Executive Coaching To Discover Your Purpose - Purpose-Driven Work

By Maynard Brusman

Discovering True Meaning at Work

I work with a lot of clients including lawyers who love their work. A number of my clients like their job, but want to find deeper meaning in their work However, I see a lot people in my career and executive coaching practice that want to transition to something that is more satisfying.

Transforming your work and life involves discovering your identity, purpose and deepest-held values. It takes a lot of hard work and self exploration. Gaining self-insight into what you are meant to be doing takes a lot of courage and commitment.

In an over thirty year career, I have developed a very powerful process to help people discover true meaning at work It may mean finding new and creative ways to rekindle your commitment at your current work Alternatively, it may require taking a completely different path.

Are you doing work that you love? Maybe you were destined to go on a different journey.

People working at all levels are seeking to find true meaning in what they do. There is a struggle to find what engages one at work at the deepest level.

The nature of work is changing in our world today. Job security is gone. The rapidly changing world of work causes many of us to ask ourselves questions such as, What is the true meaning or purpose in my work?

Here are four critical questions that are worth asking:

1. What is my purpose at this workplace?

2. How can I bring more meaning to my work?

3. Is this job aligned with my purpose?

4. Are my values in aligned with the values of this organization?

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the BarOn EQ-i and CPI 260 can help you become a purpose driven leader. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams.

We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers.

The Society for Advancement of Consulting (SAC) awarded two rare "Board Approved" designations for Dr. Maynard Brusman in the specialties of Executive/Leadership Coaching and Trusted Advisor to Attorneys and Law Firms.

Subscribe to Working Resources FREE electronic newsletter at http://www.workingresources.com

Visit Maynard's Blog at http://www.WorkingResourcesBlog.com

P.O. Box 471525
San Francisco, California 94147-1525
Tel: 415-546-1252
Fax: 415-721-7322
E-mail: mbrusman@workingresources.com
Web Site: http://www.workingresources.com

keywords: executive coaching | leadership development | emotional intelligence | purpose | coaching | engagement

View the original article here

9 Benefits of Executive Coaching - Increasing Productivity!

By L. John Mason

Why executive coaching? Because study after study shows that coaching works! Executive Coaching is an effective tool for organizations and their key people in making changes in both the direction and impact of their work. It is a cost effective way to assist your key personnel to develop their skills in leadership, communication, strategic planning & implementation, focus and accountability.

The focus of the coaching relationship is on the client, on what the client wants to have happen, and on what will help them to achieve it. There is no other relationship that consistently offers this extraordinary level of support and encouragement. The coaching relationship is often described as "having your own personal navigator for the journey: someone who will help you find your way and stay on course". Many business and professional people describe having a coach as their own "secret weapon", someone who keeps them focused and on track toward their goals when the tendency otherwise might be to lose energy or become distracted.

How Can Executive Coaching Help You?

1. Gain clarity about and maximize your strengths.
2. Gain ongoing encouragement and accountability toward reaching your goals.
3. Reach higher levels of performance and results.
4. Become the leader you have always wanted to be.
5. Identify and align your life and work with your values.
6. Set and achieve individualized personal and professional goals.
7. Thwart your "inner critic" and other stumbling blocks which have previously sabotaged your success.
8. Develop and sustain balance between work and personal life.
9. Apply concepts from international research on positive psychology to learn how to become happier and derive more satisfaction from your life.

Excellent Areas for Executive Coaching Include:

? Maximizing performance and results at work
? Developing, and fully utilizing a strong, highly engaged staff
? Successfully modeling and managing the challenge of change
? Starting a new area of business or expanding your current business in new and innovative ways
? Becoming more organized and in control of your time and space
? Preparing for or successfully navigating a career transition
? Developing new energy and stamina by becoming healthier, losing weight and changing your lifestyle for good
? Creating more joy, and revitalizing the passion in work

Executive and Corporate Coaching is for Increasing Productivity:

? Human Resources Departments interested in hiring external coaches
? CEO's, executives, managers and other professionals who would like a coach
? Companies looking to launch a coaching initiative
? Initiatives to prevent and/or cure burnout
? Companies wanting the support of a coach in any of the following: Strategic planning, process re-engineering; creating a compelling vision; launching and developing teams; or 360-degree reviews.

L. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Success & Executive Coaching and Training. Conact Dr. Mason to discuss your specific requirements and to receive a tailored proposal for your organization.

Please visit the Stress Education Center's website at Management Coaching-Training for articles, free ezine signup, and learn about the new telecourses that are available. If you would like information or a targeted proposal for training or coaching, please contact us at (360) 593-3833.

If you are looking to promote your training or coaching career, please investigate the Training-Certification Program for a secondary source of income or as career path.

keywords: coaching | management | business | communication | executive coaching | manage | success | leadership | productivity

View the original article here

Leadership Development - Leadership Styles and Training

By Robin Chandler

What makes a good leader?

Leadership development

Ever since we started Impact Factory, lo these many years ago, we have struggled with the whole notion of leadership development or leadership training. Indeed, we have resisted writing about it in much detail because the subject is so subjective.

Are leaders born or made? Can you use management leadership training to give leadership skills to someone who isn't leadership material? How is it done?

Given that we're being asked to create a lot more leadership programmes of late, we decided we'd take a hard look at just what makes a good leader.

Even of you don't think of yourself as a leader, you will have areas in your life where other people look to you for leadership. So here are some essentials qualities and skills you need to be a good leader in whatever leadership arena you're in.

Leadership training

Training is a misnomer when applied to leadership. Any leadership development programme has to include at least a passing reference to the following:

Introduction to the concept of leadership behaviours Discussion and debate about leadership A widening of the definition beyond traditional leadership stereotypes Personal understanding of individual leadership qualities and strengths The difference between leadership and management A look at how people perceive, their perception is their reality Assumptions and their effect on how people see the world What are your terms of reference and seeing the bigger picture Personal patterns and beliefs A look at the elements that have influenced and shaped the participants Establishing ownership of individual's leadership behaviours

A programme needs to be designed around the development of the individuals involved rather than towards competencies identified as required by the organisation.

Leadership style

What does a leader look like?

No cookie cutter models here. Everyone can develop their capacity to lead, from church committees to local pressure groups to business teams to political parties. When someone is committed to, and practises using their leadership capabilities at all levels in their life, then they can and will develop their own potential as a leader.

There is a tendency, in our Western culture, to see Leadership as synonymous with white, middle class, male, in charge. There's a kind of unspoken template of what leadership is supposed to look like. Now we know that isn't true. Leadership can and does come in many different shapes and forms.

Good leaders don't conform to a template. Indeed, leaders are people who don't usually follow the party line. They have an edge to them, they get up people's noses sometimes, they make decisions - lots of them - that often others don't like. They say the things that need saying in a way that others understand.

Don't let the picture get in the way

However, it is important to acknowledge that people developing their leadership skills are often hampered by their picture (or other people's picture) of what a leader is supposed to 'look' like.

This is when it's important to understand that the role of leader is not only completely individual (remember, they don't fit a mould!) but also has to be worked at with belief and will and determination by the person occupying it.

It's different for everyone

Not only that, leaders will be experienced differently by the individual people they lead. One getting encouragement, another understanding. That, of course, will be due to the leader's ability to see what each person needs (more on this later).

In addition, not every leader is going to be a great leader in the sense that the world around them acknowledges their leader status. Many leaders get no 'public' recognition, only their personal satisfaction of a job well done.

Leadership theory

Seeing the Big Picture Vision

When the 'vision' word is used it usually means that someone has an idea of what the future could look like and a plan to get there. No point painting rosy, pie in the sky pictures ('we'll double our turnover in a year; we'll create international markets; we'll be number one in the UK', etc.) if pie in the sky is all they are.

More like, 'we could double our turnover in a year, this is how we could get there, this is what I expect from everyone in the organisation to help us get there and any new ideas are welcome.'

The ability to see

There is one essential quality for anyone in any position of leadership: the ability to see what is going on. Seeing is clarity. Seeing in the 'wood for the trees' kind of way.

We've heard the following phrase from a number of people throughout the years and it's a good one - get your attention off yourself and on to whatever is going on.

What you'll see

Here's what you'll be able to see if you do that: you'll be able to see things from other people's points of view; you'll be able to understand what's going on for them. You'll be able to see what other people are capable of and how to help them achieve it. Most importantly, you'll be able to see the whole picture not just your little bit of it.

Leadership skills

What makes you tick?

