Change Leadership
Much leadership development focuses upon the individual traits and behaviours of the Leader separate from their team. We believe that modern day organizational Leaders whether in Commercial Business, Service and Public Sector organizations must develop a strong followership in their wake. Leaders have to manage change and it is only by developing a cohesive team around you that you can utilise the synergy of team performance.
Change Leadership does not reject the concept of ‘big person’ highly resilient independent individual who can face any challenge but it does incorporate the value of developing the team as equally important.
Our Change Leadership Process is designed for the Client
We reject the off the shelf packages, restrictive programs and training workshops that require lengthy attendance. We opt instead for the ‘action learning’ approach where we use a variety of blended learning approaches to better suit the demands on the participants and their organization, rather than their attending a lengthy program of events and workshops. We would rather work with them via Coaching and engaging them in the Change Leadership Process.
Facilitative Leadership Process is not a Program
Research by Development Dimensions International tells us that only 30% of respondents in a study in 2011 of 14,000 Leaders and HR professionals attending a Leadership program rated it as highly effective. Further, Deloitte’s LEAD survey suggested that only 7.9% of the Leaders they surveyed agreed that their Leadership program was ‘very effective’ with 17% saying their organizations failed to have a succession plan, and only 4.3% listed the development of Leaders as ‘very effective’.
It is clear that there is some degree of disquiet over traditional Leadership programs and that maybe because they focus too much on the Leadership program and not enough on facilitating the Leadership Process.
Leadership Teams – the Change Leadership Process tailored with Precision
When we engage with Leaders of an organization we recognise that much of our energies are going to be invested in working with the Leader’s team and their direct reports. We take account of the special dynamics between the Leader and their team whether they occupy an executive Leader role, a middle manager role or that of 1st line manager or team leader.
The demands on the Sales and Marketing Director and the dynamics within their teams are going to be very different from those of the Operations Director and their teams. The Leadership process has to be designed around, and is contingent on, the demands and constraints not just of the Leader but also the diversity of and complexity of the work in which their teams engage.
The Leadership design process starts with the individual Leader and their needs and motivations. Personal motivation is a huge issue in determining the learning support needed by Leaders. Some will demonstrate their own self direction whilst others may require more support and structure and be guided through the process as a sequence of events.
One Size does not fit all – Individual Motivations differ
The approach we take engages with and takes into account the individual needs of those in Leadership or Middle management positions and that’s why it is important to develop the right Coaching relationship with those going through the process. Individual learning styles and personal motivations have to be accommodated.
Long gone are the days when participants in a Leadership Program attend a series of staged events each going through the same exercises and working on role plays and case studies. Time is in short supply, the patience of Leaders attending such events should not be tested and individual tailoring taking account of opportunities and succession plans, is critical.
Unique Design & Delivery
We design each Leadership intervention using the idea of ‘starting with the end in mind’. We ensure that the Leadership process fits with the strategic and tactical demands on those going through it. This means in how many ways we can ensure that the Leadership Process will facilitate the achievements of strategic imperatives, budgetary and other performance goals relating to growth, customer retention and acquisition, profitability and team development.
Benefits that accrue due to the Leadership process
There have to be clear benefits to the organization and to the individuals as they progress through the process. This means that we consider working with individuals on assessing their strengths and limitations through the use of assessments and profiling. A good place to start in Leadership development is to assess and benchmark one’s own strengths against others relating to organisational, professional norms or industry demographics.
Challenge & the Comfort Zone
Of course, those undertaking the Change Leadership Process recognise that some of their views and behaviours may be challenged and most recognise and welcome this as a valued method of learning new skills and moving beyond their zones of comfort. In order to do this, we work on practical problems confronted by the participants in their organizational role.
People learn best from dealing with real, rather than theoretical, issues and which is why we focus on ‘action learning.’ If desired, and if the groups of participants can accommodate this, we can set up action learning sets with their direct reports, or work cross functionally with others on special projects that deliver straight to the bottom line, sometimes relating these to re-engineering customer management across the organisation or implementing extensive IT solutions and networks.
We find maximum learning takes place when people deal with issues they need to confront, see different perspectives positively, rather than having their own views reinforced and left unchallenged.
Until Behaviour Changes, Nothing Changes
Pursuing our Leadership Process enables Leaders to become more effective when they:
Change Leadership does not reject the concept of ‘big person’ highly resilient independent individual who can face any challenge but it does incorporate the value of developing the team as equally important.
