Posts Tagged 'effective leadership'

Modern Learning Myths are Wasting your L and D Budget!

WEFTHE 2015 WORLD ECONOMIC FORUM survey says an alarming 86% of 2,000 experts from different fields and countries see “a crisis of leadership” as one of the world’s most pressing problems.

These findings are mirrored by business school professors, who suggest that breaking leadership into a disembodied set of skills is leading to a growing rift between leaders and their followers. Even top management magazines are querying MBAs and the process of sending senior executives and high potentials to remote courses. They are calling this out-of-the-business methodology “out of context and out of date.”

The response to disillusion may lie in 21st century leadership development, including an understanding of how the brain works, which is also proven to give the best return on investment. Its value lies in embedding sustainable learning in the workplace and within organisational culture.

danielle summer 2010-4025LeaderShape Director, Danielle Grant, explores inaccurate, outmoded assumptions on organisational training that are wasting time, money and talent – what commentators are calling the “modern learning myths.” Danielle opens up the discussion in this Thought Leadership conversation.

Continue reading ‘Modern Learning Myths are Wasting your L and D Budget!’

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Discussion Topic: ‘Sod 70’: lifelong education and the highly experienced executive

Duncan EnrightLeaderShape Director, Duncan Enright,  Head of Healthcare Practice and Head of Publishing Practice, regularly hears concerns in his leadership development work about the demographics of the workplace.  LeaderShape works to unlock the potential of experienced workers – ensuring they continue to be an asset to their organisations. Although often perceived as a male problem, the density of women in the 50–59 age group causes particular issues and can, with the right leadership, have very satisfactory outcomes for teams and managers.

His blog is published here:

257839464_640“IT’S THE TALK OF HRDs: companies are failing to encourage employees over 50 to stay, train and develop within the business. In a recent survey of over 1400 managers, the Institute of Leadership and Management found they ‘scored workers over 50 at 46% for attributes such as keenness to learn, develop and progress’. This supposedly ‘unmotivated’ group could be the solution to the predicted problem, identified by Government, that 13.5 million jobs are likely to be created in the next year, yet only 7 million young people will enter the work force.

Sir Muir Gray, knighted for services to the NHS, understands this gap between the ’40-50 something’ worker and older colleagues; he calls for all involved to take control of any ‘limitations’ in his recent publication ‘Sod 70!’. When talking to the national press, Gray poses the questions: ‘What groups can we distinguish within this huge age range and how should we refer to them.. to us? The use of a single attribute is fraught with danger because people differ from one another in many more ways than they are similar’.

LeaderShape is a company built on the appreciating the value and emotional intelligence of all employees. LeaderShape faculty’s senior directors constantly seek to develop, either through additional experience or further qualifications within the workplace. Organisations that refocus on developing the emotional intelligence of leaders and employees will motivate everyone, including employees aged over 50. Unlocking the potential leadership qualities of staff helps everyone succeed.”

LeaderShape’s CEO, John Knights, comments :

“As a ‘closer to 70’ executive who is passionate about developing leaders for the future, the problem with many over-50s is that they have stopped learning and developing. When that happens they are no longer suitable for leadership positions. On the other hand 50+ executives who are interested in continuing development and open to learning can make the best transpersonal (beyond the ego) leaders because of their experience and level of human development.”

There is an identified need for employees over 50. Public advocates such as Muir Gray see their value and potential; organisations such as LeaderShape can help unlock the potential of the older employee and the older leader.

The Arms Race in Journals Publishing Heats Up

Joe EI ALWAYS LOVE veteran author and publisher Joe Esposito’s thoughts. He is a witty and astute observer with the valuable eye of an experienced and passionate participant in research and scholarly publishing.

This year Joe has done a lot of work looking at society publishing, which is all well worth reading. The extent to which a professional or scientific society relies on publishing as a way of fulfilling its mission can vary greatly; some societies see their journals and books as the very core of their offering, whereas for others they are cash cows to support other member activity. Either way there are a bewildering range of options and new challenges thrown up by the digital shift. Commercial publishers have a lot to offer.

In this article Joe describes neatly what commercial publishers can and do offer societies (in addition to the obvious: sometimes enormous sums of money).