Know thyself. To be able to see you need a clear understanding of what has made you the way you are and what has shaped and influenced your life. The clearer you are about what motivates and affects your behaviour, the clearer you will be able to see what is going on with other people.

You didn't spring fully formed from Zeus's head - many things have affected you over the years. A good leader is proud to acknowledge role models, people, places, things, etc, which have inspired them.

You can't do it alone

Any good leader worth their salt should be able to name 100 people, places, things, right off the bat. Why? Because they know themselves well enough to acknowledge who has supported and inspired them along the way, and what support they still need to get things done.

Leadership quality

Qualities

Think about what qualities your role models have that are attractive to you, that make them inspiring. Now, putting aside modesty, false or otherwise, think about what qualities they have that you also have. You have to know who you are and accept that you have outstanding qualities - leaders are able to do that.

Beliefs, rules and patterns

How well do you understand the rules, beliefs and patterns you have created in your life so far? Everyone's got 'em.

They can be the simple kind of rule - you should brush your teeth twice a day. They can be the more complex kind - you should treat everyone the way you expect to be treated. Beliefs can be things like - I believe everyone should be fair. And patterns can be as simple as going to and from work the same way every day.

When identifying your rules, patterns and beliefs see if you can avoid putting a value judgement on whether they are good or bad; this is far more about seeing just how well you understand your own behaviour.

Leadership management

Moving things forward Innovative thinking

Leadership requires innovative thinking; it requires people making positive and inspiring impacts; and it requires them to be able to motivate others. What is needed is an ability to think and act 'out of the box'; out of the accepted or 'right' ways of doing things.

The culture of tomorrow will be one where change and innovation are the order of the day. Out of the box thinking and identifying future needs go hand in hand.

There's no such thing as 'can't do'

'Can't do' is an alien concept to a real leader. Leaders get things done. They have commitment, persistence, determination and resilience. Couple all of that with creative problem-solving and you have a person things happen around.

What we mean, is that no matter what their personality, there will be a kind of buzz around them; things change when they're around; indeed, things might even get shaken up when they're around. It isn't always comfortable being around leaders.

You can't stay stuck

Along with a 'can do' attitude, is an ability to move things forward. When others get bogged down, good leaders know how to motivate and inspire the people around them. They are willing to take risks and stand up for what they believe. They want to get things done and bring people along with them.

Development training

Can training develop leadership skills?

In our view, you cannot 'send' someone on a leadership programme who doesn't want to be there and expect them to become a leader. It's not like the reluctant presenter who gets sent along to a course and finds out that it's not so bad after all. If your prospective leader isn't fully engaged in the process, sending them along to be 'taught' leadership skills will be a waste of time and money.

If you fall into that category, then no amount of leadership training is going to develop your skills.

However, if you have to step into a new leadership role, or there are greater expectations of how you manage people, or you've become a project leader, and you have a willingness to develop and take on new skills, then it's really possible to give yourself a leadership boost. Everyone can develop their capacity to lead, from church committees to local pressure groups to business teams to political parties. When you are committed to, and practise using your leadership capabilities at all levels in your life, then you can and will develop your own potential as a leader.

Management training

We believe there is a real difference between management and leadership. You don't need to be a leader to be able to manage other people. However, to be an outstanding manager, you do have to have some of those essential skills and qualities that are necessary in developing as a leader.

Even if you are a manager with no major aspirations of leadership, there will be people who will turn to you for leadership, whether you like it or not. Therefore, when looking for training to develop your skills, it might be a very good idea to look at leadership courses as well as management courses.

Leadership courses

There are scores of courses available calling themselves Leadership Training, Leadership Development, Leadership Skills, etc. We cannot judge just how good they are, but if you think about everything you've read so far and feel in synch with our sentiments, then that's what you need to look for: courses that incorporate a clear approach to developing leadership skills.

Earlier in this document we outlined some of the things to look for in a Leadership Training Programme. Add to that list a few more essentials:

How to initiate leadership behaviours Understanding how commitment works Leading by example Influencing skills Empowering and motivating others Thinking on your feet Handling yours and others' stress

In our view, really good leadership courses need to incorporate all of these elements to be truly effective. Equally important, a programme needs to be relevant to your specific leadership needs and not something off the peg.

This is why Impact Factory only delivers tailored leadership training; so that each and every course fits the organisation to a 'T'.

In conclusion:

Expect the unusual, the quirky, the non-conformist, the doer, the inspirer and you've got yourself a leader. To become one or to develop your leadership skills you have to be fully engaged in the process of development and just like everyone else, you have to practise, practise, practise.

Key Learning Points:

The power of aligning personal motivation and business objectives The capacity of strong well expressed beliefs to motivate others Communication is far more than just words Leadership is not just about getting people to do what you ask It is far more about seeing what is needed and carrying people forward with your vision Being able to create the impact you want Expanding your spheres of influence Being able to talk to people in terms they understand Using appropriate language The relevance, development and use of personal style Putting across concepts and ideas with ease and flair The value of creative risk-taking and "out of the box" thinking Making sure projects move forward without having to do all the work yourself.

Jo Ellen and Robin run Impact Factory who provide Leadership Training and Development, Public Speaking Presentation Skills, Communications Training and Executive Coaching for Individuals.

keywords: leadership development | leadership training | leadership skills | leadership style

View the original article here

Leadership: One Quick And Easy Thing You Can Do Right Way To Improve Your Results

People who want to lose weight search for a magic program that will let them lose weight without changing how they eat or whether they exercise. Late night infomercials tout systems that will turn you into a millionaire overnight. We crave magical solutions that are quick and easy and produce big results.

Well, I haven't found any magic diet programs, and I never saw a get-rich-quick program that really worked, but I do know one "magic" thing you can do to improve your results as a leader.

It doesn't require any special equipment. You don't have to take an expensive seminar. It won't take you a long time to learn.

Here it is. Show up a lot.

Sounds simple, right? How could something so simple possibly produce an improvement in your leadership?

Show up a lot so your arrival won't be an event. If you only show up to deliver big news, the people who work for you will erect their defensive shields as soon as you appear on the horizon.

Those defensive shields make communication tough. But if you show up a lot, then your appearance is just a normal part of how the world works. The shields stay down and communication can happen.

Show up a lot to learn about your people. Reports and statistics won't get the job done. You need to see your people in action to understand them. Show up a lot and you'll learn all about what they do well and poorly.

Show up a lot so your people can learn about you. The best way for them to do that is by seeing you in person.

Show up a lot so you can tell people what's important. You should have crafted your one or two simple messages about the mission and your people's part in achieving it. Show up a lot and you get more opportunities to share those messages.

Show up a lot so you can make small course corrections. Your life as a leader will be easier if you can make lots of small course corrections instead of a few big course corrections.

Remember, most effective supervision happens in the cracks in the system. Show up a lot and you've got lots of opportunities to make things right.

Show up a lot to learn about the real world. The real world doesn't come to you in your office, neatly formatted into reports. If you want to get an unfiltered look at reality, get out of your office and around the people who work for you.

But how much is "a lot?" The best answer to that question is: "More than you're doing right now."

Make it a priority to get out among the people who work for you. Don't just swoop in then swoop out, either.

To get benefits from showing up you have to stay and watch and listen and communicate. You have to take every encounter with someone who works for you as an opportunity to communicate, coach, encourage, and correct.

Don't expect instant trust. If you haven't been showing up much, your people will probably not trust you when you suddenly start acting different. It will take time for your behavior to change their expectations. Hang in there. The benefits are worth it.

Showing up a lot is an easy concept to grasp, but you have to turn it into a habit. That takes time, a month at least, but probably more. And it takes effort and attention. In the beginning, you'll probably need to schedule your "showing up" time.

Showing up a lot won't help you lose weight or turn you into a millionaire overnight. But it just might be the one "magic" behavior that will make you a better leader.

Leadership: One Easy Thing You can do Right Away to Improve Your Results

People who want to lose weight search for a magic program that will let them lose weight without changing how they eat or whether they exercise. Late night infomercials tout systems that will turn you into a millionaire overnight. We crave magical solutions that are quick and easy and produce big results.

Well, I haven't found any magic diet programs, and I never saw a get-rich-quick program that really worked, but I do know one "magic" thing you can do to improve your results as a leader.

It doesn't require any special equipment. You don't have to take an expensive seminar. It won't take you a long time to learn.

Here it is. Show up a lot.

Sounds simple, right? How could something so simple possibly produce an improvement in your leadership?

Show up a lot so your arrival won't be an event. If you only show up to deliver big news, the people who work for you will erect their defensive shields as soon as you appear on the horizon.

