Promotion for your staff brings both opportunities and perils. Not everyone who is good at their job is good at leading other people to do it well. Sometimes people embrace it easily, others struggle at least to start with, but perhaps dare not admit it. It is helpful for an organisation to run regular sessions to make sure there are no gaps which if left unaddressed will impact on team performance and profit.
Leadership Skills for 1st time Managers
A one day course for up to four people provides leadership skills and vital cultural insights for new managers and is a cost effective way of aiding their progress and that of their team.
Basic leadership, enhanced communication skills, handling agression, mediation and holding meetings are all covered in an engaging manner in one day.
Other elements like time management, coaching skills and appraisal meetings can be dealt with on separate sessions as required.
However, it would be eroneous to assume that experienced leaders would not benefit from a motivational refresher, especially as todays workers need different things to work, such as flexibility, purpose, feedback, ethical working practises to be happy. Times they are a 'changing!
Delighted to have my thoughts about developing leadership skills featured on AccountingWeb. I believe that leadership skills can be developed within anyone. Expectations have changed and the skills required or leaders have changed. Do you agree? Please click here or on the image to read the article in full.
Inspiring Leaders - Passionate Performance
THOUGHTFUL LEADERSHIP : Managers who have been in the role for some time might be interested in a more developed course covering a new model of leadership which is perfectly suited to the challenges of managing the Millenial generation.
I was fortunate to be the subject of research from Dr Linda Wilks at the Open University in 2013 regarding an ambitious project which I led, and there have been papers published, lectures held and a new leadership model developed based on my methods.
I developed an approach that was an amalgamation of best practice I had witnessed and also executed in my working life up til that point. I am delighted to be able to share and train this new model with your company.
I believe that this model of leadership is one which is particularly relevant for managing millenials. Organisations need to treat people with the respect they would for volunteers. This means taking the care that would be needed to still keep them wanting to come in, even if they were not being paid. Because, and this is important, apart from the housekeeping elements of money, many of them are not money motivated.
They have other needs - purpose and impact.. and the specific environment in which they grown up in, has meant that many have a higher need for recognition and validatation, a need for immediate results, they sometimes suffer from an unreliable support structure as a result of easily distracted 'social media' based friend networks, (so the work 'family' can be very important) and struggle with job satisfaction because they feel that they can't make an impact quick enough, so they appear less settled and perhaps less patient than the previous generations.
The work life balance does not exist for many, they don't want to 'switch off' when they go to work, (or indeed when they go home), many want it all to integrate and for it all to be good, and fun and rewarding. They want to know why, they need to be consulted (not that many of them are comfortable with direct communication) and they need to feel part of something bigger. They need to be managed with the care, almost as if they were volunteers. They are often more educated than older staff, more able to multi task, have a great capacity for creative thinking and our challenge is to discover their true selves and allow them to shine and grow within the company, using as many of their unique talents as possible.
A new theoretical model, termed ‘layered leadership’, is proposed (see Figure 1). This model extends and transcends the existing leadership theories in the table above right by highlighting the relationships between the various features of leadership discovered in the data.
The three key elements of the layered leadership model can be matched to the clusters of leadership features identified by this study.
The inner core of the model gathers together the features of ‘delivery’, which emphasise the harder skills of being task focused, well organised, goal oriented and persistent, as well as being able to network in a targeted manner.
To mask and soften these harder features within a volunteering environment, the features of ‘caring’ and ‘sharing’ appear in the middle layer: appealing to higher order social values, empowering followers for growth, communicating gratitude, building and giving trust, enabling teamwork, displaying excellent communication skills and demonstrating concern for the volunteers. All of which I feel are becoming increasingly essential in commercial environment. The exterior layer highlights the features of the ‘inspiring’ cluster: enthusiasm, self-confidence, risk taking, being proactive and networking in a targeted manner, which are closest to the surface due to the leader’s need to attract followers before revealing to them the inner layers, which I would argue is what a leader needs to do with every member of their team for it to be operating at maximum capacity
The leadership of volunteers within the context of a grassroots event demands a complex leadership style, as displayed within the new model offered here. This case study provides an example of how volunteer leadership can operate successfully within the context of a local festival, adding to the sparse literature already available. All of the interviewed volunteers reported that they enjoyed the festival volunteering experience and stated that they would be happy to volunteer again at the same festival the following year, if it were repeated, thus suggesting that lessons can be learned from the leadership approach they encountered.
Layered Leadership involves three key elements :
Inspiring : Enthusiastic, Self confident, Proactive,
Decision Making, Calculated Risk Taker, Appreciative
Caring & Sharing : Empowering, Enabling, Engenders
Trust, Excellent communication skills, Cares about
welfare, Espouses higher social order values, Inclusive
Delivering : Focussed, Well organised, Efficient, Goal
Oriented, Persistent, Good networker
If these echo the values and beliefs you have about
the role of leaders and managers in your business
please get in touch with me here
If you are interested to read the full paper, you can click here