Our Change Leadership Process is designed for the Client
We reject the off the shelf packages, restrictive programs and training workshops that require lengthy attendance. We opt instead for the ‘action learning’ approach where we use a variety of blended learning approaches to better suit the demands on the participants and their organization, rather than their attending a lengthy program of events and workshops. We would rather work with them via Coaching and engaging them in the Change Leadership Process.
Facilitative Leadership Process is not a Program
Research by Development Dimensions International tells us that only 30% of respondents in a study in 2011 of 14,000 Leaders and HR professionals attending a Leadership program rated it as highly effective. Further, Deloitte’s LEAD survey suggested that only 7.9% of the Leaders they surveyed agreed that their Leadership program was ‘very effective’ with 17% saying their organizations failed to have a succession plan, and only 4.3% listed the development of Leaders as ‘very effective’.
It is clear that there is some degree of disquiet over traditional Leadership programs and that maybe because they focus too much on the Leadership program and not enough on facilitating the Leadership Process.
Leadership Teams – the Change Leadership Process tailored with Precision
When we engage with Leaders of an organization we recognise that much of our energies are going to be invested in working with the Leader’s team and their direct reports. We take account of the special dynamics between the Leader and their team whether they occupy an executive Leader role, a middle manager role or that of 1st line manager or team leader.
The demands on the Sales and Marketing Director and the dynamics within their teams are going to be very different from those of the Operations Director and their teams. The Leadership process has to be designed around, and is contingent on, the demands and constraints not just of the Leader but also the diversity of and complexity of the work in which their teams engage.
The Leadership design process starts with the individual Leader and their needs and motivations. Personal motivation is a huge issue in determining the learning support needed by Leaders. Some will demonstrate their own self direction whilst others may require more support and structure and be guided through the process as a sequence of events.
One Size does not fit all – Individual Motivations differ
The approach we take engages with and takes into account the individual needs of those in Leadership or Middle management positions and that’s why it is important to develop the right Coaching relationship with those going through the process. Individual learning styles and personal motivations have to be accommodated.
Long gone are the days when participants in a Leadership Program attend a series of staged events each going through the same exercises and working on role plays and case studies. Time is in short supply, the patience of Leaders attending such events should not be tested and individual tailoring taking account of opportunities and succession plans, is critical.
Unique Design & Delivery
We design each Leadership intervention using the idea of ‘starting with the end in mind’. We ensure that the Leadership process fits with the strategic and tactical demands on those going through it. This means in how many ways we can ensure that the Leadership Process will facilitate the achievements of strategic imperatives, budgetary and other performance goals relating to growth, customer retention and acquisition, profitability and team development.
Benefits that accrue due to the Leadership process
There have to be clear benefits to the organization and to the individuals as they progress through the process. This means that we consider working with individuals on assessing their strengths and limitations through the use of assessments and profiling. A good place to start in Leadership development is to assess and benchmark one’s own strengths against others relating to organisational, professional norms or industry demographics.
Challenge & the Comfort Zone
Of course, those undertaking the Change Leadership Process recognise that some of their views and behaviours may be challenged and most recognise and welcome this as a valued method of learning new skills and moving beyond their zones of comfort. In order to do this, we work on practical problems confronted by the participants in their organizational role.
People learn best from dealing with real, rather than theoretical, issues and which is why we focus on ‘action learning.’ If desired, and if the groups of participants can accommodate this, we can set up action learning sets with their direct reports, or work cross functionally with others on special projects that deliver straight to the bottom line, sometimes relating these to re-engineering customer management across the organisation or implementing extensive IT solutions and networks.
We find maximum learning takes place when people deal with issues they need to confront, see different perspectives positively, rather than having their own views reinforced and left unchallenged.
Until Behaviour Changes, Nothing Changes
Pursuing our Leadership Process enables Leaders to become more effective when they:
- Better understand their own personal motivations and their strengths and limitations
- Recognise that each member of their direct reports has their own gifts or strengths that support those of the Leader
- Understand that each team member has something important to contribute
- Initiate dialogue with team members and direct reports and invite their contribution to key decisions
- Achieve results through the efforts of others
- Coach direct reports on the values, vision, and behaviours which need to be installed in the culture of the business
- Promote ownership in problem solving and decision making
- Seek support all all levels to promote ownership and a commitment to continuous improvement
- Use core Change skills to develop the task and process capabilities of people
- Commit to regular action planning and review of progress for those who have taken ownership to implement recommendations and actions