Interview with Paul Flynn

Paul Flynn, CEO for CanDo4Kids Townsend House was interviewed by Dr Carolyn Palmer to discuss leadership issues.

Personal Reflection
It would appear as though his leadership style is more people-orientated as many of his reflections discuss the relationships within his organisation and how he managed the people rather than the task. This is not to say that he does not care about the goals, but rather he sees the social capital as being the best mechanism to achieving the organization's strategic plan. He has an inclusive decision making process with his employees probably due to the nature of his organization being volunteer based. Because they are volunteering their time, a highly autocratic leadership style would be too derisive and discouraging to them.

Notes
Decision Making

• Worst type of leader doesn't make a decision. Even a bad decision is better than no decision.
• Learn from bad leaders about what not to do. Anaylse all leaders.

Ethics

• Ethics is important, if you have to query if something is ethical, then it's probably not.
• Sayings/expressions communicate valuable truths

Environment

• Surround yourself with talented people, who can be allowed to make mistakes, otherwise your not trying hard enough

Strategic Plan

• Strategic plan and operational outcomes should guide all staff in their decision making
• Revisit strategic plan, but most importantly, the operational outcomes

Leadership Style

• Leadership style should be sensitive to the situation, eg. autocratic style may not be in the organistion's best interests
• The rich 10% of ideas should be included, while the other 90% should be weeded out
• Effective leaders: humour, single minded approach, never about you (should be about the goal and stakeholders; seek out advice; don't take yourself too seriously)

Managing People

• Sometimes people can do their job too well, eg. a fire warden just needs to stop fires. Expelling too much energy on pet projects.
• Developing good understanding of different staff and who is interested in the organistion, and who are just there for the job
• Social capital. Surround yourself with passionate people. 
• Value volunteers
• Conflict, act as a mediator between the two parties. Resolve your conflict personally with someone.

Networking

• What you can do for someone else. It will pay dividends for itself later

Influence

• Articulate your vision, inspire and motivate people. Demonstrate how it makes the follower's lives better and what the followers must do to achieve this.
• Change - not change for change's sake.

Organisationally

• Be early, keep time for people,