Rationale Structure Areas of Mastery Coaching Circles
Leader Development Programme Rationale
Experience too limited
Many managers are promoted into their positions because they were high performing technical specialists; they consistently produced above average performance, achieving great results in these roles. However, as they became responsible for leading people the “task-people” balance shifted requiring a greater people management focus and competence. Some began to realise that new skills, approaches, beliefs and attitudes were required in this new stage of their leadership journey, capabilities such as: being approachable, managing diversity, being patient, having political savvy, operating with integrity and trust, listening, fostering peer relationships and self-awareness. Their technical capabilities, while effective could only take them so far.
Making the shift
Those managers who realised that a shift in approach and thinking was called for and made the courageous shift are today’s successful leaders leading either high performance teams, great institutions or successful organisations.
Leaders who are part of this breed are:
Tony Hsieh CEO Of Zappos, Larry Page CEO of Google, Howard Schultz CEO of Starbucks, Jim Goodnight CEO of SAS, Pope Francis Roman Catholic Pontiff, Nelson Mandela Former President of South Africa, Brand Pretorius CEO of McCarthy Motor Group, Desmond Tutu and Aung San Suu Kyi Burmese opposition politician, to name but a few. They have led and are leading their teams, organisations, institutions and constituencies to ever greater levels of success and freedom in this turbulent, challenging and uncertain world.
Old Strengths become new Weakness
Managers who fail to make the shift remain stubbornly trapped in the memory of their past successes as they persist in applying outdated approaches. Paradoxically their earlier strengths have now become their “derailers”. The impact shows their teams or organisations stagnating. These leaders are no longer “walking their talk”, inspiring their teams, innovating and challenging the process, creating conditions for empowerment and showing recognition and appreciation.
We need Masters in Business leadership and not only MBA’s
We have seen a plethora of very prestigious and expensive Business Schools compete vigorously with each other to teach leaders how to be more effective and efficient managers of their organisations, institutions and teams.
They have claimed to teach with “cutting edge” methods “best in class” academics, to help these managers be more strategic, read and interpret balance sheets. They also claim to teach them how to manage better through planning, leading, organising and controlling. Alas, after more than 40 yrs of very expensive glossy brochure MBA Training and Education we now realise that that type of learning and education can only go so far in transforming leaders.
Impact of poor leadership
Leadership is in a crisis and its credibility is at an all-time low. We see across the world how leaders operate with impunity, practice zero accountability, abuse their power, mistreat their followers, and operate exclusively for profits and their bonuses, no matter the cost. The list of leadership indiscretions keeps getting bigger; corporate scandals, collapse of global organisations, countries at war, empty places of worship, and environmental mismanagement to name but a few of a growing list of impact consequences flowing from poor leadership.
Creating an engaged and mobilised followership
Organisations, businesses and institutions who are serious about fulfilling their mandate must do so by, firstly attracting, developing and retaining the right people. Employees don’t leave organisations they leave their mangers. Organisations owe it to their employees the confident assurance that all its Leaders are committed to Leadership Brand. Those who don’t want to commit, no longer work for the organisation. The net outflow of living out this mandate releases the energy of the organisation.
Regularly measuring leaders on living the Leadership Brand must be an annual formal process with consequences for future development and Leader progression.
Gallup, Inc. 2011-2012 Survey, reveals that about two thirds of the world’s employees are disengaged and about 35%-40% of that group are actively disengaged. Actively disengaged employees act out their unhappiness by doing things that their engaged co-workers are trying to achieve. There has been a great focus on the war for Talent and too little focus on leaders “walking their talk”, winning the hearts and minds of their followers by making it safe for them to be and do their best.
Leading from the inside out
The future success of any organisation rests in the positive and open relationship between its leadership and followership.
Our leadership Development Programme will assist your leaders to:
- Lead effectively from your in-house Leadership Brand
- Impact your organisations’ Purpose, Vision, Brand Promise, Culture and strategic objectives.
- Be Servant leaders with an Ubuntu approach.
- Practice continuous Self-awareness and mindfulness.
- Lead with less ego, positional power, hierarchical position and prestige.
- Lead with empathy, open communication collaborative relationships etc.
- Live more often from Character and less from Persona.
- Lead from a personally compelling Purpose conviction.
- Lead from a set of Bedrock values.
- Make ethical choices for the benefit of the common good.
- Build relationships authentically.
- Use their power, rank and privileges with awareness and responsibility.
- Increase engagement through honesty, vision, inspiration and competence.
- To be resilient and coach others to be same.
- Commit to continuous learning and self-development.