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November 22 2014

Tags: business

October 12 2014

Direction is vital for the sustained success of just about any organization. A fantastic leader at top makes a big difference to her or his organization. Everyone will concur with one of these statements. Specialists in recruiting area mention the need for leaders at all levels, and not that of the leadership at the very best. It is not without reason that firms like 3M, Proctor & Gamble, GE, Coca Cola; HSBC etc. have known to put in place processes for developing leaders constantly.

Mention this issue, however, into a line supervisor, or to a sales manager, or some executive in many organizations and you will most likely deal with answers that are diffident.

Leadership development -a need that is tactical?

The subject of leadership is dealt with in a general way by many organizations. Cultivating leaders falls in HR domain name. Whether the good motives on the other side of the training budgets get translated into actions or not, isn't tracked.

Such leadership development outlays which are depending on general notions and only great motives about direction get excessive during times that are great and get axed in bad times. If having good or great leaders at all levels is a strategic demand, as the top companies that are above demonstrate and as many leading management experts assert, why do we see such a stop and go strategy?

Exactly why is there disbelief about leadership development systems?

The very first reason is that expectations (or great) leaders aren't defined in operative terms as well as in ways where the outcomes can be verified. Leaders are expected to reach' many things. They're expected to turn laggards turn around businesses, appeal customers, and dazzle media. They are expected to perform miracles. These expectations remain merely wishful thinking. These desired outcomes cannot be used to supply any hints about gaps in development demands and leadership abilities.

Absence of a universal and complete (valid in states and varied industries) framework for defining direction means that direction development attempt are scattered and inconsistent. Inconsistency gives bad name to leadership development programs. This breeds cynicism (these fads come and go....) and opposition to every new initiative. This really is the 2nd reason why direction development's goals are often not fulfilled.

The third rationale is in the methods used for leadership development.

Sometimes the programs include adventure or outdoor activities for helping people bond better and build better teams. These applications create 'feel good' effect as well as in certain cases participants 'return' with their private action plans. However, in majority of cases they neglect to capitalize in the efforts which have gone in. Leadership coaching must be mentioned by me in the passing. In the hands of an expert trainer his leadership abilities can be improved by a willing executive drastically. But leadership coaching is too expensive and inaccessible for many executives and their organizations.

Direction -a competitive advantage

When direction is defined in relation to capacities of a person and in terms, it's not more difficult to assess and develop it.

When leadership skills defined in the above mentioned mode are found at all degrees, they impart a distinct ability to an organization. This capability provides a competitive advantage to the organization. Organizations using a pipeline of leaders that are good have competitive advantages even individuals with great leaders just at the top.

1. They (the organizations) are able to solve problems immediately and can recover from mistakes fast.

2. The competitive have exceptional communications that are horizontal. Matters (processes) move faster.

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

4. Their staff (indirect) productivity is high.

5. They're excellent at heeding to signals customer complaints, linked to quality, shifts in market conditions and client preferences. This contributes to bottom-up communication that is useful and good. Top leaders have a tendency to have less variety of blind spots.

6. It is much easier to roll out applications for tactical shift and also for improving business processes (using Six Sigma, TQM, etc.). Great bottom up communications improve top down communications also.

7. They require less 'supervision', since they can be strongly rooted in High Performing Women values.

8. They are better at preventing catastrophic failures.

Expectancies from nice and successful leaders should be set out clearly. The direction development plans ought to be selected to develop leadership abilities that can be checked in operative terms. Since direction development is a strategic need, there's a requirement for clarity regarding the facets that are above mentioned.

Tags: Business
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