Those defensive shields make communication tough. But if you show up a lot, then your appearance is just a normal part of how the world works. The shields stay down and communication can happen.

Show up a lot to learn about your people. Reports and statistics won't get the job done. You need to see your people in action to understand them. Show up a lot and you'll learn all about what they do well and poorly.

Show up a lot so your people can learn about you. The best way for them to do that is by seeing you in person.

Show up a lot so you can tell people what's important. You should have crafted your one or two simple messages about the mission and your people's part in achieving it. Show up a lot and you get more opportunities to share those messages.

Show up a lot so you can make small course corrections. Your life as a leader will be easier if you can make lots of small course corrections instead of a few big course corrections.

Remember, most effective supervision happens in the cracks in the system. Show up a lot and you've got lots of opportunities to make things right.

Show up a lot to learn about the real world. The real world doesn't come to you in your office, neatly formatted into reports. If you want to get an unfiltered look at reality, get out of your office and around the people who work for you.

But how much is "a lot?" The best answer to that question is: "More than you're doing right now."

Make it a priority to get out among the people who work for you. Don't just swoop in then swoop out, either.

To get benefits from showing up you have to stay and watch and listen and communicate. You have to take every encounter with someone who works for you as an opportunity to communicate, coach, encourage, and correct.

Don't expect instant trust. If you haven't been showing up much, your people will probably not trust you when you suddenly start acting different. It will take time for your behavior to change their expectations. Hang in there. The benefits are worth it.

Showing up a lot is an easy concept to grasp, but you have to turn it into a habit. That takes time, a month at least, but probably more. And it takes effort and attention. In the beginning, you'll probably need to schedule your "showing up" time.

Showing up a lot won't help you lose weight or turn you into a millionaire overnight. But it just might be the one "magic" behavior that will make you a better leader.

Leadership: Is Mentoring For You?

If you are considering mentoring a younger person, here are some things to think about.

Make sure that mentoring is for you. Most effective mentors truly, deeply enjoy helping younger people grow and develop. Make sure you're likely to enjoy the process before you take it on.

Make sure you have the time and flexibility. If your schedule is already overloaded or you're under stress at home, you might want to consider holding off on a mentoring commitment until things are a little less hectic.

Make sure you know what you bring to the table. None of us is good at everything, but every one of us is really good at something. If you know what you're good at and what other things you may bring to the table, you're more likely to be successful.

In his excellent book, Winning, Jack Welch says that "There is no one right mentor. There are many right mentors." From your perspective, that means you don't have to do everything. You aren't the only place that your protégé should get help.

Make sure you know what kind of people you like to work with and which ones are hard for you. Mentoring should be a pleasant relationship for both of you.

Make sure you know what you expect from your protégé. It's a good idea to tell him or her what you expect them to do. Clear expectations are vital to a mentoring relationship.

Make sure you know that a good mentoring relationship should be a good experience for both of you. You should both enjoy it. You should both grow and develop. And you should both make a friend for life.

Mentoring can be one of the most rewarding experiences of your career or it can be a frustrating and time-consuming trial. Make sure you know what you're getting into.

Leadership Training - All You Need To Know About It

Leadership training is of paramount importance to those who aspire to be good leaders and stand tall among others. Leadership training improves communication skills and other qualities that are key to becoming a successful and confident leader.

Effective leadership training also entails helping individuals form an enterprising and immensely focused group. The leadership qualities assist an individual in making sure that members of the group function jointly in an efficient and constructive manner. Leadership training helps a leader to imbibe a sense of optimism in the group to which he belongs. The group’s members are guided by the leadership virtues of the key man.

The introduction of a successful leader into a management team is a good investment for any organization. Leaders visualize plans, inspire subordinates and plan the required course. Leadership skills comprise of various qualities such as optimism, commitment and the ability to use power effectively.

Leadership training is significant, not only in the world of business, but even in the worlds of sports and medicine. Leadership training is essential for the social and economical set-up of any business. Leadership skills in managers are important ingredients in company's expansion. These skills are best acquired with the help leadership training. Democratic, autocratic and laissez-faire are the different approaches to leadership training. Each of these is unique and inculcates leadership skills based upon distinct operational patterns

A majority of times it has been observed that, despite possessing leadership skills, a person cannot flourish. This inability to come out in flying colors stems from the fact that the person is not conversant with the subtle techniques that help bring out the leader in him.

Individuals aspiring to be successful leaders may at times find that their efforts are undermined despite their best efforts. This is due to the fact that the individual lacks the motivation to overcome his obstacles. A proper and suitable training in leadership skills often helps one to overcome these barriers.

Training programs are tools that help in the application of leadership skills at work. These skills could have been acquired at leadership skills classes, seminars or read. Individuals as well as organizations specialize in offering leadership training in various fields. There are many organizations that offer online leadership training also. Some of these organizations are even willing to reimburse the money paid for a leadership seminar, if the result is not satisfactory. Leadership training programs are expected to use core and widely agreed upon features of leadership, to bring out the best in people. Leadership involves vision and the ability to influence people and motivate them to work towards it.

Leadership training can be profitable to businesses in a number of ways. It helps to educate the employees, improves their performances and reduces staff attrition. This is beneficial to organizations, as it reduces the cost involved in constantly hiring new employees. It also helps in developing high performance teams. The participants gain a sense of power, which is, the power to guide others and the organization in the right direction, successfully.

Leadership Talent: Winning The Succession Wars

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today.

Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

To make matters worse, the global and more dynamic economy of the 21st century requires executive talent with a more complex skill set:

* Greater technological literacy
* A sophisticated understanding of global marketplaces
* Multicultural fluency
* Relationship savvy, with extensive networks of alliances and stakeholders
* Leadership skills over a delayered, disaggregated and virtual organization

Succession Planning in the 21st Century

In response to these challenges, organizations have a renewed interest in succession planning systems. While these systems functioned merely as replacement charts in the past, and were HR executives' function, there are two critical differences today, emphasizing:

1. Leadership development at all levels (not just senior executives)

2. Responsibility and involvement for leadership development within the work group, with the person's manager and team members (and no longer an HR function)

Distinct Leadership Levels

Most development models fail to consider leadership requirements at all levels. As a person is promoted from line manager to business manager to functional manager, skills and requirements change.

Companies mistakenly focus on leadership traits, styles and technical competence. They commit a major error when promoting successful individuals without acknowledging required skill set differences at different levels of leadership responsibilities.

The Leadership Pipeline

Hiring gifted people makes sense as a tactic, but not a strategy. Companies need to build leaders, not buy them. Research and experience demonstrate that potential is not fixed.

The more people achieve, the more they learn. Their willingness to tackle new challenges increases. To capitalize on potential, companies must define the true work requirements at each key leadership level. Succession planning systems must spell out what's needed to make a successful transition from one layer of leadership responsibility to the next.

Succession Planning to Fill the Pipeline

The following five-step plan will facilitate succession planning:

1. Tailor a leadership pipeline model to fit your organization's succession needs.
2. Clarify standards for performance and potential, in your own language.
3. Document and communicate these standards throughout the organization.
4. Evaluate succession candidates through a combined potential-performance matrix.
5. Review plans and progress of the entire pipeline frequently and seriously.

Leadership Skills: Managing Meetings

Analyse Strategic Level Meetings Needs, by: considering the strategic direction and objectives, and senior level operational objectives; identifying an appropriate structure of meetings to satisfy the communication and decision making needs in these areas. Evaluate The Current Meetings Structure, by: analysing the current structure and format of senior level meetings: identifying and evaluating the frequency, format, attendance, and outcomes of current meetings; comparing these findings with the needs identified in the previous stage. These two stages are critical. In all areas, and at all levels, leaders of organisations must not allow the status quo to remain in place without regular and rigorous evaluation against current and forecast objectives. The same is true of senior level meetings. The attendance, format, frequency, and outcomes must be regularly evaluated to ensure that they meet the needs of the current strategic direction and objectives.

Establish Agreed Meetings Structure, by: informing and discussing proposed changes with all senior level stakeholders; agreeing and implementing the revised or new structure; providing training for new roles and approaches, where necessary. Changing the existing framework and format of senior level meetings will inevitably cause some disruption and possibly some conflict. However, it is essential that the organisation has structures and processes in place, at all levels, and in all areas of activity, that support and contribute to the strategic direction taken by the organisation. Meetings are a key part of the communication, information management, and decision making processes, and must therefore be shaped and managed to meet the needs of these functions. Any difficulties that change in this area brings, must be dealt with and overcome.

