Registration, exhibition and refreshments
Welcome and introduction by the Chair
Keith Aitken, Broadcaster and Journalist
Session One: Compare and contrast
This session aims to encourage frank conversations about where public service management should focus its attention and how perceptions of it, which are not always favourable, need to be challenged in order to bring about the sorts of changes needed
In discussion with....
Colin Mair, Chief Executive, Improvement Service
Ian Marchant, Chairman, Infinis
Tackling negative perceptions of public service leadership: that it's slow, mediocre, and lacking accountability. Is there something inherent in public service management culture that negates dynamism?
In discussion with...
Johanna Boyd, Leader, Stirling Council
Prof James Mitchell, Professor of Public Policy, Academy of Government, University of Edinburgh
Refreshments, exhibition and networking
Debunking leadership myths
True leadership is about influence and cannot be awarded, appointed or assigned. Too often leadership roles are bestowed on the most productive team member, or most experienced, and sometimes the most confident. It is arguable that people are more disposed towards following principles than knowledge or confidence. This session will explore some of these ideas and ask if we are too safe in our choices.
Equating leadership and management
Murray Easton CBE, Non-Executive Director, Caledonian MacBrayne
These are two very different, but interrelated pursuits. Managers focus on maintaining systems, processes and best practice. Leaders influence people.
The Flawed Leader: creating an innovative culture
Professor Don Ledingham, Chief Executive, Ceannas Ltd
We all carry a very powerful mental model around in our heads of what 'good' leadership looks like. The reality is that this model provides a limiting effect on leaders' behaviour - which regresses everyone to the mean. Where leaders break free from this orthodox view of the world, and behave in a manner much closer to who they really are, then great things can happen.
Effectiveness and Legacy: Right and opportunity
Jim Mather, Chair, Working Together Review: Progressive Workplaces in Scotland
This presentation will focus on lessons learned during and after the Working Together Review and will establish how organistaions can and must evolve from 'flawed leadership' to 'shared resilient leadership'.
Questions and discussion
Lunch, exhibition and networking
*Delegates will work will groups exploring key themes emerging from the morning sessions.
13:30 Dr Deborah Benson, Leaders for Leadership
14:05 Comfort break
14:10 Session resumes
The importance of being earnest
Slightly clumsy literay reference aside, this session will look at the sorts of encouraging behaviours that are a pre-requisite of high functioning teams. It will stress the importance of enabling others and on the importance of involving people with a brief to ask searching questions that help force leadership out of its comfort zone. Advancing the notion that succesful teams can only emerge from emotionally robust cultures.
Case Study: Challenges of University leadership
Professor Petra Wend, Principal and Vice Chancellor, Queen Margaret University
Questions to Petra Wend
Panel discussion: Unleashing innovation - 'look below'
Paul Holland, Principal Prevention Officer, East Renfrewshire Council
Martyn Blissitt, Animal Disease Control, Scottish Government
David Brownlee, Head of Bureau Services, Citizens Advice Scotland
Susan Murray, Assistant Director of Public Affairs, SCVO
Panellists are drawn from teams who were integral parts of last year's award winners at the Public Service Excellence Awards. Whilst all operate within very different milieus, all were predicated on community based innovations receiving the support of leaders and 'managing up' successfully.
Karyn McCluskey, Director, Scottish Violence Reduction Unit
Questions to Karyn McCluskey
Summary and conclusions by the Chair
Close of conference