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Leadership Development, Developing Building Learning Leadership Skills

Direction is essential for the sustained success of just about any organization. A great leader at top makes an impact to their organization. One of these statements will be concurred with by everyone. Experts in recruiting area mention the importance of leaders at all levels, and not just that of the direction at the top. It's not without reason that firms like 3M, Proctor & Gamble, GE, Coca Cola; HSBC etc. have understood to set in place processes for developing leaders always.

Mention this subject, nevertheless, to a sales manager, or to a line supervisor, or any executive in many organizations and you'll probably cope with responses that are diffident.

Leadership development -a need that is strategic?

Many organizations deal with typically the topic of leadership. Cultivating leaders falls in HR domain. Whether the great intentions behind the training budgets get translated into actions or not, is not tracked.

Such leadership development outlays which are centered on general notions and just great goals about direction get axed in poor times and get extravagant during good times. If having great or good leaders at all levels is a strategic demand, as the above top companies demonstrate and as many leading management experts claim, why do we see such a stop and go approach?

Why is there skepticism about leadership development systems?

The first rationale is that expectations (or great) leaders are not defined in in ways in which the outcomes may be confirmed and surgical terms. Leaders are expected to attain' many things. Leaders are expected to turn laggards turn around businesses, charm customers, and dazzle media. They are expected to do miracles. These anticipations remain merely wishful thinking. These desired consequences can not be used to offer any clues about gaps in development demands and leadership skills.

Absence of a comprehensive and universal (valid in varied industries and conditions) framework for defining direction means that direction development effort are inconsistent in nature and scattered. Bad Team Emotions name is given by inconsistency to leadership development programs. That is the next reason why the objectives of leadership development are often not met.

The third motive is in the processes used for leadership development.

Occasionally the applications build better teams and contain outside or adventure activities for helping individuals bond better. These applications generate 'feel good' effect and in some instances participants 'return' with their personal action plans. But in majority of cases they fail to capitalize in the attempts that have gone in. Leadership training must be mentioned by me in the passing. But leadership training is inaccessible and too expensive for many executives and their organizations.

During my work as a business leader and later as a leadership trainer, I came across it is helpful to define direction in terms that were operative. When direction is defined in relation to capabilities of an individual and in terms of what it does, it is not more difficult to evaluate and develop it.

They impart a distinctive capacity to an organization, when leadership skills defined in the above mode are found at all degrees. This capability gives a competitive advantage to the organization. Organizations having a pipeline of leaders that are good have competitive advantages even those with great leaders just in the top. The competitive advantages are:

1. The competitive (the organizations) may recover from errors fast and are able to solve problems quickly.

2. They have exceptional horizontal communications. Matters (processes) go faster.

3. ) and often be less active with themselves. Hence ) and have 'time' for people that are outside. (Over 70% of internal communications are error corrections etc about reminders,. They are wasteful)

4. Their staff (indirect) productivity is high.

5. Themselves are not bad at heeding to signs shifts in market conditions, customer complaints, linked to quality and customer preferences. This contributes to bottom-up communication that is good and useful. Top leaders generally own less variety of blind spots.

6. Good bottom-up communications improve top down communications too.

7. They demand less 'supervision', since they are firmly rooted in values.

8. They are better at preventing disastrous failures.

Expectancies from successful and nice leaders ought to be set out clearly. The leadership development plans must be chosen to acquire leadership abilities that could be checked in operative terms. Since direction development is a strategic demand, there's a demand for clarity about the above mentioned facets.

Tags: Business

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