The Current State of Leadership

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Development Dimensions International (DDI) a respected,  global talent management company recently published their Global Leadership Forecast 2011. This report is one of the largest leadership studies of it’s kind, with more than 2,600 participating organizations. The research provides some interesting perspectives on thecurrent state of leadership and future leadership needs. Specifically, the report looked to uncover the answers to the following questions:

  • What is the overall quality of leadership in organizations today? How does it compare to previous years?
  • Do organizations have a sufficient supply of capable leaders to meet tomorrow’s business challenges?
  • What can HR professionals do to revolutionize the development of their leaders?
  • Is it time to radically innovate not only products and business models, but also the very way we manage?
  • What impact can we have by moving the needle on leadership quality?

The research defined a leaders as “someone who manages the performance or responsibilities of individuals in an organization.”

Research Findings

This research study produced interesting findings I have extracted some of the research findings I found interesting, those that stood out and caught my attention.

Effective Leadership Matters

  • The research demonstrated that organizations with the highest quality leaders were 13 times more likely to outperform their competition in key bottom-line metrics such as financial performance, quality of products and services, employee engagement, and customer satisfaction.

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  • Leaders who reported that their organization’s current leadership quality as poor, only 6% of them were in organizations that outperformed their competition.
  • Organizations with higher quality leadership were up to three times more likely to retain more employees than their competition. by GEORGE AMBLER
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The Future of Leadership Development

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A colleague from another business school recommended the book, The Future of Leadership Development, Corporate Needs and the Role of Business Schools, edited by IESE Business School Dean Jordi Canals. She said it helped set the direction for her executive development program and really got her thinking about our profession.

All of the content is written by business school professors and deans and much of it deals with MBA programs, so my practitioner readers may find it….well, academic. That’s corporate code word for deadly boring and irrelevant.

However, it was interesting enough for me to wade through it and jot down a few nuggets that I thought were worth sharing.

BTW, I’m also halfway through Physics of the Future, by Michio Kaku, so I’ve been thinking a lot about the future these days. This one actually creeps me out. It makes “The Matrix” and “The Terminator” look rosily optimistic.

Anyway, here are 10 current and potential trends for leadership development that shouldn’t creep anyone out too much, from the book and with my own embellishment:

1. The use of coaching in leadership development programs.
There are pros and cons to both group and individual leadership development. Groups facilitate networking and shared learning, and are efficient, but may miss the mark for some. Individual coaching is “all about you”, but is expensive. Why not combine them both, like a Reese’s Peanut Butter cup? I’m seeing more university based executive development programs incorporate both individual and small group coaching into their design (CCL’s been doing it forever). Coaching is even starting to work its way into some MBA programs, which is good news for the coaching industry.
The challenge for business schools will be that most of their faculty don’t have coaching expertise and credentials, so when it’s outsourced, it’s often not fully integrated into the program.

2. Senior leadership development.
Lots of people are planning to work beyond the traditional retirement age, and many of them are looking to make a career change (moving into a not-for-profit, etc…). There are plenty of “Youth” leadership development programs – why not a transition program for seniors? Maybe you could get 20% off the registration cost with your AARP membership.

3. Building Block leadership development programs.
This would be kind of an umbrella concept which would include senior programs. The idea is that leadership development needs are very different depending on your age and where you are in your career. Instead of getting an MBA in your 20s and then that’s it, why not break it up into phases and make it a lifelong educational experience? While this one’s a bit self-serving for the business schools, the concept of life cycle leadership development is intriguing.

4. Social responsibility.
Some say the organization of the future will be more socially responsibility – that profits will not even be the primary mission of an organization. This new business model will require a different model of leadership development – one that pays more attention to ethics, the environment, how decisions impact the community and society, and human rights.

5. Global leadership development.
While not really a trend – globalization has been going on for decades – the world continues to get smaller. Global leadership development isn’t just for the big multinationals anymore, and we’ll continue to look for innovative ways to develop a global mindset.