Looking at this from the publisher’s point of view, there are also untapped benefits (as well as the obvious financial return, “bulking up” and niche domination) from associating with societies. These include acquiring credibility, access to domain expertise, the creation or strengthening of communities or networks of authors, and perhaps strategic growth into new geographies and subject areas.

Of course there is also a very human side of this. Staff in publishing companies often come from academic backgrounds and look for the personal validation that comes from rubbing shoulders with society grandees. For a while I was, though a pretty humble physics grad, the publisher of the outstanding Landau and Lifshitz series of textbooks – The Course of Theoretical Physics. It makes me proud still, though all I did was keep them in print for a few years.

Club Elsevier, as mentioned at the end of Joe’s blog post, is much more fun when the disco floor is full of big-name society people and famous authors.

Did you know that, as an SME business, you could be eligible for Growth Accelerator match funding up to £2,000 to meet your Leadership Development needs within the business?  APPLY NOW – funds are limited and we’d be delighted to help you meet your business ambitions.

Growth Accelerator

DEVELOPMENT PROGRAMMES that meet a need to be transformational or drive change should ideally use coaching skills from a facilitator. They are designed to create ownership and insights that provide the conditions for lasting change for the individuals/ team and organisation.

Unique expertise for high growth businesses

COMPANIES WITH THE POTENTIAL to rapidly increase their turnover and/or number of employees can now apply for the new GrowthAccelerator service designed to help England’s high-growth SMEs achieve their ambitions.  Leadership and Management (L&M) is an integral element of GrowthAccelerator, seeking to develop the capabilities of leaders and their senior teams and to drive business growth.  It offers valuable match funding worth up to £2,000 each to help develop your leadership and management skills and support the growth objectives of your business. Match funding significantly increases the value of senior management development programmes you invest in – so you gain more access to the tools and skills that are most relevant to your business needs.

Businesses that have been assessed as having the ambition, opportunity and capacity to achieve high growth will be offered leadership and management development. Your candidates will learn:
•    Effective personal leadership and management styles
•    How to lead and manage high performance
•    To plan and develop an effective organisation
•    To create a joint enterprise culture
•    How to sustain growth and continuous improvement
•    To embed a culture of innovation
•    Strategies for new market entry

Currently there is no limit on the number of senior managers that can be supported.  CONTACT US NOW  to find out if you are eligible and how we can work with you.  Funds are likely to be limited so it’s important not to delay if you have a Senior Management learning and development issue we can help you address.

Advantages for you
Being part of GrowthAccelerator helps grow your client base and introduces you to the largest network of high growth business experts ever put together in England.  This unique service provides the new connections and new ideas you need for your businesses to achieve rapid growth.


GrowthAccelerator is where …

AMBITIOUS businesses go for new connections and the new ideas they need to achieve their full potential.
THE SHARPEST business brains gather to share knowledge and expertise
DRIVEN businesses go to realise their greatest ambitions
FORWARD-thinking businesses find the inspiration to leap ahead of their competitors.

Topics you may wish to tackle include:

  • Leadership styles and the role of the leader
  • Change management
  • Communication of your strategy
  • Performance management
  • Sales and marketing
  • Innovation and culture
  • Quality and continuous improvement innovation

and more….

Case Study
See how we have helped SME company, Poolia Parker Bridge develop its leaders.

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Book Brands for the Future

6a0133f3a4072c970b014e89f73270970d-800wiBEHIND EVERY PUBLISHING IMPRINT or brand, carefully managed and curated often through generations, are the lives and careers of thousands of publishers, their hopes and intuition, genius and expertise. The climate set by transpersonal leaders in publishing houses over decades contributes to the culture of the company. Publishers and booksellers have their own strengths and values, and we have pictures in our minds about what to expect from them. I think I know what I might get from Penguin or from Faber; I understand Kogan Page’s strengths as a publisher that is dedicated to certain aspects of business publishing, and the Royal Pharmaceutical Society’s publishing output displays the expertise and approach one would want from such a leading professional body. Blackwell’s is a bookshop where I would find academic insight and Waterstones has a literary feel with a populist slant.

