Developing Good Leadership

There has been much written on the subject of leadership over the years; authors include well-recognised captains of industry, military personnel and leading training professionals amongst others. At the heart of everything they write, is the desire to help and inspire others to be better leaders and to be able to learn from the articles published.

Like many before me, having bought several of these books and read many online articles; I wonder if I am achieving the same level of success in my leadership as the authors have demonstrated. Clearly I want to, I would not buy the books if I didn’t believe that I would learn from reading them, but is this increase in awareness and additional information the key to my improvement?

I was thinking earlier today, if I read about Jack Welch “CEO of the Century” and I understand both the leadership messages and use the specific examples to inform me of techniques used; will I become a version of Jack Welch? Clearly the answer is ‘no’. Certainly, the new or additional information I have as a consequence of reading will not hurt and will in some way improve my chances of replicating his successes, but I feel there is a lot more to it than that.

The other day I was facilitating a 360 deg feedback for a manager in an organisation with which we are currently working. They were really engaged in the process and keen to identify how they could improve. What was interesting (and frequently is) was the manager’s areas of interest in the feedback; mainly concerned with the doing and achieving in the present job role. I have found this occurs frequently; managers keen to get on and improve their management ability but believing that it is about what you know about a job and techniques that is important and the probable source of their development need.

Let’s look for a moment at a potential succession planning route in an organisation. An individual joins the organisation and does a good job, that often means their work rate is very acceptable, they demonstrate good knowledge of the job and they have a ‘can do’ attitude. They achieve a promotion, perhaps to a supervisory or managerial position. As well as being part of the team doing the task, they now have responsibility to achieve team targets and objectives. The required skill set is already starting to change. What they know is important, but their ability in other areas is more important to their success. What influences their ability?

Is it that people focus on using the knowledge skill set of the job as a manager, the how I would do it or have done it in the past as a way of informing them as to others should do it now. The longer we are ‘off the tools’ so-to-speak, the less relevant our knowledge becomes. It appears that many managers driven by the desire to do well and achieve, are both promoted because of how well they did in ‘the execution of a job themselves’ and also because of the belief within the organisation, ‘if they could have more of the same’ i.e. more people like the promoted person; the organisation will flourish even more! Yet how is this achieved?

By the identification and development of leaders?

We may, on our leadership journey be acquiring further techniques and models learnt from others, read from books or from the provision of leadership and management development training. What may be at least equally important if not more so, is the becoming aware of our own values and beliefs towards others: the very components that create our attitude. Is it the right attitude? And is it resonant with the attitudes we recognise in successful leaders?

Could it be that leadership success is more attributable to attitude than knowledge, that a common factor found in truly great leaders is a willingness to find solutions and a desire to establish and maintain quality relationships in the process of doing so? If this is the case, is it also more important to model their beliefs and values as well as the techniques they use in order to replicate their success?

If you are interested in how to model success in your organisation, including values and beliefs, we have the ultimate modelling course later this year.

Dr Wyatt Woodsmall PhD will be delivering an Advanced Behavioural Modelling workshop with Reveal Solutions here in Gloucester 13-16th Sept 2012 BOOK NOW http://www.revealsolutions.co.uk/shop-nlp-courses-more.asp?cid=11

Wyatt Woodsmall to deliver Advanced Behavoural Modeling training in the UK later this year

What a start to the year!
I am yet again honoured and extremely excited to be able to confirm that the man himself, DR Wyatt Woodsmall Phd has agreed to join Reveal Solutions and deliver module 1 of our NLP Master Practitioner training this Autumn 2012.

Wyatt will be delivering Advanced Behavioural Modelling and will provide a unique opportunity for delegates to be taught by the master himself.

Not only can you book on to probably the best NLP Master Practitioner course being run this year in the UK with not 1 but 2 internationally recognized exemplars delivering training sessions, but there is also the opportunity be able to book each, or both, of these two workshops separately through our website http://www.revealsolutions.co.uk/shop-nlp-courses.asp

We believe that these workshops are going to prove very popular and will be limited to a capped number of places, this is to ensure the best interactive learning experience for each delegate. If you would like to register your interest, please send an e mail with your details to info@revealsolutions.co.uk Priority booking will be given to those registered first

My first blog of the year entitled 2 weeks in and 50 to go covered the subject of what will the year hold for you?

Achievement is driven by making it happen! We set out to get both of these two wonderful trainers involved in delivering an exceptional NLP Master Practitioner training this year in the UK and now its happening. My invitation is make what you want happen for you.

Frank Pucelik delivers training in the uk later this year

I am excited and honoured to confirm that Frank Pucelik, the third originator of NLP along side Richard Bandler and John Grinder will be joining us at Reveal Solutions to deliver module 3 of this years autumn Master Practitioner course. 3rd – 6th Nov 2012
Due to Franks popularity and reputation we will be making this 4 day workshop available as a separate bookable course.
Further details and booking information will follow shortly.
If you would like to register your interest please e mail us at info@revealsolutions.co.uk
Advanced Booking opportunities will be given to those with a registered interest first. As availability to this workshop will be limited we anticipate the workshop is likely to be over subscribed and therefore a sell out.