6.Virtual reality.
Second Life, simulations, avatars, virtual reality, gaming, and artificial intelligence all have the potential to change the way we develop leaders. These technologies have the potential to develop higher level competencies, like critical thinking and emotional intelligence, in a safe, accelerated, and realistic environment. Need to prepare for an upcoming performance review? There’s an app for that!

7. Liberal Arts and the “soft stuff”.
Business schools have been slow to catch on to the importance of the “soft stuff”, while instead continuing to teach their MBAs analytical and quantitative skills. Some are even starting to question the value of a traditional MBA. In response, will business degrees and leadership development programs begin to integrate more “liberal arts” into their programs? In browsing some of the program descriptions for executive development programs, it appears the humanities, arts, and social sciences are beginning to infiltrate some of the more innovative programs.

8. “The Apprentice” model for leadership development.
No, not the Donald Trump reality show. The idea is to develop leaders like we develop other skills trades – though hands-on doing vs. classroom learning, experiential learning, shadowing, mentoring, and certification. Why not? We do it with doctors, lawyers, electricians, and engineers – why not for the profession of management?

9. Those that teach have been there and done it.
In the professions mentioned above (doctors, lawyers, engineers, etc…), the teachers usually, if not always, have extensive work experience. Why shouldn’t we demand the same from our leadership professors, instructors, and coaches? This could be a great way to tap into the knowledge and experience of “senior” executives that are looking to transition into teaching, instead of relying so heavily on professional instructors.

10. Woman’s leadership development.
Instead of force fitting woman into a male model of problem solving, decision making, and leadership, progressive organizations are starting to recognize that there is tremendous value in cultivating both male and female ways of leading. One is not better than the other, but having an equal balance of both will give you a competitive advantage.

What do you think? What’s the future hold for leadership development?

by Dan McCarthy

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Empowering Your Teams

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In a recent article that was posted on The Economic Times, the importance of team work was emphasized. And while on the surface, one may not see the leader of those teams, you can be assured that the leader who organized the team in the first place has played a significant role in the team’s success. Empowering your teams is one of the best ways to keep your organization running smoothly.

Empowering Your Teams

Over 40% of the workforce gave thumbs up to team work as the key skill to be successful in the job across industries, in a survey conducted by Jobbuzz, a premier product by TimesJobs.com to help employees make intelligent career decisions. Relationship management has been voted as the second most crucial skill by employees followed by leadership skill.

In a sector-wise analysis, respondents from industries such as Infrastructure, Chemicals, Paints & Fertilizers, Hospitality & Tourism, FMCG/Consumer Durables, and ITeS weigh relationship management higher compared to other industries. Employees of heavy industries such as Oil, Gas & Power, Heavy Machinery/Capital Goods & Industrial Supplies, Construction, Interiors and Real Estate Services stated leadership skills crucial to become successful at the job. Domain expertise is valued more in comparison to other skills by 50% workforce in the IT/Telecom industry.

Out-of-the-box-thinking is scored high by the respondents from Media & Entertainment industry. However, soft skills such as communication, negotiation, language skills, and confidence are highly desirable in customer/client facing industries such as Retail, ITeS, Hospitality & Tourism and Media & Entertainment.

Commenting on leadership skills in a TJinsite poll, 32% of respondents said that the one who empowers the team members is a good manager. A really effective leader sets clear objectives for his team, but leaves most of the detailed judgment and implementation with his team members. The TJinsite survey also showed that leading by example is voted by 28% of the employees as crucial to become a good leader.

Original article here

Don’t cling to the glory of doing it all yourself and taking all of the credit. Allow your teams to shine. The ability to trust your team members and delegate responsibility to them is an important aspect of empowering your teams.

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How Do I Get More Done During My Workday?

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How do I get more done during my workday?

One question that comes up all the time is “How do I get more done during my workday? There are endless books and articles on this subject but I prefer to keep everything very simple. Productivity is a big issue in business and you’ll be pleasantly surprised by how much you can accomplish if you follow these useful tips from Kevin Eikenberry.

