Over the past decade many organizations have invested significant resources in created an “environment and culture of accountability”. As the leader of an award-winning talent development consultancy that works with more than 50 large global clients, I have interesting access and insights into what types of training and other initiatives companies are investing in to provide the skills and tools needed to create this accountable world. Literally billions of dollars have been spent on eLearnings, seminars, books, and other materials that teach people how to lead and be accountable.
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Navigating the tensions between the two to think beyond the next two quarters
In today’s quarter-to-quarter-mindset, business leaders are faced with the daunting task of trying to create long-term value with a short-term mindset. Over the past ten months, I have delivered business acumen and business leadership development programs for more than 1500 leaders and during each workshop I take a few moments to ask about their challenges and more than 85% of them mention the tension between short-term expectations and long-term strategy as being a top 3 issue. This blog will provide new ideas and perspectives on how to move beyond the short-term mentality to do both.
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A participant in a recent Leadership development program took a page from an earlier learning module on developing innovation skills and “challenged the status quo” of the way we train leaders to be better at leading change.
“There are so many old ways of thinking about change and we even used a quote from the early 1990s – ‘People don’t resist change, they resist being changed’ by Peter Senge – I have to wonder if the current workforce sees change leadership and the skills and tools required to be change leaders in a different way?” she asked. Read More >
Practical business leadership skills are critical for business success and one of the most important things that I do when designing an immersive leadership development program is talk with participants about their leadership challenges and the inhibitors to their success. This week, while working with a group of talented mid-level managers, I heard something that I’ve been hearing for many years if not decades; “my biggest challenge is leading without authority.” In years past, and in a more traditional learning environment, I would have gently discussed all the recommended ways of getting around the obstacle of trying to lead without authority. There is a portfolio of tools that are taught in leading business schools and corporate training programs that include topics such as situational leadership, understanding different styles, horizontal leadership, and skills of delegation. These are great skills and tools but aren’t the most important ones to have in today’s volatile, uncertain, complex, and ambiguous business world.
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