Tag Archives: Employee engagement

Are You An Accountable Person…and Leader?

Over the past 12 months I have noticed a trend within my circles of influence about the importance of accountability. Particularly in reference to leadership.

As a result when asked earlier this year to contribute to the e.Mile People Development Magazine by owner, Christina Lattimer, I jumped at the chance to write an article about this topic. I recently wrote a separate, yet related blog on accountability however wanted to bring to attention the importance of accountability and where it is ‘falling down’ in some quarters. By the responses received to the blogs, it is definitely striking a chord with many.

In my 25 plus years of working as an employee, consultant and leadership coach there have been several themes that continue to recur when working with senior leaders, many linked to being an accountable leader.

Earlier in my career it was initially surprising to me how many senior leaders were genuinely stressed and deeply concerned about their capability to lead others, regularly questioning whether they have earned the right to lead. In some cases they were losing sleep and living unhealthy lifestyles due to the real or perceived pressure of their roles.

I now recognise that much of this angst and lack of self-belief has been developed over time based on habitual, intrinsic and external influences, both perceived and real. Excitingly, for the same reasons, these skills and attributes can be grown to turn the negative aspects into positives.

Read More here…Be Accountable To Be A Leader

 

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Filed under Accountability, Leadership, People Development

Character and Personality Contribute to Leadership

Is a strong personality an asset or a hindrance in leadership and how does it compare to character?

In my current role we have been recruiting quite a few new team members to our business in recent months and it has me thinking about the impact of character on business and team success. Personality and character are regularly referred to in similar terms and sometimes interchangeably, but I think the difference is most stark when looking to find diversity and the right mix for your team. That has certainly been my experience.

What is the difference and does it matter? Read the most recent blog on my CoachStation website to see my view…Character and Personality Contribute to Leadership

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Filed under Employee Engagement, Leadership, People Development

Leadership and Communication: The Details Matter

One of the challenges of leadership and, in fact, communication in general, is understanding the level of detail required relative to each situation.

Lead In, Lead On and CoachStation: Communication

Depending on the need, it can be necessary to discuss in-depth the content for a piece of work; what role someone else is to play in the task; seek input into potential solutions and other relevant details. Knowing when this detail is going to add value and not detract from the message or subsequent actions can be the difference between a successful outcome or not. One of the risks is that you as the leader, either do not seek enough input from others and/or confuse the situation as a result of too much information.

I was recently involved in a project that had many layers to it. There were various roles, as you would expect, however the Project Manager (PM) and Project Sponsor were unable to come to grips with their roles to achieve a successful outcome. The PM worked at an ‘arms-length’ with both critical project team members and contributors and the Sponsor was also quite removed as a result. The decision-making process was slow at best and often times non-existent. This flowed into other areas of the project including the testing team and vendor support. Ultimately the project missed several important deadlines over many months and was delayed.

On occasion, it is important to note when it comes to communication and an appropriate level of detail and engagement, less is more!

Without oversimplifying what was a complex project, much of this could have been resolved through clearer communication channels, better-defined roles and improved structure. All of this would have been improved through greater clarity regarding the detail at the beginning of and at various stages of the project. Being able to answer key questions and revisiting them throughout the project can assist in reducing the risk and meet the milestones along the way.

  • What role does each person play?
  • How are the stakeholders to be involved and kept up to date?
  • Has each expert been engaged at the right level and time?
  • Have the end-users and SME’s been involved?
  • How much jurisdiction does the PM have?
  • Who are the key vendor contacts?
  • Who is ultimately responsible for keeping the project on track?
  • What is the role of the Steering Committee and Working Group?

At face value the answer to these questions may seem relatively simple. In reality, the issues that occurred in this project are quite common throughout most organisations in my experience. Leading through a major project, with the right format and level of detail understood by all involved, is difficult. In fact, it can be quite daunting!

Much of this confusion, fear and doubt can be overcome by seeking clarity and involving the project team at the right level. Overlapping and ill-defined roles; political maneuvering; ineffective leadership; poor communication; poor role selection; limited capability of key personnel in key roles; and a loose project plan are all contributors to a reduced outcome. Clarity in tasks, a communication plan/strategy and ultimately a reduction of these issues overall provides a much stronger baseline to work from and minimises the risk of project over-runs and missed deadlines. Understanding the necessary details and seeking clarity early in the project is key. Maintaining an appropriate level of clarity and direction throughout the project timeline also matters.

In leadership generally, the same inputs and questions listed above can be applied to many situations and team cultures. Too much or too little detail and/or a resultant lack of clarity and understanding for each role, position and person within your team is unlikely to add value to meeting goals and objectives. The risk of employee dissatisfaction, turnover and a lack of engagement is also often the result. Enabling your team to provide input into their roles and that of their broader team is critical. As the leader, ensure that clarity exists to the most appropriate degree possible. This does not remove all risk, however is a key piece of the leadership puzzle and as in the example detailed, the alternative can be a very messy and expensive option otherwise.

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