation and other organisations can provide and also what individual members can do. The toolkit also has a self- assessment tool so that members can identify areas of strength and areas for development.


FAQs


What’s a blended learning approach?

The Development Toolkit ideas and options are based on the concept that: • 70% of what we learn is through experience – learning takes place in our daily experiences (e.g. in the work, study or other activities that we are involved in) • 20% of what we learn is through exposure – developing through others • 10% of what we learn is through education – developing through formal courses, books and media

I’ve been in the network for some time, so how can the Leadership Pathway help me?

The leadership pathway may assist you in highlighting your strength areas and providing development opportunities to further your own personal career direction.

I’m new to the network, so how can this help me?

You can assess yourself to identify what you are good at and what areas you need to develop in. The Development Toolkit will give you some ideas on how you can develop in each particular area.

Is it mandatory for me to use this Leadership Pathway?

No. The focus of the Leadership Pathway is on personal development and network members are encouraged to use the tools, however there is no mandatory requirement to do this.

For example, identifying and promoting your strength areas could lead to an opportunity to mentor other network members who need to develop in that area. In addition to the range of development ideas and options in the toolkit, there may also be other network members that could help mentor/coach you in a particular skill/knowledge area.


FAQs


My current personal circumstances (e.g.: I have a young family) means that I have limited time for personal development. How can I use this?

The Foundation recognises that some network members will be balancing work and home/family commitments and that personal development may currently be of a lesser priority.

Will any information be collected from individuals?

No. However the Asia New Zealand Foundation is likely to use the Leadership Pathway to guide the application process for development opportunities, so members keen on those opportunities are encouraged to be active in identifying their development needs and growing their capabilities.

How will the pathway indicators be used in the recruitment of new network members?

When recruiting new network members, the Foundation will use the descriptors for the “Emerging” growth level as a baseline for assessment and rate each based on:

The Toolkit has a range of development options including reading materials which may give you some workable development suggestions based on your personal commitments.

(a) There appears to be a development need in this area (b) There is some evidence in this area (c) There is strong evidence in this area The Foundation does not expect new members to be proficient across all indicators and will make applicant decisions based on the current and future capability needs of the network as a whole.

INDIVIDUAL LEADERSHIP PATHWAY

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