Success Feelosophy Helping Everyone Learn to Succeed

Leadership & Teamwork

Click on this link to give an explanation of Systems Thinking and The Learning Organisation

Click on this link to give a very brief and simple introduction to 'Spiral Dynamics' that will outline how understanding human development (learning and evolution) is essential for systems thinking and effective leadership in the 21st century.

This video shows how the Science of Learning has been applied to the England football team with the introduction of Sven Goren Eriksson applying the Shared Mental Models approach from The Learning Organisation.


(Why, despite high unemployment, there are lots of vacancies for leadership and management position) Click here to download the powerpoint presentation

Click here for the booklet to do the activities

For many years there has been huge sums of money invested in researching effective leadership and management since businesses, organisations and nations are dependent on it.

However the conclusions from this research is very useful to all and can be applied in numerous situations. This video clip illustrates how Sir Clive Woodward used this understanding to help create an England rugby team that won the World Cup in 2003.
  1. What is meant by leaders and managers?
  2. What is needed to be an effective leader or manager?
  3. How can the skills needed be learnt?
  4. Why is there a shortage of effective leaders and managers?
  5. What can be done to develop more effective people?
  6. Further useful information

 What is meant by leaders and managers?

There is a very big difference between leadership and mangement,but both roles are important in families, communities, employment and sport.
Considering this question might help to explain this –
You are one of 7 children (the Waltons?) and your parents have sadly died, you are looking for a foster parent to look after (lead) you. List the most important skills and qualities that you would like them to have to parent (lead) your family.


Another situation you may wish to consider is - You have been stranded on a desert island (like on the TV programme ‘Lost’) with about 50 other people. List the most important skills and qualities that you would a person to have to be the leader of the group on the island.


Both these questions may have produced a list of qualities which have been put into the 2 separate lists shown below. How many did you suggest and which of the lists contains the majority of your choices



  • Very hard worker

  • Good organiser

  • Focuses mainly on efficiency

  • Likes predictability, stability and order.

  • Organises people and resources toward the effective and efficient pursuit of predetermined objectives

  • ‘Does things right’

  • Likely to say "We’re working as hard as we can and making good progress"



  • Very good analytical and conceptual thinker

  • Good Interpersonal skills

  • Focuses On Effectiveness

  • Likes change, development and new perceptions.

  • Catalyses commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

  • ‘Does the right thing’

  • Likely to say "We’re going in the wrong direction"



Here are some quotes to illustrate the difference
MANAGING is a process or system or relationship aimed at producing predictability, stability and order.
LEADING is a process or system or relationship aimed at producing change to bring about a new reality.
(after John Kotter -What Leaders Really Do – 1999 & Leading Change – 1996)

In this next video clip Sir Clive Woodward demonstrates his leadership by wanting change –it is often called "Paradigm Shift" –because it is a very big change in the WAY people think


 What is needed to be an effective leader or manager?

Ernest Shackleton is now considered to have been very effective leader (and manager).
Here is a list of the qualities he is described as having –do you or people you know have them?
  • Optimist and is able to cultivate an optimistic outlook to others.
  • Excellent communicator who makes others feel involved.
  • He treats everyone with equal respect and constantly checks on their welfare,
  • Good sense of humour, often joking with people them,
  • Very good listener, asking for opinions on a one-on-one basis carefully,
  • Decisive – having considered a range opinions and suggestions, he is able to take forceful, unpredictable action.
  • Flexible – although a meticulous planner, he does not stick to a plan that isn't working.
  • Strong example – he never ever asks anyone to do anything that he wouldn't or couldn't do himself. He always leads from the front, showing others how he wants things done, inspiring them to do it.
  • Encourages enjoyment – He is able to maintain morale using a huge range of activities to keep spirits high.  


In the 21st century the research has meant that the skills needed to be an effective leader have written about and displayed extensively. For example:

"An emotionally intelligent leader can monitor his or her moods through self-awareness, change them for the better through self-management, understand their impact through empathy, and act in ways that boost others’ moods through relationship management" (Goleman, Boyatzis & McKee, 2001)

Level 1: Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits

 Level 2: Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting

Level 3: Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined objectives

Level 4: Effective Leader catalyses commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

 Level 5: Executive builds enduring greatness through a paradoxical blend of personal humility and professional will

   "Are a study in duality:They are modest and willful, shy and fearless.

They act with quiet, calm determination and they rely principally on inspired standards, not inspiring charisma, to motivate.

They channel their ambition into the company, not the self.

They also ‘look in the mirror, not the window, to apportion responsibility for poor results, never blaming other people, external factors or bad luck.

Similarly, they look out of the window to apportion credit for the company’s success to employees, external factors or good luck."                                  (Jim Collins, 2001, Good to Great)

This next video clip illustrates Sir Clive Woodward displaying some of these qualities, in recruiting experts as part of the leadership and management team


 How can the skills needed be learnt?

SKILLS are actions or activities that can be learnt, but they take a lot of practice to achieve this, often thousands of hours!! This video clip helps to explain how this occurs.