How Do I Get More Done During My Workday?

Everyone would like to be more productive (well, at least anyone who might be reading these words). oday, some simple and important ideas for raising your productivity, starting immediately.

1. Stop. Multi. Tasking.  Seriously. It is an illusion if you think you can do it without hampering the effectiveness of either task.  Want proof?  When you are driving in heavy traffic, reduced visibility, or when you aren’t sure where you are going, what do you do?  Turn off the radio. Our minds know instinctively when the task is most important to shut down everything else.  Listen to your brain.  One task to completion, then the next.

2. Destroy distractions.   You know what distracts you. So remove the distraction. Unplug. Close the door. Turn off the TV. Whatever the distractions are, they are the enemy of your productivity.

3. Work in time blocks.  Our body clock, our attention span, and our biology all say focus for 60-90 minutes, then shift.  Stand up and walk around. Do something completely different (e.g. if you have been working on a project, now make some phone calls).  Have a snack. Do something different! Incorporating this approach into your work will make you more productive and less stressed and frustrated.

4. Schedule email time.  Ever been away from the office for part or all of a day, without email access?  Have you noticed that when you do it all at once you get it done faster?  ”You’ve Got Mail” may have been a cute movie, but if you are serious about your productivity, turn off any email notification tool and turn on your discipline to work on email at predefined times during your day.

5. Pick up the phone.  You remember, that was the original use for your smartphone before it became a camera/web browser/email client/game device.  Email isn’t good at conversation.  If you are about to reply to an email for a third time, stop.  Pick up the phone.  The issue will be solved quicker, and relationships can be built at the same time.

By the way, you are thinking about this list inaccurately if you think it contains nothing new.

The question isn’t whether it is new, the accurate question with these items is what are you going to do?

Click here to read more…

Of course it’s going to take some discipline to change your habits, but If I can do it so can you. Changing my habits came down to how much I really wanted the extra hours to devote to my interests and my family. That was my incentive to keep turning off the television and stop checking facebook.

I added hours of productive time to my weekly routine by making a few simple changes. Now when someone asks you “How do I get more done during my workday?” you’ll have some effective strategies for them to try.

If you enjoyed this post please LIKE and SHARE it on Facebook

 

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Are You an Inflated Manager?

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Are you an inflated manager?  Many managers often assume they are good leaders simply because they have attained the position. If you asked them how they thought they were doing as leaders, they would probably say they were doing a good job. But studies in the UK show that more than 42% of employees are not satisfied with management and typically, the managers have no idea because they have an inflated opinion of themselves. In this article posted on Public Service UK, you will find out how poor management and lack of awareness effects an organization’s ability to grow.

Are You an Inflated Manager?

Poor managers need to look in the mirror if they want to get the best out of their people, according to new research from the Chartered Institute of Personnel and Development (CIPD).

The research found that three quarters of employers reported a lack of leadership and management skills and too many managers had an inflated opinion of their ability to manage people. As a result, the CIPD is urging the government and employers to recognise that just a small increase in capability among the UK’s 8m people managers would make a significant contribution to productivity and growth.

According to the CIPD’s research, 72 per cent of employers reported a deficit of leadership and management skills. However, the CIPD’s quarterly employee outlook survey of 2,000 employees also suggested that one problem in tackling this skills deficit was that many managers simply did not know how bad they were at managing people.

Eight out of ten managers said they thought their staff were satisfied or very satisfied with them as a manager whereas 58 per cent of employees reported this to be the case. This ”reality gap” matters because the survey finds a very clear link between employees who say they are satisfied or very satisfied with their manager and those that are engaged – ie, willing to go the extra mile for their employer.

Original article here

The best way to find out the answer to the question, “are you an inflated manager?” is to  ask your employees how they feel. If you have an honest relationship with them, they should tell you the truth. You should be able to meet with them face-to-face to get your answers, and if you can’t – that’s a problem.