2 weeks in a 50 to go

What will the year ahead hold for you?

With all the customary New Years Resolutions made and many neither started or with enthusiasm waning already I thought it might be a good idea, not only pose the above question, but also to reiterate the key steps to achieving successful outcomes. That is assuming that we know what we want in the first place!

I want to start by asking you this. What do you want for this year? Do you know? Or are you with many others who can articulate what it is they don’t want but struggle to say what they want instead!

Having an outcome is important it gives us purpose and direction. So here is your first challenge, write down what you want and make sure it is stated in a positive manner. Let me give you an example. To say I am fed up with being unfit is not going to be very motivating for you, to say I want to learn to play Badminton and play once a week is both a positive outcome and secondly it is specific enough to quantify. Badminton is the method of getting fit and playing once a week is the frequency that you want to achieve.

Make sure that when deciding what it is you want it fits into this acronym SMART.
Specific – Your outcome should be specific, “I want to become a better manager” is not specific, however “ I want to be better at managing my time so that I am planning my days not just reacting to events” is
Measurable – How will you know when you have achieved your outcome? Decide now how you will measure your success, by doing this you will also be able to notice your improvement. Top Tip. Review your progress and CELEBRATE your successes on the way, why wait to the end to feel good? Feel good, energised, fulfilled and motivated along the way.
Achievable – we want you to succeed, so checking that the objective you have set is attainable is important, it is at this point consideration should be given to what support you may need, so in the playing Badminton example getting a book on the rules, buying or hiring equipment , being taught, etc. A good question to ask yourself is who else has done this already?
Realistic – Is the outcome realistic for you? It may be that it is and there are measurable building blocks that will support you achieving the outcome. An example of this can be seen in the achievement of successfully selling your businesses products into the market place and being able to cope with the demand, meeting delivery targets and deadlines of your customers. In order to do this there are various other objectives that need to achieved, manufacturing, purchasing, storage and distribution, marketing, pricing, customer care and relationship etc.

Timely- Having a timescale to achievement is important it firstly tests our level of commitment and enthusiasm, furthermore it ensures action and achievement.

Stick to these fundamental principles and you are sure to achieve what you want in your business life and personal life to.

Servant Leadership

We are in the global marketplace, where the constant challenge is how you do more for less and quicker than you have done before, where customer expectation is fuelled by the power of immediate knowledge gained through the internet.

Our biggest challenge is not just to grow our businesses, but to hold onto the customers we currently have. We must not just meet their expectations or even surpass them. We must understand and meet their unknown future needs to generate demand for our product or service.
It is easier to understand what to change when you are leading the change. Its much more difficult to convince others of the need to change when you are following or catching someone else up, because often, as you draw alongside, they unveil the next new product or offer a more competitive way of delivering a service.

Paternalistically-structured organisations cannot and will not survive. Why? Because the fundamental principles on which they are built no longer exist.
Change takes place at enormous pace, http://www.youtube.com/watch?v=cL9Wu2kWwSY , driven by technology and our ever-increasing expectation of what is possible. Whether you work in banking or in manufacturing, retail or service provision, public or private sector; what we do and the way we are doing it changes constantly.

Paternalistic organisations make decisions at the top. What they do, when & where they do it, & how they do it…and all theoretically for the benefit of the follower, for the customer who is being told what they can have, when and where they can get it & what they have to do to have it! And it worked for that period in time when both the individual and society both expected and accepted being ‘told’.

In the same way that, as consumers, we recognise we have become empowered; so we also seek empowerment in the workplace. Universally accepted is the understanding that money is only a short-term motivator, what we actually seek is fulfilment, to have purpose, be involved and to belong. Stephen Covey refers to these as “universal principles that have governed, and always will govern, all enduring success, especially those principles that give ‘air’ and ‘life’ and creative power to the human spirit that produces value in markets, organizations, families, and, most significantly, individual’s lives.” http://www.greenleaf.org/whatissl/StephenCovey.html

In order to facilitate that purpose, generate fulfilment; the way in which we lead has to be different and organisations need to be different, they need to be flexible, to be able to not simply react to customers, but to understand them and work with them. To do just that, organisations and leaders within those organisations have to recognise and engage, to trust and empower those that work for them. Coaching, not instructing; facilitating and nurturing, encouraging and developing their people. Servant leadership begins with the true personal motivation to serve others, to have shared goals and to encourage and support self-management. Ask yourself, ‘what else can I do to best support my team to do their job to the best of their ability?’

Servant Leadership is a principle, a value, and one that, when honoured, delivers results and relationships far beyond peoples’ expectations. Those who act as Servant Leaders will achieve disproportionately more and are and will be recognised as doing so for the betterment of the many.

