Following my two earlier articles about Northern Power Women’s excellent report, “Levelling Up by Powering On”, here is the second half of my baker’s dozen of foundational principles that I continuously rely on in my work with leaders across a broad demographic spectrum.
My first article in this series concludes with a model that highlights the need for concepts to possess rigorous research underpinnings and to be practical. It is vital these can be implemented. It may not necessarily be easy to do this. However, through diligent endeavour they can be learnt, understood, practised, and competence deepened by ongoing coaching. Combined, rather than any one in isolation, these faculties represent the hallmarks of great leadership.
When exercised, these principles deliver a humane, compassionate, and purposeful style of leadership. This imbues organisations, large and small, for and not for profit, with a fit and healthy climate. Employee engagement and well-being will rise, the customer and citizen experience will improve, the environment will be protected – the triple bottom line is maximised.
The sustainable outcome is that we won’t just level up, we shall power forward into a new and better community.
Continue reading “A baker’s dozen of valid and practical leadership actions – part 2”
This is the third and final look at the ABC of Leadership and Management.
T is for training
Does training (or L&D) activity add value? Is there a return on the investment, if, indeed, the C-suite regards it as such rather than an expensive, preferably avoidable cost? An article entitled “The Great Training Robbery”, published by Harvard Business School, merits reading during the festive season, see https://www.hbs.edu/faculty/Publication%20Files/16-121_bc0f03ce-27de-4479-a90e-9d78b8da7b67.pdf. It says US firms spend something like $165 BILLION on “development” of which 90% generates NO performance uplift within 12 months.
The new vogue of e-training commoditises learning into read this, watch this, listen to this, do this tick-box exercises. This may satisfy compliance but the learning cycle of acquisition, assimilation and application of new knowledge does not complete a full cycle. The old practice of discussing expectations of performance uplift before undertaking any training, reviewing and committing to them immediately afterwards then subsequently tracking progress appears to be a redundant managerial practice. Is it all too humdrum?
Might that have something to do with the job descriptions including leading the team and growing its capability as the last in the list of objectives – see my previous blog (letter S)?
Continue reading “An ABC of Leadership and Management (part 3)”