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A Good Leader is a Good Listener

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Good leaders know that their job is better done when they have as many people on their side as possible. No one leader can have his or her eyes and ears everywhere without the help of others. We have mentioned before the importance of being able to connect with and inspire your employees and a key factor in that is that a good leader is a good listener. Learn some tips provided by HARVEY SCHACHTER posted on www.theglobeandmail.com.

 A Good Leader is a Good Listener

Danger ahead: Executive not listening. A road sign similar to that might be useful for the corridors of a company where senior managers view conversation as one-way affairs, and refuse to listen to others.

“Listening is a valuable skill that most executives spend little time cultivating,” consultant Bernard Ferrari writes in the McKinsey Quarterly.

To improve, he says, focus on three elements:

1. Show respect: To run a complex organization, you must solicit advice from all corners. Let everyone know that you are open to their viewpoints. Being respectful doesn’t mean avoiding tough questions; good listeners routinely ask them to uncover the information they need. “The goal is ensuring the free and open flow of information and ideas,” he writes.

2. Keep quiet: Your conversation partner should be speaking 80 per cent of the time while you limit yourself to about 20 per cent. To make your speaking time count, ask questions that point the other party in the right direction.

original post here

It is far too easy to hear without listening and you should know that people can tell when you are not listening to them.  A good leader is a good listener, someone who clearly and authentically considers and respects all viewpoints.

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The Importance of a Highly Adaptable and Anticipatory Mindset in a Great Leader

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In our book on Enlightened Leadership, we highlighted 6 change-friendly principles and one of them was the importance of a highly adaptable and anticipatory mindset in a great leader. While in theory we tend write about Organizational Leadership, sometimes we see all too clearly how our principles translate into real world, life or death situations. In the article below, posted on Bloomberg Business Week, Alison Damast shares an inspiring story.

The Importance of a Highly Adaptable and Anticipatory Mindset in a Great Leader

Daniel Balcauski was leading a team of Kellogg School of Management MBAs through Patagonia, a wild, isolated region on the southern tip of South America, when he realized a blizzard was quickly approaching. The five students and their guide had just reached the top of a picturesque Andes mountain pass and ahead was what Balcauski dubbed the “granite slab of death,” a path that would be especially treacherous to go down as whiteout conditions and visibility worsened. Says Balcauski: “It was imperative to get off the mountain as soon as possible.”

As the appointed Leader of the Day, he helped the team find an alternative route off the mountain, backtracking up a cliff and eventually finding a spot in a river valley where his team, some of whom were in the early stages of hypothermia, could set up camp. For Balcauski, then a first-year MBA student, the most valuable part of the experience happened that evening, when his classmates, wrapped in blankets and sipping hot drinks, gave him their opinion on how he performed as a leader in a set of challenging conditions.

“I got immediate and direct feedback on my leadership style and performance that day, which was extremely valuable,” says Balcauski, now in the second year of his MBA program.

The importance of a highly adaptable and anticipatory mindset in a great leader is some times more than just making decisions that benefit an organization – sometimes it is a matter of life and death. Keep this story in mind when you feel resistance to change.

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How Do Your Leadership Skills Measure Up?

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Marcus Aurelius was a truly enlightened leader. How do your leadership skills measure up? Can you generate enthusiasm and commitment in your employees?  If your answer is “yes”, then how sure are you?  In an article posted by the Ashdown Group, a recruitment company in the UK, find out how unaware some managers are of how their employees really feel.

How Do Your Leadership Skills Measure Up?

A shortage of leadership and management skills within UK organisations may be hampering efforts to get the most out of employees, it has been claimed.

According to the Chartered Institute of Personnel and Development (CIPD), poor managers need to “look in the mirror” if they want to get the best out of their people.

Research conducted by the HR body found that 72 per cent of employers report a lack of leadership and management skills.

But a major challenge for managers in improving their skills is the fact many managers have an inflated opinion of their own ability.

Some eight in ten managers think their staff are ‘satisfied’ or ‘very satisfied’ with them as a manager, whereas just 58 per cent of employees report this is the case.