I don’t know what I would expect from a publisher called Amazon.

I doubt it is a strategic priority for them to create the kind of culture that defines them.

If they are listening, I would suggest another answer to the question: “Where is Amazon heading?” In my view it should not be further into publishing books or into making films, software, growing food or branding groceries. Instead it should continue to apply big data with increasing intelligence to target products at consumers. After the Kindle – a delivery device of supreme simplicity and ugliness, designed to provide a cheap and effective way to channel content from Amazon to me – I expect Amazon to create a secure doorstep delivery box to hold my orders at home, an intelligent fridge that orders new comestibles as required and reduces food waste, a bathroom cabinet that orders new toothpaste within a day of the last squeeze, and an iWardrobe with sensors to monitor my outfit choices (actually I could do with a robot clothing advisor but that’s another story). That should keep Amazon busy for a while.

In the meantime publishers and booksellers should get to know their readers and authors even better. That means creating a climate and culture through leadership beyond the ego – what we call transpersonal leadership.

There has been an unprecedented change in the demands of leadership over the last 10-15 years. This has been created by social and technological change, by globalisation and by the growing concern for the future of our planet. If we look back further over the last 50 years the world has witnessed amazing economic growth in many areas. We are now at a turning point in this new 21st century and it’s time to grab the nettle. What will leadership look like in our industry and beyond, to help us stay in print and stay successful in all the various forms we require.

Kind regards

Duncan Enright, LeaderShape

Duncan has been a senior director with over 25 years experience in the publishing industry. He’d be delighted to discuss your leadership issues, whatever the size of your publishing-related concern. You can find out about his background here or contact him now.

 

A publisher adds value to a book.

amazon-alamy_2060041bWHAT DOES AMAZON DO WELL? It catalogues a wide range of knowledge and makes it easier to find. It prices keenly and delivers efficiently. It captures data on what we buy and uses it to target promotional activity online and offline. Readers all over the world can get hold of a wider range of books (and everything else) than ever before, and than was ever possible. Hassled parents can find the toy of choice at birthdays and Christmas and have it delivered within days. Obscure computer parts or connectors can be sourced, and prices are keen across the range. Price is an issue, but for many customers it is secondary to availability. Put simply, Amazon has pretty much everything, and can get most of it to you quickly. That’s an incredible offer.

What Amazon can’t do yet, and has failed to do on several occasions so far, is create the products themselves (with the notable exception of the Kindle range). Its forays into book publishing still look like self-publishing which is done better elsewhere. The things they don’t do offer clues as to where a publisher adds value. These include acting as a quality filter, working to develop new authors, or seeking authors for known projects or ranges such as academic and reference works. During writing, publishers give intelligent broad input, continuing encouragement and guidance, and detailed final scrutiny and correction to manuscripts.

Less well known is the way publishers, along with librarians and booksellers, can help to catalogue, define and develop new fields of study. My own career includes a decade as a commissioning editor in which it was my privilege to work with excellent authors. Their input and my publisher’s output were both driven by my own ideas about the needs of the professional audience I served, based not only on data and analysis (though that is important) but on talking to people, making connections, networking and using intuition based on many conversations. Amazon’s algorithms are no match, yet, for human expertise and deduction.

Kind regards

Duncan Enright, LeaderShape

Duncan has been a senior director with over 25 years experience in the publishing industry. He’d be delighted to discuss your leadership issues, whatever the size of your publishing-related concern. You can find out about his background here or contact him now.

 

CIPD review of Leadership Assessment for Talent Development

CIPD – People Management Magazine review

THANKS TO the CIPD’s professional journal, People Management, who reviewed John Knights and Tony Wall’s top-rated publication Leadership Assessment for Talent Development, saying:

From nine leading academics and consultants comes a thoroughly modern take on judging leaders, reflecting a world in which “knowledge is increasingly available to everyone.” By necessity there’s an emphasis on broader interpersonal skills rather than strategic (in particular the idea of the “transpersonal leader” gets a great deal of discussion), but this is still an engrossing guide for leaders or the HR directors empowering them, with some excellent analytical digressions on storytelling, coaching and diagnosing executive blind spots.