Anyone in a leadership role knows there’s a limit to what they themselves can accomplish. We have to work with and through others to harness and leverage group resources to produce positive results. And to do that we need to be able to help others to succeed.
The higher managers rise in an organisation, the more likely they are to develop blind spots to the signs of management failure. Help your managers stay on track by avoiding five derailment issues, using some common sense remedies.
It is essential that organisations do what they can to create a context supportive of developing leadership talent. The somewhat callous practice of simply throwing talented people into the fire to see who survives fails to capitalise on what has been learned about experience. Taking leadership development seriously means using experience wisely to help those with sufficient dedication and desire to learn the craft.
You've always thought about being in charge. You always wanted to be in the position to make necessary changes and do things smarter. Now, you just got promoted to manager and have the opportunity you always wanted. Now what?
Typically, no one is trained to be a manager. We have to learn how to manage people on the fly after being promoted into the position. Here are six steps to follow to make sure that you become a leader that others will remember.
Chief Executives have a primary responsibility to maintain and build management depth. This is about creating a sustainable pool of rising leaders, ready to replace existing leaders to lead key strategic initiatives for their organisation.
Leadership development is a critical issue to all businesses today. Find your best leaders and nurture their potential. A good leader is someone who is successful in getting people to follow them to achieve or exceed a common or shared goal.
Promoting the highest skilled employee into a management position is common business practice. Unfortunately, many of these leaders take on their new roles with little or no formal preparation, and often do not have any operational understanding of what becoming a manager entails.
How can an organisation ensure consistently strong leadership? The rate at which company chiefs jump from firm to firm is escalating. In some cases, this is, of course, involuntary and results from investors' impatience with performance. But much of the job-hopping can be attributed to executives wanting varied experiences to add to their skill set, because higher salaries come with each new job - particularly thanks to the deepening talent crunch.
People have paid me a lot of money over the years to answer the following question for them: How do I become a great Leader? I will often answer them with the following questions:
Your leadership core is nurtured and grown out of shaping experiences you encounter and often pursue throughout your life. I've identified ten archetypal shaping experiences that mold people into leaders, developing their leadership traits and providing the knowledge and skills crucial to operating in a highly effective manner.
The law of the inner circle: Those who are closest to me will determine the level of my success.
In the article 'Picking Potential Leaders - Part One', I outlined four of the eleven questions I ask myself when selecting leaders to serve beside me. This article details the remaining seven questions.
Much of the discussion about leadership tends to imply or assume an individualistic perspective of the leader: someone is a team leader, someone else is a director or vice president, someone is leading a project. But there's an increasing - and healthy - awareness of the need and value in developing leadership that is dispersed throughout an organisation.
"Leaders are responsible for learning." That's the challenge put out by Peter Senge, who popularised the notion of the learning organisation. So how can we most effectively help people - including ourselves - learn about leadership?
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