Resources

http://www.lamarherndon.com/

http://www.regent.edu/acad/global/publications/sl_proceedings/2006/waddell.pdf

Ten benefits to offering 360 appraisals in your organisation

1. Improves operational efficiency, customer service, turnover and profitability
2. Increases individual performance by identifying learning and development opportunities for both the individual and for the organisation to provide
3. Raises awareness in individuals of their behaviours, attitudes and performance and how they impact on others and the efficiency of the business
4. Encourages and supports an open culture of feedback, personal development and improvement and supports other important quality programmes such as IIP, TQM, LEAN & 6 Sigma.
5. Measures the effectiveness of individuals against the competencies required to succeed in their role.
6. Is a powerful driver of change and demonstrates a commitment to developing people and the organisation
7. Helps individuals develop their Emotional Intelligence (EQ) known to be the most important leadership power.
8. Recognises individual strengths and encourages people to use them more often and to take ownership of their own personal development programmes PDP
9. Provides invaluable information in support of Leadership & Management Development programmes
10. Can help to release additional discretionary effort of colleagues in the organisation, through true leadership recognition and reward.

What is change management

What is change management?
Organisational change is something many of us will experience in our careers, often more than once, yet many managers find themselves tasked with managing business continuity whilst change is taking place, yet have received little change management training or have little experience in managing change. This may sound familiar.
Leading and managing change in an organisation is critical if the change is to be achieved within timescales, budget and with a committed and engaged workforce. Often change programmes confuse and distract people from their everyday work; productivity becomes affected with uncertainty regarding the future becoming the preoccupation of many.

Good training for managers is essential. Senior managers must be able to communicate the strategic vision clearly, be able to explain the purpose and gain the commitment of middle managers quickly. Middle managers are often the key to successful change programmes, they face more questions from their colleagues and team members and are under mixed pressures of implementation, dealing with their own uncertainties and emotions, finding solutions to unexpected problems during changes and acting as a conduit between those they manage and those they report to.

Investment in change management training to create leaders with more tools in their managerial and leadership toolbox, goes a long way to improve the quality of the experience many have when going through change in the workplace.

Good change management training should ensure that delegates develop
• A comprehensive understanding of change management strategy
• Be aware of the principles of successful change programmes
• Have knowledge of models of change management
• Strategic vision
• Tactical panning for improved implementation of change
• An exploration of Emotional Intelligence EI and be able to put it into practice
• Increased self awareness of how they cope and deal with change
• Coaching skills for use in the workplace
• Advanced communication skills of effective leadership

www.revealsolutions.co.uk/business-solutions.asp

Raising Awareness Though 360 Feedback

Many more businesses are providing managers with the opportunity to experience 360 feedback. This is a good thing as our perceptions of our own behaviours, skills and knowledge in the work place may be both different and informed from a limited number of sources.

It’s important that participants receive a facilitated feedback session and not just given a printed report to digest the information. The feedback session should facilitated in a coaching style, be one of an exploration, where the coach through asking questions of the participant increases their awareness of how they perceive themselves and to how others perceive them.
The exploration of when and where particular competencies are being demonstrated, well or not so well, provides the participant with context, is useful in recognising what works so it can be repeated more often and in developing actions for improvement in the future.

Many organisations have also benefited from including personality trait psychometrics into their management & leadership development programmes and the feedback sessions conducted by experienced and qualified coaches can provide quality information for the participant to work with in their personal development plan.

Find you inner hedgehog

The three circles of the Hedgehog Concept is a management tool to help people and organisations morph from ‘good’ to ‘great’. So what is your organisation really good at that it could be even better at?
The Hedgehog Concept is all about identifying and understanding what an organisation is really good at – and to keep doing it.
This theory stems from the story of the hedgehog and the fox. Each day, the fox would try different ways of stealing up on and catching the hedgehog. But the hedgehog did the only thing he knew how to do – curl up in a prickly ball. While the fox tried every different ruse to get past this, the hedgehog focused on just that one defensive response – the thing that he did best.
In his book, Jim Collins talks about the ‘three circles’ which are:
1. what you are deeply passionate about;
2. what you can be the best in the world at; and
3. what drives your economic engine.

Wells Fargo, for example, realised that it couldn’t compete with CitiBank on international banking. But that it could beat the competition at providing bank services to the West Coast of the United States – and ever since that change of direction the company has outperformed the market and its competitors. It was Chris Washington-Sare, who had formerly worked for Greenpeace, demonstrated that the campaigning organisation’s ‘hedgehog’ was what he called ‘media mind bombs’. In 1971 a group of twelve American and Canadian activists chartered a boat and sailed straight into the nuclear test site in Amchitka Alaska. It has been performing similar stunts every since to dominate headlines and sustain awareness of its cause.
The application of the Hedgehog Concept can also be made to personal development , so here is the challenge can you find your ‘inner hedgehog’

Adapted from an Article taken from the People Bulletin July 2011

Leadership & Management Development

All development must start with the raising of self awareness, we do this in a number of different ways. One tool we use is a feedback survey more commonly called a 360 feedback. This involves self appraisal against job competencies and appraisal of demonstrated skills, knowledge and behaviours from others that you work with. Becomming more aware of both how you perceive yourself and how others perceive you is useful to drive leadership and management development and has a large part to play in organisational change, the management of change.

Reveal Solutions design and deliver Leadership & Management Development training www.revealsolutions.co.uk