About 50 or so years ago there were daily learning opportunites for many children to develop these skills as reflected below.
Tick the points below that related to you

Growing Up Learning To Succeed

  1. Accept that much of our food tasted horrible but was natural and didn’t make us fat.
  2. Eat what we were given, because there was no choice.
  3. Realise that certain foods were treats because they were rare and special
  4. Copy our family by watching and listening to them instead of being bombarded by electronic shapes and noises.
  5. Be excited by books when our parents read to us.
  6. Tolerate pain by learning to crawl, stand, walk, climb, fall down and fight with our brothers and sisters a lot.
  7. Concentrate by our family playing with us instead of leaving us to watch coloured lights on a screen.
  8. Enjoy hugging and cuddling because it was how our family showed they cared, and not by being bought stuff.
  9. Expect to get what we want would only cause our family to laugh, and getting what we needed was much more important.
  10. Be both good winners and good losers otherwise we didn’t get to play games with our family.
  11. Listen carefully and speak clearly otherwise our family ignored us.
  12. Look after our money and possessions, otherwise we didn’t get any.
  13. Understand that work is any activity that we didn’t want to do but had to and if we didn’t help around the house we didn’t get any money or possessions.
  14. Solve problems because we experienced loads and although people gave us clues they wouldn’t do it for us.
  15. Make good decisions because we made lots of bad ones and learnt from the consequences.
  16. Become confident, because our family wouldn’t let us give up.
  17. Have initiative and be creative because we had no satellite TV, DVDs, computers, video games or internet.
  18. Organise and plan our lives because we had no mobile phones to allow us to leave everything to last minute and keep changing our minds.
  19. Be healthy because most us didn’t have cars and had to walk everywhere.
  20. Be honest, as dishonesty was almost a hanging offence to my family.
  21. Respect ourselves and others because our family continually showed us they cared and considered our thoughts and feelings.
  22. Be responsible because we trusted to leave home in the morning and play all day, as long as we were back before it got dark, with no one able to reach us

The next video clip illustrates how Sir Clive Woodward provided the players with the learning opportunities to take responsibilty for there own skill development and success, similar to those above.


Why is there a shortage of effective leaders and managers?

Studying the ‘Growing Up Learning To Succeed’ activity above should help to realise that growing up in the 50's and 60's was very different to the recent years and probably the "short term pain helped achieve long term gain" or to quote Friedrich Nietzshe -
"That which does not kill us makes us stronger".
Daily news articles and reports illustrate young people today are struggling to achieve long term gain and can’t cope with setbacks and life in general, possibly because they haven’t learnt the skills to succeed.
These posters reflect that these skills are not being learnt in order to develop effective leaders and managers.

The next video clip illustrates how these skills were applied by the England Rugby team when things got difficult for them, but did not panic.


What can be done to develop more effective people?


First published in 1989, is a self-help book written by Stephen Covey. It has sold over 15 millioncopies in 38 languages since first publication,
The book was enormously popular, and catapulted Covey into public-speaking appearances and workshops
" We are what we repeatedly do.
Excellence, then, is not an act, but a habit " Aristotle
Provides an incremental, sequential, highly integrated approach to the development of personal and interpersonal effectiveness.
Helps us move progressively from dependence
to independence
to interdependence.
They are NOT a quick fix!
Self-awareness (examine our thinking, motives and habits)
Do not blame circumstances, conditions or people for their behaviour
Take responsibility for our own lives that requires
Conscience (sense when we might act in an ‘incorrect way’)
Imagination (create in our minds new and ‘better ways’)
Independent will (act in a way that is free of ‘negative’ influences)
Clear purpose and understanding of what is to be achieved
Organise and manage time and events to achieve aims
Constantly seek cooperation and mutual benefit (unselfish)
Empathise thoroughly with others’ thoughts and feelings before trying to
Communicate your own
Requires openness and trust in others
Appreciating that others’ differences allows us to develop and improve
Requires team building and teamwork
Ensuring that we try to keep ourselves physically and mentally healthy

The next video clip illustrates how Sir Clive Woodward emphasises HABIT 6 ‘SYNERGY’, with the importance of the non-players to the success of the team.



In recent years, many years of extensive research by Professor Carol Dweck at Stanford University, has applied the term ‘Mindsets’, to help people understand a useful way of developing our motivation skill. It can be explained briefly as:
Fixed Mindset –
People believe that their talents and abilities are fixed traits.
They have a certain amount and that's that; nothing can be done to change it, and this can limit their success.
They become over-concerned with proving their talents and abilities, hiding deficiencies, and reacting defensively to mistakes or setbacks-because deficiencies and mistakes imply a (permanent) lack of talent or ability.
People in this mindset will actually pass up important opportunities to learn and grow if there is a risk of unmasking weaknesses
Growth Mindset –
People believe that their talents and abilities can be developed through passion, education, and persistence.
It's not about looking smart or grooming their image.
It's about a commitment to learning--taking informed risks and learning from the results, surrounding yourself with people who will challenge you to grow, looking frankly at your deficiencies and seeking to remedy them.
Research shows that most great business leaders have had this mindset, because building and maintaining excellent organisations in the face of constant change requires it.


This final video clip illustrate how Sir Clive Woodward’s leadership and management skills helped England in 2003 become World Cup winners.


Our society in the 21st century is very different to any of the previous ones and our children now grow up unlikely to learn the skills they need to succeed as adults ‘naturally’ or by chance. It means that the skills necessary to become effective members of teams or leaders are in very short supply.

Further useful information

 Systems Thinking and 'Power-full Leadership'