Ben Willmott, head of public policy at the CIPD, said leadership and management capability continues to be an Achilles heel for UK plc, despite mounting evidence that these are ‘skills for growth’ essentials.

“Our research shows almost three in ten people (28 per cent), equating to about eight million people across the UK workforce,  have direct management responsibility for one or more people in the workplace, and yet only just over half of employees are satisfied with their manager,” he stated.

Original post here

Now, let’s repose the question: How do your leadership skills measure up? Keep in mind that enlightened leadership brings out the best in your employees and that means you need to stay in touch with them.

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Developing Leadership Skills Through Volunteer Work

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Not everyone is fully established in a leadership position.  It takes time to build the skills and experience to make your way into a leadership role.  One of the best ways to cultivate yourself as a leader is by developing leadership skills through volunteer work. Volunteering gives you an opportunity to work without any pressure and to discover what makes other people want to offer themselves to a cause free of charge.  In this article posted by Alice Korngold in http://www.fastcompany.com, we learn the leadership benefits of volunteer work.

Developing Leadership Skills Through Volunteer Work

People grow and become leaders by making a commitment to a cause, and having personal responsibility and accountability.

For those of us in civilian life, there are also ways for us to develop as leaders through experience: through volunteer service. There are myriad nonprofit missions from which to choose, roles and positions in which to engage that are meaningful and productive, and paths for personal and professional advancement.

Nonprofit board service is particularly compelling for business people and professionals seeking to develop as leaders. While the CEOs and staffs of nonprofits build and run programs and services, boards of  directors provide strategic and financial leadership to ensure each organization’s vitality, integrity, and fulfillment of its mission. Business people who bring valuable skills and experience as well as diverse backgrounds and perspectives are uniquely equipped to help regional, national, and global organizations to achieve success in addressing poverty, education, health care, conservation of natural resources, and other key issues.

Original Article here

Developing leadership skills through volunteer work is one of the easiest ways to get yourself in the game and develop your potential as a leader, while at the same time, helping a good cause.

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Empathy is the Greatest Asset in a Good Leader

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A good leader should be able to do more than just see the cold, hard facts of a situation. A great leader is someone who can inspire others to a cause. If you want to get people behind you, you must first make an authentic connection with them; and to connect with people authentically, you have to find common ground with them. When it comes to making honest connections with people, empathy is the greatest asset in a good leader. Empathy allows you to really feel where the other person is coming from, and in an article by Ginny Whitelaw posted on Fast Company, you can find out why this is so important.

Empathy is the Greatest Asset in a Good Leader

Anything we’re trying to make happen as a leader involves other people, and the fact is, most people don’t have to follow us. They don’t have to believe in our great ideas, buy our great products, or do what we want them to do. Even when we have authority–as parents of teenagers will tell you–our power doesn’t go very far without others believing that what we want them to do is in their best interests. The pull of connecting to others and their interests is far more powerful than the push of control, especially when we find the intersection between their interests and our goals. How do we know what’s truly in someone else’s interests?

“Become the other person and go from there.” It’s the best piece of coaching advice I ever received, coming from Tanouye Roshi, and it applies equally to influence, negotiation, conflict, sales, teaching, and communication of all kinds. To become the other person is to listen so deeply that our own mind chatter stops; to listen with every pore on our body until we can sense how the other’s mind works. To become the other person is to feel into her emotional state, see through her eyes, think like she thinks, and see how she views us, our proposition, and the situation at hand. To write it out or read it in serial fashion makes it sound like a lengthy, time-consuming process, but in fact, deep empathy conveys its insights in a flash, and our ability to empathize deepens with practice, as we learn to quiet our own inner state.

Original article here

It is important to remember that people who are inspired by you will be inspired to authentically represent your cause as his or her own cause.  The only way you can cultivate that kind of response in another person is to first find out how you can best serve them. To do that, you have to really know where the other person is coming from, which is why empathy is the greatest asset in a good leader.

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