Posts Tagged 'Leadership'
Tags: corporate, culture, employee code of conduct, engineering, ethical compliance, ethical culture, Leadership, leadership development workshop, manufacturing, success
Tags: Danielle Grant, effective leadership, L&D, L&D budget, LeaderShape, Leadership, learning myths, world economic forum
THE 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 They are calling this out-of-the-business methodology “out of context and out of date.”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.
LeaderShape 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.
Tags: behaviour change, BehaviouralChange, business coaching, Development, EffectiveLeadership, EmotionalIntelligence, EthicalLeadership, Leadership, LeadershipBehaviour, organisational transformation, OrganisationalLeadership, TranspersonalLeadership
by LeaderShape Faculty Member, Maiqi Ma
‘IF A GOVERNMENT becomes unpopular, neither good nor bad policies would be welcomed.’ The words illustrate how the Chinese people value the trustworthiness of leaders and remind me of the so-called ‘Tacitus Trap’ (referring to the Roman philosopher), who asks:
Why are efforts to change such hard work? And, why is changing mind-sets and behaviours hard work too?
Employees who are asked report that their companies’ initiatives most often reinforce changes through formal mechanisms; role modelling is used least often.
I am not surprised. My diagnosis is that these companies lack a culture based in human relations. I would provide a prescription to the leaders derived from the ancient Chinese science of organisational transformation: ‘Letting your people understand the reasons, moving them on with affection, guiding them through self modelling and having an attractive benefits package.’ The prerequisite for these principles is… that the leaders should be virtuous!
This is the beginning of a journey to grow future leaders and develop teams that can speak the same leadership language. Why not take a look here?
According to the ‘Doctrine of Confucius and Mencius’, a virtuous leader should meet three conditions. Firstly, (s)he should let his people have a ‘certain livelihood’. My interpretation of ‘certain livelihood’ for nowadays is a ‘fair salary’ and most definitely not the ‘zero hours contract’ model. (One complaint I heard from a small company is that the business owner’s wife did very little work, never appeared in the office and yet had a much higher salary than the full-time staff.)
Secondly, they should teach people, not only about knowledge and skills but, more importantly, human relations. For example there should be a sense of righteousness between bosses and managers; between senior and junior levels, a proper order…The core of all relations is mutual respect and differentiation. Mencius says that ‘when the prince regards his ministers as his hands and feet, his ministers regard their prince as their stomach and heart; … when he regards them as the ground or as grass, they regard him as a robber and an enemy.’
I have heard many middle managers say that they are treated like pawns in a game of chess by their bosses. In many organisations, the bosses often seem to regard the shareholders as the most important associates, while staff are least important. At employee level, the attitude is often ‘this is not my business. I don’t care.’
Another complaint I have heard from some renowned companies is that frontline staff’s basic wages are the same regardless of individual levels of education and length of service. This is a source of irritation for the senior staff and results in a high turnover of employees. They feel that their expertise and loyalty are overlooked.
Third and last, the leader should ensure there is a wide sense of shared pleasure. I was once having lunch with a senior manager of one of the top 100 companies. He introduced a mini golf game right there in the staff canteen and said to me: ‘If you like, you can take a golf ball home. Our boss likes golf.’ I was impressed by his pride, but I did not take a golf ball with me!
Confucius says that virtue is like the North Pole star, which keeps its place and all the stars turn towards it. Mencius comments ‘when one by force subdues men, they do not submit to him in their hearts…when one subdues men by virtue, they are pleased deep in their hearts and will submit with sincerity.’ So, it is much better to say ‘What can I learn in order to influence or persuade my people to change?’ rather than ‘Changing mind-sets and behaviours is hard work.’
THERE IS NOTHING LIKE the LeaderShaper App to provide a sense of how Emotionally Intelligent (EI) your leaders and managers are; this is the first effective self-assessment tool available in this format.
Care Quality Commission calls for stronger leadership and collaboration in health and care sector. How?Published 26/10/2015 LeaderShape News 1 Comment
Tags: Care Quality Commission, Healthcare leadership model, Leadership, nhs
Here is what the CQC boffins observe: “Our inspections have identified strong leadership as a crucial factor among those providers rated as either good or outstanding. More than nine out of 10 (94%) of the services we have rated as good or outstanding overall are also rated as good or outstanding for their leadership. Similarly over eight out of ten (84%) of the services we have rated as inadequate overall were rated inadequate for leadership.”
Now inspectors make poor guides to the future, but in this regard they are pointing in the right direction. I’d be interested to know what you think would help to develop leadership and collaboration in the health and care sector – and have a positive impact on the quality and safety of care people experience.
What practical steps can CEOs in the health and care sector take to develop strong leadership and collaboration – what might be called “transpersonal leadership” – in their organisation? How can organisations like LeaderShape and our National Health specialist team help?
Contact LeaderShape or call us on +44 (0)330 323 0275 to find out more.
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Tags: ambitious business, BoardDevelopment, business coaching, coaching, commercial publishing, Development, effective leadership, EffectiveLeadership, EthicalLeadership, executive coaching, Facilitation, growth accelerator, Joe Esposito, Leaders, LeaderShape, Leadership, LeadershipBehaviour, match funding, match fundng, OrganisationalLeadership, printed book, publisher, publishers, publishing, publishing industry, TranspersonalLeadership
I 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.
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