Planning for meetings for the leader, by: discussing and agreeing with colleagues, when appropriate, the purpose of the meeting; deciding on the purpose of the meeting; setting clear and precise objectives, as outcomes of the meeting; deciding on who should attend, though this might be a by-default list it is still necessary to review this regularly; set an appropriate date, time, and place for the meeting,again a default may apply, but should be reviewed regularly; issue an agenda to all participants and to all other stakeholders; issue supporting information in time for participants to become familiar with it; arrange pre-meeting discussions where necessary; ensure that necessary administrative arrangements will be made; complete personal participation preparation. Planning for meetings for the participants, by: ensuring that all participants are made aware of their obligations to prepare professionally for the meeting; ensuring that participants are provided with all necessary information to enable them to contribute to the meeting effectively; arranging for pre-meeting discussions with participants with particular concerns or needs regarding the meeting; adjusting the agenda to take into account legitimate specific needs of individual participants. In ensuring that each individual meeting is effective, planning is the most important stage. As with all key activities, appropriate preparation is the key to success. Even regularly scheduled meetings should be prepared for in the manner described above. The most common reason for regular meetings losing their credibility and influence is that each meeting is not given sufficient individual attention. The purpose, the desired outcomes, attendees, format, frequency, timing, location, should all be reviewed regularly. The leader must ensure that each meeting is managed professionally and that its purpose is not diluted by lack of preparation, not on the part of the leader, or chairperson, nor on the part of any of the attendees.

Chairing Meetings Effectively, by: being fully prepared, as described above; arriving in advance to oversee final preparations; welcoming participants as they arrive; starting the meeting at the agreed time; introducing new participants; summarising the format of the meeting; reiterating the purpose of the meeting; reiterating the agenda; shaping and controlling the nature and direction of discussion on each agenda item; ensuring that each participant is encouraged to contribute appropriately; remaining as objective as possible; summarising progress and decisions, at appropriate intervals; managing the time spent on each agenda item and overall; reviewing key discussion points and decisions made; confirming individual and collective follow-up actions; thanking participants for their contributions; reminding participants of the next scheduled meeting; formally close the meeting. When taking the role of Chair, the leader is highly visible, and the way in which they manage the meeting will be judged by the participants and add to or detract from their opinion of the leader’s capabilities. For this reason, the leader must ensure that when they personally chair meetings, they do this in a professional, firm but fair manner. Although some would argue that the Chair of a meeting should remain unbiased and act purely as a facilitator, this is not possible when the Chair is also the leader, or one of the leaders, of the organisation. Nevertheless, when acting as Chair, the leader should make every effort to facilitate effectively, whilst also presenting their own views when appropriate. A difficult role, but one that must be carried out well.

Follow Up Effectively, by: ensuring that all key discussion points, issues raised, decisions made, actions agreed, are recorded accurately; distributing the minutes of the meetings to participants; requesting action plans from participants who have agreed to take follow up actions; monitoring the progress on follow up actions; obtaining feedback from participants on their view of the effectiveness of the meeting; adjusting the approach to future meetings as necessary.

In Summary: although managing meetings at a senior level can appear to be technically straightforward, these meetings play a critical role in the strategic level communication process, and if ineffective will seriously damage the quality of this activity. In addition, poorly managed meetings can damage relationships between the leader(s) and the team and between team members. The objective of senior management meetings are to inform, discuss, make and confirm support for decisions, and agree continuing support for, or changes to, the strategic direction of the organisation. The role of the leader is to ensure that these meetings are planned and managed effectively, are productive in terms of outcomes, and contribute to maintaining the quality of communications at the senior level.

Leadership Skills: Developing Positive Relationships

Maintaining High Standards Of Personal Behaviour, by: maintaining high standards of personal beliefs; behaving with integrity and fairness; behaving ethically; showing respect and sensitivity for the views of others; ensuring that all relevant people are kept informed of plans, decisions, and progress; pro-actively seeking positive relationships; accepting criticism and feedback positively. The rationale is that the leader must aspire to be a role model for high standards of personal behaviour, be ethical, be honest, be genuine, so that they are ultimately trusted by colleagues and stakeholders. Even if the leader is required to carry out actions that have an unpalatable impact, such as when redundancies are necessary, the aim is to carry out such actions in as honest, open, and sympathetic manner as possible, so that observers, even those most negatively affected, will not be able to accuse the leader of unacceptable personal behaviour.

Establishing Supportive Communication Systems, by: establishing training programmes that develop individual and team communication skills; establishing systems that support collaboration and cooperation between internal and external individuals and groups; implementing information management systems that ensure key information reaches appropriate people in a timely manner; encouraging consultative and participative decision making at all levels. Systems and approaches described here are essential foundation blocks on which positive relationships can be built and developed. Without this underlying framework in place, information will be dissipated and misinterpreted, decisions will be based on inadequate information, and relationships will deteriorate.

Promoting Values and Standards, by: consulting with specialists, individuals, teams, and legislative bodies, to identify and establish appropriate values and standards for the organisation; providing guidance on values and standards that is understood at all levels; ensuring that all external partners are made aware of the organisation’s values and standards; implementing policies and procedures that manage, monitor, and improve the quality of values and standards, at all levels; taking prompt and visible action when established values and standards have not been maintained. The objective here is to ensure that all working relationships are built and developed against a background of known values and standards, and that all parties are made aware that the quality of internal and external relationships is an important aspect of the organisation’s approach to these.

Gaining The Trust of Colleagues, by: consulting with colleagues in an open and honest manner; keeping colleagues appropriately informed about decisions, plans, actions, and progress; providing colleagues with sufficient personal support; honouring commitments made to colleagues; treating colleagues with respect and with appropriate confidentiality. Leaders should work with colleagues in a way which demonstrates the leader’s commitment to the values and standards of the organisation, and in a manner which demonstrates to colleagues that they have the respect and support of their leader. This is vital in enabling the leader to draw the best performance from colleagues, and for those colleagues to achieve their personal performance targets. Gaining The Trust Of External Stakeholders, by: striving to understand the viewpoint and the objectives of the stakeholder; consulting with stakeholders in an open and honest manner; keeping stakeholders appropriately informed about the organisation’s decisions, plans, actions, and progress; demonstrating personal commitment to agreements and arrangements; honouring commitments made to stakeholders; treating stakeholders with respect and with appropriate confidentiality. The aim here is to behave with stakeholder in an honest, open, and positive manner. For the relationship between the organisation and the stakeholder to be successful, there must be mutual understanding, mutual respect, and a desire to develop a relationship that is beneficial to both parties. This is essential in all external relationships, and particularly critical when the relationship is intended to be long term.

Evaluate Relationship Performance, by: laying down clear quality criteria for the assessment of the condition of relationships; establishing monitoring procedures which include scheduled evaluation review points; insisting that evaluation reviews are carried out even though the relationship appears to be healthy; taking appropriate corrective action to address problems; adopting a continuous improvement approach to all internal and external relationships; ensuring that the quality of relationships is high on the quality assurance agenda of the organisation. Regular and thorough assessments of the condition of relationships is vital. Without these evaluations, and appropriate corrective action, many relationships will deteriorate. Some will linger in a poor condition, causing a constant flow of minor difficulties, some will implode and cause major problems. These problems can be avoided by a regular health-check on each set of relationships followed by appropriate action.

In Summary: just as the organisation’s leaders must maintain, develop, and continuously improve the quality of its physical resources, its marketing performance, its financial health, and so on, the leaders must also take the same approach to working relationships between themselves and others, and between all other internal and external partners in the organisation. For the organisation to achieve its operational targets and strategic objectives, it is essential that all working relationships are healthy and productive and continuously improving. The leaders of the organisation must ensure that this is the case.

Leadership Skills: Delegating Responsibility

Support Strategic Objectives, by: identifying roles and responsibilities necessary to support strategic objectives; defining roles, responsibilities, and degrees of authority, needed by individuals and teams; designing policies and procedures for the management of delegated activities. The purpose of this is to review the distribution of roles and responsibilities at the senior level. The aim of the review is to ensure that the distribution is balanced and appropriate. This is also an opportunity to make certain that the senior, executive level management structure is appropriate for the strategic direction being taken. If mismatches are discovered at this point, then the leader(s) have an opportunity to adjust the organisational structure, at this level, to better match the demands of the strategies.

Make Decisions On Activity To Delegate, by: deciding which areas of work, routine activity, stand alone projects, absence cover, key operational decisions, emergency or business disaster events, and strategic level decisions, should have responsibility or authority delegated to specific managers. This is an essential stage, but a difficult one. It involves forecasting and scenario planning, in order to determine which activities, and in which circumstances, should responsibility and authority be given. It requires the delegating leader(s) to analyse thoroughly the planned activity and potential events, in order to identify where delegation should take place, and to whom it should be given to.

