Tag Archives: effective leader

Invest In Setting Up Your Leaders to Succeed

To succeed as a leader, significant support is required.

This starts before the opportunity to lead begins…or at least, it should.

CoachStation: Leadership Success

Setting up your leaders to thrive through a development program both prior to and during their tenure is key to the success of your leadership team and your business. Training in itself is one source of development, however must be supported in practice through a developmental culture, coaching and mentoring. Ongoing support ‘makes the learning real’ within the work environment, reinforcing the content and context provided during training.

How many of you support this development through an in-depth and formal induction process?

An induction is not simply an introduction to the business, its history and elements of purported culture. It should be a tailored set of tools that provide context, responsibilities, accountability and other relevant points that provide the leader with every opportunity to hit the ground running and flourish in the long-term. This should be the case no matter what level the leader is employed at. In a recent article Norah Breekveldt highlighted various points related to the investment required to ensure leaders succeed.

Businesses invest heavily in attracting and hiring the best executives the market has to offer. However, despite the best recruitment or search processes, success is by no means guaranteed and many new hires don’t make it – in fact around 40 percent of new hires derail in the first 18 months – that is, they are demoted, are fired, resigned or failed to be as successful as expected.

Can you imagine a business installing some new technology or investing in a piece of highly complex equipment and accepting a 40 percent failure rate? *

There are many reasons why a new hire fails in their role. Unfortunately, too often this is not the fault of them. Informal power bases, politicking, underestimating the challenges of the role, overestimating skills and capabilities, along with other influences are all elements that can derail an opportunity.

When leaders derail their problems can almost always be traced to complex chains of events that developed early in their appointment…Derailment emerges typically over a six to twelve month period as forces conspire against the leader and the impacts of misjudgements or poor decisions start to be realised. The consequences of these failures can be catastrophic for the individual and costly for the firm.

All new leaders require a proactive and supportive approach to their integration in order to succeed and excel. Leading firms recognise that investing in proactive support minimises the risk of outright failure, stems the potential loss of key staff and clients due to missteps that could have been avoided and ensures the new leader becomes productive and flourishes in the shortest possible time. *

The points raised above are logical and seem simple to apply. Yet, in practice few businesses truly succeed at maximising the opportunity for their new leaders, not to mention the existing leadership team.

To genuinely succeed in business, leaders must know their role, continuously develop their skills and be constantly supported to achieve the best they can as a leader, based on each individual. It is worth taking a moment to consider where your organisation succeeds or fails in this area. Take stock and make adjustment where required. The benefits will be felt by all!

 

Source:

Take Your Investment In New Executives One Step Further: Norah Breekveldt, Business First Magazine, July/August 2014 www.businessfirstmagazine.com.au

 

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Leading Is Awesome – Leadership Thoughts

Leading people is awesome, but who judges whether you are a good and effective leader?

CoachStation: Leadership Rewards

What are the elements that allow us to develop leadership self-awareness? These are some of the key questions I often think about when developing ideas to write about or when focused on developing and coaching others. Within my roles I also spend quite a bit of time focusing on customer experience or put another way, helping to create cultures that are able to provide a level of customer service that exceeds expectations. Oddly perhaps, the two are linked in morevways than simply the obvious.

The only way to truly know whether you or your business have exceeded expectations is to ask your customers. Similarly, the best people who are in a position to judge whether we are good and effective leaders are those we lead. It is interesting how many people and leaders find it difficult to ask…and yet it is the only real, qualified method of receiving a genuine sense of how you are viewed and what you can do to improve. It is a brave yet potentially rewarding activity, if you are willing to truly hear the responses and actively do something about the comments and insights.

Understanding how you are going is one aspect, but when is the right time to start leading? When it comes to taking the first step, often it is about taking the opportunities when they present. Additionally, when provided the opportunity to lead are you ready to step up? The challenges of leadership are easily matched and often exceeded by the rewards. Finding and maximising the opportunities presented are not always easy stages of the leadership exposure and development process. However they are important.

In any pursuit, a football team, a business or the community generally, there are different times when different people get the opportunity to lead…The challenge isn’t so much the leadership, it is recognising when the opportunity arises and doing something about it. (1)

There is no right or wrong time to start. After all, when is the ‘right’ time to get married, if at all? Similarly there is no ‘right’ time to have children. It is an individual choice influenced by many factors, most only known and understood by the person or people involved. Knowing yourself and being prepared to ask is a great beginning to the leadership journey.

I continue to write about the inputs to and outputs from leadership and always enjoy the conversations with friends and team mates related to the subject. Recently a collegaue of mine, Keith, responded to a post I had written previously. He made a few relevamnt points that are worth sharing.

1] Leadership is easily derailed by internal and external forces. It requires a big investment in time and emotional effort, and when either of these are challenged then it’s easy to see why it is so often allowed to slip and Leaders become managers. So when resources are scarce or your environment is working against you or your personal resources are not as bright and sparkly as usual, then it takes a special strength to keep your head above water. Leaders also benefit from having the time to think.

2] Self awareness is key. If you don’t stop and take an audit of what you’re good at and where you need to improve – at regular intervals – it’s hard to help others develop.

3] Understand others and issues rather than judge them.

4] Even the best Leaders need examples that they can model themselves on – the things to do and the things not to do. When there is an absence of role models – or the people that are available do not display the character or behaviours you think are right, then that’s a challenge. You need to look somewhere else – but where’s a good place to look?

When things get tough I have trained myself to ask myself these two questions:

Easy over hard. Will I take the easy way or will I take the hard way? Taking the hard way usually brings the biggest result. Sometimes it’s OK to walk away from an issue, but normally walking into it and doing the hard work will have a better outcome.

What you’ve got is what you want. If you don’t like what you’ve got – then the power is with you to change it. It’s no one else’s responsibility. If you’re not prepared to change it then accept it; learn to live with it; and don’t complain about it.

These are our thoughts. What do you think?

(1) AFRBoss.com.au, August 13th

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