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Direction is essential for the sustained success of practically any organization. A great leader at top makes an impact to his or her organization. Everyone will concur with these statements. Experts in hr area mention the importance of leaders at all levels, and not just that of the leadership at the top.

Mention this issue, nevertheless, to a line manager, or to some sales manager, or any executive in many organizations and you will probably cope with diffident answers.

Direction development -a need that is tactical?

The subject of direction is dealt with in a general way by many organizations. HR domain is fallen in by developing leaders. Budgets are framed and outlays are employed with indexes like training hours per employee annually.

Such direction development outlays that are centered on just great goals and general notions about leadership get axed in poor times and get extravagant during times that are great. 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 specialists assert, why do we see this type of stop and go strategy?

Exactly why is there disbelief about leadership development programs?

The very first motive is that expectations (or great) leaders aren't defined in in manners where the outcomes could be confirmed as well as surgical terms. Leaders are expected to achieve' many things. They're expected to turn laggards into high performers, turn companies, appeal customers around, and dazzle media. Leaders are expected to perform miracles. These anticipations stay merely wishful thinking. These desired consequences can't be utilized to supply any hints about differences in development demands and leadership abilities.

Absence of a common and complete (valid in varied businesses and states) framework Team Development for defining direction means that direction development effort are inconsistent in nature and scattered. Bad name is given by inconsistency to leadership development plans. This breeds cynicism (these fads come and go....) and resistance to every new initiative. That is the second reason why the goals of leadership development are often not met.

The next reason is in the methods employed for leadership development.

Occasionally the programs consist of experience or outdoor activities for helping people bond better and build teams that are better. These applications create 'feel good' effect and sometimes participants 'return' with their personal action plans. In majority of cases they fail to capitalize on the attempts which have gone in. I must mention leadership coaching in the passing. But leadership coaching is overly expensive and inaccessible for most executives and their organizations.

During my work as a business leader and after as a leadership coach, I discovered that it is advantageous to define leadership in operational terms. When leadership is described in terms of capacities of a person and in terms of what it does, it is simpler to assess and develop it.

They impart a distinct capacity to an organization when leadership skills defined in the above mode are present at all levels. This ability gives a competitive advantage to the organization. Organizations having a pipeline of leaders that are good have competitive advantages over other organizations, even individuals with great leaders just at the top. The competitive advantages are:

1. They demand less 'supervision', since they can be firmly rooted in values.

2. They are better at preventing disastrous failures.

3. The competitive (the organizations) are able to solve problems rapidly and will recover from mistakes fast.

4.They will have excellent communications that are horizontal. Matters (processes) move faster.

5. ) and tend to be less occupied with themselves. Hence themselves have 'time' for outside people. (Over 70% of internal communications are mistake corrections etc about reminders,. ) and are wasteful)

6. Their staff (indirect) productivity is high.

7. Themselves are not bad at heeding to signals customer complaints related to quality, shifts in market conditions and client preferences. This leads to bottom up communication that is good and useful. Top leaders generally own less variety of blind spots.

8. It's easier to roll out applications for tactical shift and also for improving business processes (using Six Sigma, TQM, etc.). Topdown communications improve also.

Anticipations from good and successful leaders must be set out clearly. The leadership development plans must be chosen to develop leadership skills that may be verified in operative terms. Since leadership development is a strategic demand, there is a need for clarity in regards to the above facets.

Tags: Business

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