Selecting Managers And Specialists To Delegate To, by: identifying the current roles, responsibilities and authority of those individuals and teams; evaluating the skills, abilities, and development potential, of existing (senior management) individuals and teams; assessing the degree of responsibility and authority that can be given to individuals and teams; identifying coaching and-or training needs to prepare individuals and teams for delegation. Carefully profiling the existing senior management individuals is critical, because delegation will not be effective if it is given to an individual who is not capable of using the delegated powers effectively. Where gaps in capability are identified, training or coaching should be provided to fill that gap. If the corrective action needs to be long term, then the delegation should be delayed until that process is complete.

Agree Responsibilities, Levels Of Authority, And Objectives, by: identifying delegated responsibilities and levels of authority for each individual manager, specialist, and team; discussing these with the individual managers and specialists; agreeing the degree of delegation; agreeing the objectives delegated to the individual. One of the most critical stages, this is where the details of the delegated responsibility and authority are explained, discussed and agreed. It is at this point that the leader(s) should aim to gain commitment to the delegated responsibilities and authority, to targets and deadlines, both qualitative and quantitative.

Clarifying The Boundaries, by: defining the limits, the boundaries, of the delegated powers; discussing and agreeing these boundaries; agreeing action that should be taken when the boundaries are reached. This must be treated as a separate stage in the process, and applies to both the leader and the manager being given delegated powers. The leader must understand and accept that delegation does not mean abandoning responsibility. The ultimate responsibility lies with the leader, the one delegating to others. Delegated powers must be managed and supported by the leader. The individual being given delegated powers must be clear about the limits of those powers, and understand that when that boundary, that limit, is reached, they should refer back to the one who delegated to them.

Remove Or Reduce Barriers To Effective Delegation, by: identifying organisational policies, procedures, structures, practices, or cultural aspects, which work against effective delegation; discuss ways in which barriers could be weakened or removed; implement changes or adjustments to reduce or eliminate identified barriers. Most organisations have visible and hidden barriers that inhibit and hinder effective management. The role of the leader(s) is to introduce direction, strategies, structures, policies, procedures, and influences, into the organisation, so that managers and specialists can operate in a culture which encourages creativity, innovation, high quality performance, and success. In parallel with this, the leader(s) must also encourage managers and specialists to take local responsibility for activities and decision making. To do this, barriers and constraints must be reduced to a minimum, leaving an appropriate level of controls in place.

Provide Support For Delegated Activity, by: discussing and agreeing the level and nature of support needed; adopting a leadership style that provides appropriate availability, support and guidance to those with delegated responsibilities, but also allowing them the freedom to carry out the delegated powers without unnecessary interference; reviewing levels of personal support and adjusting that support appropriately; consistently behaving in a manner that inspires and motivates those who have been delegated to. There are two most common reasons for delegation to fail. One is that the analytical and decision making process was not thorough enough, leading to the degree of delegation being inappropriate. However, the other most common reason for failure is that the leader delegates and then does not provide appropriate support to the manager being delegated to. Once the leader has delegated, they must then provide an appropriate level of personal support, encouragement, and resources, to the individual. This support should include: publicising the delegated powers to relevant individuals and teams internally; informing other stakeholders such as suppliers, customers, clients, of the delegated powers; coaching, mentoring, providing training, as appropriate.

Reward Performance, by: openly praising consistently high quality operational performance and exceptional event performance; building performance on delegated powers into the organisation’s performance appraisal system. An important part of the process because delegated powers are, by default, in the highest group of demands made on the individual, and when performed well, are deserving of recognition and praise. Rewards do not have to be substantial, nor monetary in nature. Recognition and praise will be appreciated by the receiving individual and by their teams and other observers. The leader who delegated the powers must ensure that, when appropriate, high levels of performance in delegated areas, are achieved.

Monitor, Review, And Adjust, by: implementing regular reviews of the delegation process and of individual instances; reviewing the appropriateness of current and planned delegation, against the most current strategic objectives; taking corrective action where necessary. The leader(s) delegating powers to others should implement a monitoring and review process that requires them to review the whole process, and individual performance. Individual performance should be monitored continuously, with formal review points at least quarterly. The overall process should be reviewed at least every six months, at which point the success of the process should be evaluated against the original objectives and then adjusted to take into account changes in operational activity and in strategic direction.

In Summary: Leaders must delegate, but must delegate effectively. The most successful leaders treat delegation as an essential strand of their leadership approach. Senior management structures, processes, and objectives are reviewed to ensure suitability for delegation to take place. Areas of work, activities, routine and event-specific decisions, are analysed, evaluated, and where appropriate the decision is made to delegate responsibility and authority. Delegated powers are explained, discussed, and agreed, and measurable objectives set. The leader then builds on this by adopting a consultative, supporting, coaching, role, as appropriate for each of the individuals delegated to. Individual performance on applying delegated powers is monitored and adjusted as necessary. Finally, the performance of the delegation process itself is monitored and reviewed by the leader(s) and the senior management team, to ensure that it remains compatible with the strategic direction being taken by the organisation.

Leadership Quotes To Motivate You And To Maintain Your Focus As A Leader

This article on leadership aims at providing you with all the necessary matter you will need to understand more about leadership development program, leadership, leadership programs. So read it well.

Information is the main thing that has to be incorporated in an article on leadership. Read through this article to prove me wrong!

Many times the words of others actually have far more impact and insightfulness than when those words are read within the pages of a dictionary. Quotations are rooted in actual performance, of leaders who have been there done that. They can be easily incorporate into everyday speeches or part of a training session.

Dwelving into the interiors of leadership has led us to all this information here on leadership. leadership do indeed have a lot to tell!Dwelving into the interiors of leadership has led us to all this information here on leadership. leadership do indeed have a lot to tell!

It is with much interest that we got about to write on leadership. So we do hope that you too read this article with the same, if not more interest!

These quotations help to define or explain leadership:

Leaders are people who do the right thing; managers are people who do things right. Warren G. Bennis

Leadership appears to be the art of getting others to want to do something you are convinced should be done. Vance Packard

Leadership is all about getting results. Peter Drucker

Leadership is getting someone to do what they don't want to do, to achieve what they want to achieve. Tom Landry

Leadership is the capacity to translate vision into reality. Warren G. Bennis

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership. Colin Powell

Consensus is the absence of leadership. Margaret Thatcher

If you are seeking the purpose of leadership, you may feel comfortable using these quotations:

The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet. Theodore Hesburgh

The key to successful leadership today is influence, not authority. Ken Blanchard

The growth and development of people is the highest calling of leadership. Harvey S. Firestone

Leadership is unlocking people's potential to become better. Bill Bradley

We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership. John Kotter

Leadership demands that we make tough choices. Alan Autry

A sense of humor is part of the art of leadership, of getting along with people, of getting things done. Dwight David Eisenhower

We hope you develop a better understanding of leadership on completion of this article on leadership. Only if the article is understood is it’s benefit reached.

Or possibly you are trying to explain how to develop leaders within your business, organization or community? These quotations may help you achieve that goal:

The only real training for leadership is leadership. Anthony Jay

Leadership is the ability to do, not the ability to state. Paul Von Ringelheim

The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army or in an office. Dwight David Eisenhower

Leadership cannot really be taught. It can only be learned. Harold S. Geneen

Leadership is diving for a loose ball, getting the crowd involved, getting other players involved. It's being able to take it as well as dish it out. That's the only way you're going to get respect from the players. Larry Bird

The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there. John Buchan

The art of leadership is saying no, not yes. It is very easy to say yes. Tony Blair

Variety is the spice of life. So we have added as much variety as possible to this matter on leadership to make it’s reading relevant, and interesting!

You can take these leadership quotations and transfer them to 3x5 index cards. Read them 3 to 5 times each day and within a month you will remember them. Then you can infuse them into your conversations with friends to business associates and show everybody just how smart you really are.

Keeping in mind the important points about leadership, we hope this article on leadership proves to be very informative to you. Use these points well.

Leadership Lessons From Pope John Paul II

"Heroes are rebels with a cause. Rebels because they challenge the traditional ways of thinking and refuse to follow the herd. They have a cause, a vision, that's larger than life." - Sharif Khan, author of Psychology of the Hero Soul

From a small-town Polish boy born to a retired army officer to become Pope; from a hard life in Nazi occupied Poland, his mother dead of kidney and heart failure, an older brother dead from scarlet fever, to become quite possibly “man of the century.” How did such an unlikely candidate for the head of the Roman Catholic Church rise so quickly to such prominence? What leadership lessons can we learn from this global spiritual leader who so moved the world? Here is a brief timeline snap-shot of Karol Josef Wojtyla’s exemplary leadership:

Knowledge
1958: Pope Pius XII names Wojtyla auxiliary bishop of Krakow.

By this time, Wojtyla was a professor of ethics and had two doctorate degrees; he had studied theology in clandestine during the oppressive Nazi occupation of Poland.

Leadership lesson: leaders are readers. Specialized knowledge is key to leadership along with general studies. While Wojtyla had two doctorates in his field, he also studied philosophy and literature and was also a playwright and a poet. If you were to take an hour-a-day reading up in your field and applying the knowledge, within a period of five years you would become an ‘expert’ within your field. People are hungering and thirsting for a leader with knowledge and experience.

In Wojtyla’s case, he took the time to gain knowledge of the world, himself, and beyond. As a chaplain for university students in Krakow, he used to go on frequent camping and kayaking trips and offered counseling and mentorship to the students. On these excursions, he would usually take an hour or more to be alone by himself to reflect, read, and pray. These moments of solitude gave him a strong internal compass and knowledge of self required of all great leaders.

Humility
1978: Elected Pope John Paul II becoming the 264th pope and first non-Italian pope in 456 years; refuses formal papal coronation in favor of a simple inauguration ceremony and chooses not to use the royal plural “We” referring to himself plainly as “I”.

Wojtyla was not impressed by the trappings of power and its symbols and made that clear from the day he was elected Pope. He had a very simple, plain, and honest way of communicating that endeared people to him. He exemplified the servant-leader role by embodying one of the titles of the Pope: Servus Servorum Dei (Servant of the Servants of God).

Leadership lesson: leaders are humble. We can learn from Wojtyla’s example by not isolating ourselves in the corner office or ivory tower with each successive promotion, hiding behind closed doors and a sea of fancy titles, diplomas, awards, certificates, and press-clippings.

Like Wojtyla, we can make ourselves available to our people with open doors, seeking to understand and encouraging dialogue. Leadership by walking around and talking to people and listening to their needs earns respect and trust.

Heart
1979: Visits his homeland, Poland, for the first time as Pope and speaks to his people, inspiring Solidarity, the first independent labor movement in the Soviet bloc.

Risking his life against the totalitarian Communist Regime in Poland, Wojtyla returned to his homeland and did not speak in the typical, official ‘visiting dignitary’ tone. He spoke from his heart, from the gut, soul-to-soul – in their language. The people of Poland saw themselves reflected in him; he encouraged them to not crawl like animals but walk tall and ‘be not afraid.’ The crowd went wild and a flame of rebellion and counter-revolution was lit in the collective consciousness of the Polish people, sparking the Solidarity movement for independence and freedom that eventually toppled the Communist Regime.

Leadership lesson: leaders have heart. Intellect is not enough; both head and heart have to be married. If you want to win over people, risk letting down your guard and speak from the heart. The leader that speaks from the heart almost always wins over reason alone.

Forgiveness
1983: Meets with assassin Ali Agca in prison.

Just two years after the assassination attempt on his life by gunman, Mehmet Ali Agca, and several months of painful recovery, the Pope visited Agca in prison and offered forgiveness. (Much later, in 2000, the Italian government granted clemency to Agca, on the Pope’s request).

Leadership lesson: leaders are willing to forgive. We are all fallible human beings that make mistakes. The mark of a true leader is his or her willingness to forgive. It’s also a smart leadership strategy in the long-term. While there’s no excuse to keep someone who consistently fails to learn from their mistakes, the boss that fires an employee for making a big mistake is often mistaken for doing so. After all, there’s always the risk that the next person hired could potentially make the same disastrous mistake. But by offering forgiveness to the person that errs, that person is unlikely to repeat that same mistake, and will most likely remain fiercely loyal to you.

Responsibility
2000: Offers a day of apology for sins committed by members of the Catholic Church over the centuries; visits Israel and pays homage to the victims of the Holocaust.

Wojtyla was the first pope to visit the Auschwitz concentration camp in Poland in 1979, and later in 2000, he visited Jerusalem’s Yad Vashem in remembrance of the six million Jews who died in the Holocaust, praying for reconciliation between Christians and Jews and apologizing for the sin of anti-Semitism by Christians.

The day that former U.S. President, John F. Kennedy, took full responsibility for the Bay of Pigs fiasco, was the day he became a leader. The day that Wojtyla apologized and took responsibility for the sins of anti-Semitism committed by Christians, was the day he became a truly respected global leader.

Leadership lesson: leaders take full responsibility for their organization. Blaming and complaining is the mark of a loser. We can make excuses or we can make progress – but we certainly can’t do both. To be a leader, you must take full responsibility for your actions, your team, and ultimately the whole organization or cause you lead.

Uncommon Leadership
1982 – 2003: Receives PLO leader Arafat; Meets Gorbachev as first pope to meet with a Kremlin Chief; visits Cuba and meets with Castro; becomes first pope in history to enter a mosque.

Despite criticism from many corners on the controversial issues he supported, Wojtyla was not one to ever back down. He stood for what he believed in and had the courage of convictions. As a leader, he was tough but flexible. His flexibility allowed him to meet famous, and infamous, world leaders and address difficult issues that made him unpopular in certain circles. But he also had the inner toughness and steely resolve to break down walls and foster reconciliation. As Pope and head of the Roman Catholic Church he knew his role was to unify the Church while serving as an apostle of justice and peace. He stood his ground and never wavered, even if it meant alienation.

Leadership lesson: leaders stand for what they believe in. Leadership is not about winning a popularity contest. Stand up for what you believe in. Be strong and be firm. A divided mind is weak; a united mind, clear and singular in purpose, is powerful beyond measure.

Legacy: Rebel with a Cause
1920 – 2005: A legacy of leadership.

Pope John Paul II was a rebel with a cause. A champion of human worth and dignity, a freedom fighter, a torch bearer for social justice, he left a lasting legacy of leadership and moral example that the world can follow. Asked once, if he feared retaliation from government officials, he replied (according to biographer George Weigel), “I’m not afraid of them. They are afraid of me.” Indeed, he relayed a message to the world that will echo through eternity: “Be not afraid!”

Leadership Learning: The Real Costs Of Not Doing Leadership Training

A report from the Said Business School at Oxford University in the UK found that British businesses and public sector organizations are wasting almost $140 million on executive education programs that are poorly conceived and delivered.

The study went on to say that 35 per cent of HR directors and 21 per cent of other executives believed that their current training and development programs were meeting corporate strategic objectives. The bulk of the money was being spent on individually developed courses for senior executives.

If those businesses want to quit wasting all that money on bad management training, I know where they can get their moneys worth. And it doesn't have anything to do with having more academics design special courses, events, and outings for senior staff.

Here's a novel idea folks. Why not spend your money on leadership training and development down in the trenches, where it will really do some good?

Most companies don't do nearly enough of that. In 2003, just 7 percent of training budgets in the US were spent on first line leaders and most of that was for learning administrivia and for prophylactic HR.

The fact is that front line leaders don't get much training at all and precious little of it is actually about leadership skills. Maybe that's because companies think they're saving money by not investing in front line leader training.

True, there's no budget line item absorbing funds that might be spent on the executive dining room, or art for the CEO's office. But there are what economists call "opportunity costs," the costs of not training front line leaders.

There's the opportunity cost of lost productivity. Good frontline leadership builds both morale and profitability.

There's the opportunity cost of lost leadership. Great companies develop most of their own leaders. If you have to go outside for leadership you incur recruitment costs and transition costs.

Finally, there's the cost of lawsuits. Good frontline leadership creates organizations where lawsuits are less likely. And, ff the company is sued over a supervision issue, defense will be easier if the leaders have been doing their jobs.

How about your company? Do you develop your own leaders? Do you help them develop the skills they need to improve morale and productivity and avoid lawsuits? Think about that the next time you consider the training budget.

Leadership Just by Being Yourself

Leadership is all about being yourself and demonstrating personal authenticity rather than learning some formula from a text book. Aspiring leaders therefore need to be true to themselves; not slavishly following other’s ideas. Role models can be powerful and it doesn't hurt to model excellence when found; executive coaching is based on this premise.


Real leaders are prepared to reveal their weakness, because they know they are not super-human. Obviously this doesn’t mean technical weaknesses or functional failings; this would fatally flaw their performance. Instead, what is meant is that leaders should reveal their personality quirks – maybe they are bad tempered in the morning, are somewhat shy with new people or a little disorganized. Such admissions show they are human and this resonates with others confirming that the leader is a person – not merely a role-holder.


Revealing their true selves, leaders can allow others to know and help them and this makes for better teamwork; followers can also feel better if they’ve got something to complain about. Thus by sharing at least some of their weaknesses, leaders can prevent others from inventing damaging problems.


True leadership is therefore much more than a demonstration of strengths. Real leaders acknowledge their shortcomings and may even make them work for them.


Good leaders always rely on their ability to read situations. They develop a ‘feel’ for an environment, and interpret soft data without having to be told. They know when team morale is patchy or when complacency needs shaking up. There are three levels of situational sensitivity, each of which has its own specific skills.


Effective leaders are continually learning about the motives, attributes and skills of their important subordinates. They get to know their people through formal and, often better, informal contact such as when travelling together.


Effective leaders read their teams. They analyze the compound balance between team members, the tension between the tasks and processes, and how the team builds its competencies.


Finally, they are concerned with defining the cultural characteristics of their organizations and keep their finger on the pulse of the organisation’s climate.


It sounds tongue-in-cheek to say that leaders care for their people. Ever noticed the cynicism in the workforce upon seeing a manager return from a people-skills training course with new concern for others. Effective leaders don’t need a training programme to convince their employees that they really care. They clearly empathize with their people and care intensely about their work.


Genuine concern is difficult because it always involves some personal risk – showing some part of yourself and your most strongly held values can seem quite scary. It may also take some detachment – the ability to stand back, see the whole picture and sometimes take tough decisions. Leadership never was a popularity contest.


Effective leaders use their differences and move on to distinguish themselves through personal qualities such as sincerity, loyalty, creativity, or sheer expertise.


Using these differences is a critical leadership skill. But, as always, there is a danger - too much distance makes it impossible to sense situations properly or to communicate effectively.

Leadership Is Action... Not Position

People respond to good leadership! Period! It is in all aspects of our lives, not just business. A mother is a leader in her home; a son may be leader of a team sport or a daughter the leader of the debate team. A group relies on the person in charge to actually lead them to success. A true leader is highly ethical, honest and respected.

In our society we have leaders and followers. Are we born to one or the other? No! Can you hone your leadership skills? Absolutely!

The leaders that I admire seem to have all of these in place:

a) They think BIG! They don’t put a ceiling in place. Instead, no limit is set as to how big or how much better something can be.

b) The goals are firmly set in place and the eye does not come off of it.

c) They make known to all involved the final product that they are all going for, example, if you sell widgets, it takes x number of widgets to be affluent, or you want to win that football game and ultimately the title. Know what you’re going for.

d) They can get compliance to orders.

e) When goals are met they set new goals or raise the bar.

People will follow your lead willingly if you are honest, ethical, if you are consistent and treat them with respect. Rewarding someone when a job is well done is always appreciated. A good leader will also off load someone who consistently hinders the group who is just not a team player.

You can improve your own self- respect and become an inspiration to others. How great is that!

Leadership Development - Secure The Future

“At senior levels of an organization, the ability to adapt, to make decisions quickly in situations of high uncertainty, and to steer through wrenching change is critical. But at a time when the need for superior talent is increasing, big U.S. companies are finding it difficult to attract and retain good people. Executives and experts point to a severe and worsening shortage of the people needed to run divisions and manage critical functions, let alone lead companies. Everyone knows organizations where key jobs go begging, business objectives languish, and compensation packages skyrocket.”
Elizabeth Chambers etal, McKinsey & Company, The War for Talent

In a recent interview, Dr. Jay Conger states, “Business organizations are not designed to be great training grounds for leadership development. They are great training grounds for execution of an existing business model and, if [the business model is] right, all you need are managers. The problem is that every few years that business model comes under attack and, when it does, you need leaders. Now the problem is that you haven’t been developing them, so you get blown out of the water.” (“Why Chief Executives Fail,” May 2003, Management Today)

As faithful readers know, I’ve had the pleasure and honor to meet some of the world’s greatest leaders and leadership gurus from Sir Richard Branson, General Tommy Franks, and Captain Mike Abrashoff to Dr. Warren Bennis, Dr. Henry Mintzberg, Tom Peters, and most recently Dr. Jay Conger. Through our work with Linkage Inc., we help support broadcasts of these famous people by designing and developing participant and facilitator guides that many clients use to turn a 90-minute presentation into a true learning and growth opportunity.

I recently had the opportunity to meet with Dr. Jay Conger to discuss the topic of leadership development and succession planning. Dr. Conger has found that companies who are successful at identifying and developing leadership talent address each of the following key components:

• Sponsorship – personal, active, and regular involvement at the highest levels.

• Selection – matching capabilities with organizational needs; avoiding complex competency models; acknowledging and addressing things that will derail a potential leader.

• Assessors – objectively and subjectively measuring performance and results.

• Participants – engaged and personally committed potential leaders, resulting in greater self-direction and organizational loyalty.

• Development linkages – using stretch goals and a myriad of assignments, participants are being developed – not merely identified – for succession in a purposeful and planned manner.

• Tracking – measuring the effectiveness of the leader – and the leadership selection and development process – to ensure continual improvement in developing the leadership bench.

In his book, Growing Your Company’s Leaders: How Great Organizations Use Succession Management to Sustain Competitive Advantage, Dr. Conger outlines the characteristics of companies who are winning the war for talent through their leadership development systems. These characteristics include:

First, the most effective systems are simple and easy to use. All participants – not just those running the systems but candidates as well – have easy access to them. Data is secure but open to those who need it. The winning systems are nonbureaucratic, uncomplicated processes. As an element of that simplicity, there is a unified approach to succession management to ensure consistency and to maintain objectivity of succession management between different business units, organizational levels, and geographic areas.

Second, the best systems are developmentally oriented rather than simply focused or replacement oriented. System processes are clearly more concerned with the continuing growth and development of the employee than with an ultimate job title. They introduce a discipline into the organization that continually reminds everyone that leadership development and talent retention are critical priorities and every manager’s responsibility. The system becomes a proactive vehicle for managers and executives to reflect on the progress of their talent and the opportunities they require for genuine development.

Third, highly effective systems always actively involve the very top players of the organization. The CEO and the executive team are committed sponsors and champions-proactively participating in determinations of talent and in “next steps” to ensure the maximum development of their talented employees. Effective succession management is seen as a critical strategic tool by senior executives for attracting and retaining their most talented leaders.

Fourth, best practice succession systems are effective at spotting gaps in talent and at identifying important “linchpin” positions. They highlight existing or emerging needs where there are potential shortages of talent within the firm. They focus intensively on linchpin positions-a select set of jobs that are critical to the overall success of the organization. These positions and the individuals who fill them merit and receive regular and intensive attention. The better systems also identify the best jobs for development and whether there are a sufficient number of these or shortages.

Fifth, succession planning still does the job of monitoring the succession process, enabling the company to make certain that the right people are moving into the right jobs at the right time and that gaps are being spotted early. The best systems incorporate frequent checkpoints throughout the year. These checkpoints monitor who is where and where the person should be going next. A checkpoint function is built into the system to spot a problem before it becomes a problem! Succession management is so important that the best practitioners don’t ignore this function for even a quarter.

Finally, the most successful systems are built around continual reinvention. One of the clearest insights from our research is that effective succession management is a journey, not a destination. Best practice companies did not succeed in their first efforts at succession management. Similarly, none have rested on their laurels since having their process up and running. They continually refine and adjust their systems as they receive feedback from line executives and participants, monitor developments in technology, and learn from other leading organizations. To avoid the ever-present danger of becoming bureaucratized and mechanical, best practice systems therefore actively incorporate dialogues and debates about talent and about the succession process. There are continuous “conversations” about what is needed for the future of each candidate, about who should be where, and when. There are continuous conversations on the part of the guardians and designers about the planning process and how its utilization can be improved.

(Growing Your Company’s Leaders, pp 12-15)

Leadership Development/Succession Planning Capability Scorecard

Entelechy has created a Leadership Development/Succession Planning Scorecard based on Dr. Jay Conger’s research to help you determine the strength of your company’s (or department’s) succession planning/leadership development process.

If you would like to receive a complementary copy of Entelechy’s Leadership Development/Succession Planning Capability Scorecard, click on the link below:

http://www.unlockit.com/docs/Leadership Development Scorecard.pdf

(Note: you must have Acrobat® Reader® installed to view the attachment.)

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttraut@unlockit.com. Check out Entelechy's website at www.unlockit.com.

Leadership Development - How Can Your Business Grow by Having Good Leaders

The largest collection of matter on leadership.

leadership is a word we come across quite regularly on radios, television and newspaper. We have now also made it accessible in article markets.

If you are planning to build a wonderful career, maybe you should first go through some preliminary training. Nowadays, there are very successful leadership programs being developed. Leadership programs will help you to acquire some very necessary skills. Leadership programs will give you the needed power to achieve the best both in your career as well as in your personal life. Leadership programs will be the management-training program you are looking for. As well as good professional training, they will help you gain self-confidence and self-respect, things that are very helpful in your private life. These programs are undoubtedly a very effective way to gain the assurances that you will need to be ready for a prosperous career and life.

Writing an article on leadership was our foremost priority while thinking of a topic to write on. This is because leadership are interesting parts of our lives, and are needed by us.

We have included some fresh and interesting information on leadership. In this way, you are updated on the developments of leadership.

I know from experience that a leadership program can easily improve and perfect a person because I have been teaching leadership courses for years. If you go to a leadership program with the right attitude, confident that you desire success, you will become a perfectly changed person. Naturally, there are people who challenge the necessity of the leadership programs. The success of the leadership programs depends usually on the way they are taught. As people who teach leadership programs are different, as different are the profits you can take from leadership programs. From young people to older, all of them make the best use of any type of leadership programs. You can choose between practically different leadership programs, although almost all of them have some fundamental elements in common.

As the information we produce in our writing on leadership may be utilized by the reader for informative purposes, it is very important that the information we provide be true. We have indeed maintained this.

One of the key components of all leadership programs is that they are aiming to build up abilities to work in a team. Some leadership programs even acquire this building of team-working abilities as the center of the whole leadership program. As an example, I will tell you that I have heard about leadership programs which center on the fulfilling of physical tasks as lifting every member of the group over a wall.

Of course, the point of this is not to gain muscle mass but to learn how to work as a team. This part of the leadership programs will teach you how to seek each member’s strengths and weaknesses. Leadership programs will teach you how to leave behind the egotism you have and to put all your strengths into the group work. This is probably the most important lesson that the future leader will learn from the leadership program.

We do not mean to show some implication that leadership have to rule the world or something like that. We only mean to let you know the actual meaning of leadership!

The second fundamental component of leadership programs is that leadership programs usually tend to emphasize on self-confidence and self-esteem. A leader should be first of all self-confident. A leadership program has to teach you how to be convinced that everything you say is important. The leaders have not become leaders because they are more capable, or more intelligent than other people are. Surprisingly, it may turn out exactly the opposite thing. The leaders have become leaders because they more confidence than the other people to contend that what they say is important.

We hope that with this article, we have covered more than just a fragment of the available information of leadership. The world of leadership is too vast to be covered in a single article.

Leadership Development

Leadership, what is it and what is the difference between being a manager and being a leader?. Definitions of leadership, there is not a single definition that everyone agrees on. Manfred Kets de Vries, a professor at INSEAD, says that leadership is a set of characteristics, behaviour patterns, personality attributes that makes certain individuals more effective in achieving a set goal or objective.

Another way of describing leadership is to say that, to get the best out of people, individuals, teams, organisations, they need to be led, guided, persuaded, motivated, inspired, to be committed, to do their best, to work together to achieve a common objective. This, rather than the pure management approach of being told, directed, ordered, and treated as subordinates.

True leaders are recognised as being the leader, and their followers accept that they need to be guided by that leader, but they do not feel that they are mere subordinates. A good example is the captain of a sports team - hockey, baseball, netball, cricket, soccer, football, athletics - these are individuals who have an individual role to play, yet find time and ways to motivate and encourage others to do their best, to use their own individual skills, knowledge and experience (scoring goals, defending, winning races, hitting home runs) whilst at the same time working together as a member of the team to achieve team objectives.

There are other ways of defining leadership, managers perform transactions, and leaders bring about transformations.

The transactional manager influences others by appealing to self-interest, primarily through the exchange of rewards and services. The relationship between this type of manager and the follower is seen as a series of rational exchanges that enable each to reach their own goals. Transactional managers supply all the ideas and use rewards as their primary source of power. Followers comply with the leader when it’s in their own interest - the relationship continues as long as the reward is desirable to the follower, and both the manager and the follower see the exchange as a way of achieving their own ends.

The transformational leader inspires followers to not only perform as expected, but to exceed expectations - transformational leaders motivate followers to work for goals that go beyond immediate self-interest, where what is right and good becomes important - these leaders transform the needs, values, preferences and aspirations of followers. They do this so that the interests of the wider group replaces the self-interest of individuals within that group.

It’s interesting that research has shown that the way women leaders describe how they behave, lead, is in line with the transformational style, whereas most male leaders when describing themselves use words and phrases that describe the transactional style. There are exceptions of course, and in some situations the leader can by viewed differently by different groups. Many people in the UK would not describe Margaret Thatcher as transformational in style, but more likely they would use words such as dictatorial, domineering, riding roughshod over opponents, yet others, in her close team for example, describe her as charismatic, motivational, inspirational, kind, supportive.

We can see from this look at Leadership that there are different ways of describing what a leader does, and how, at least in some ways, this is different to how a manager behaves. Individuals recognised as leaders makes it obvious that there are great differences in the way in which certain leaders behave. On the surface there are great differences between the leadership style of Prime Minister Thatcher, and that of the Indian industrialist Rajiv Bajaj. Yet both are widely acknowledged as highly successful leaders. The common factor, it seems, is that all are able to persuade others to follow them, in order to achieve success in their particular field. They all have something that brings diverse people together, to work as a team, to aim for and work hard to achieve a common objective. It is, perhaps, a special talent, or characteristic, or personality trait, or set of circumstances that they find themselves in, or perhaps a combination of all of these. Perhaps leaders are born with this ability, perhaps it is something that can be, or has to be, learned.

Leadership Crisis - How A Crisis In Leadership Can Ruin Your Business

Keep everyone interested with what you find here on leadership.

After reading this article on leadership, you may not have to search anywhere else for more matter on leadership. It’s all here.

According to a recent government report the business world is currently in a leadership crisis. Up and coming managers, those who will be our business leaders of the future do not see examples of “inspirational leadership” in their work places. Employees long to see a genuine shared vision, real confidence and trust in teams and respect for colleagues, customers and employees. Less than 40% of managers actually see these traits on display in the workplace.

Maintaining the value of leadership was the main reason for writing this article. Only in this way will the future know more about leadership.

We did not write too elaborate an article on leadership as it would be then difficult for the common man to read it. We have written this article in such a way that everyone will be able to read and understand it!

It was at the spur of the moment that we ventured to write something about leadership. Such is the amount of matter that is available on leadership.

We were furnished with so many points to include while writing about leadership that we were actually lost as to which to use and which to discard!

life is short. Use it to its maximum by utilizing whatever knowledge it offers for knowledge is important for all walks of life. Even the crooks have to be intelligent!

Where did all our leaders go? Perhaps we have placed too much emphasis on management of our businesses instead of leadership. I would hazard a guess that more people are comfortable with the thought of becoming a manager then they are with being asked to take the position of leader. Therefore, naturally we have more aspiring managers than leaders but a much bigger percentage of managers are capable of becoming leaders in their fields that are actually stepping up to this role. Why?

What is leadership? Perhaps we don’t have as many leaders as we need because not enough of us understand what leadership is really all about and who can become a leader. Can you take someone who isn't a natural leader and turn them into one? Are we all leaders in our own unique way? What do Leaders do and what skills do they need? Leadership is about behaviour first, skills second. Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is different to management. Management relies more on planning, organisational and communications skills. Leadership relies on management skills too, but more so on qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination, compassion and sensitivity. Some people are born more naturally to leadership than others. Most people don't seek to be a leader. Those who want to be a leader can develop leadership ability. Leadership can be performed with different styles. Some leaders have one style, which is right for certain situations and wrong for others. Some leaders can adapt and use different leadership styles for given situations. Some leaders are big, bold and brash characters, others are quiet, unassuming but determined and visionary. As a leader you must know yourself and know your own strengths and weaknesses, so that you can build the best team around you. Leadership is about finding the best in yourself and giving the best of yourself. Leaders always go first, setting the example, walking the talk, doing not dabbling.

Remember this article for further use. You may never know when your knowledge about leadership may come in use.