In a review of Leadership Development Training New York takes a lead by introducing original schemes designed to achieve optimal staff performance. Tailored around individuals, as opposed to an entire group, it has been found that better transfer of skills is accomplished.
Company annual general reports regularly make statements referring to their workforce as their greatest asset. Yet in many instances the investment of time, money, and resources in the workforce do not match these fine words. It is important to remember that only an extremely small number of people are born with natural leadership skills. In the vast majority of cases the skills required to lead a workforce have to be instilled, developed and nurtured just like most specific skills.
For senior management to control this process, it is necessary to identify and understand the stages of leadership evolution. Assuming the completion of customized and relevant theoretical training, essentially there are three major stages the new leader follows when stepping into their new role. These are the intuitive stage, the transitional stage, and the management stage.
During the intuitive phase it is found that the new manager will like to make most of the decisions, would rather do technical work and prefers to tell others rather than listen. They largely organize in terms of personalities, and monopolize rewards. Control in the workplace is predominantly by inspection.
The transitional phase is when it will be necessary to provide, not only the highest degree of support, but a fair amount of tolerance as well. Embarking with this whole new set of skills will have both positive and negative effects. Typical signs during this time are: regular crises, lack of motivation in the work team, poor communications and lack of flexibility.
A recognized leader within the organization should be appointed in a coaching role at this time. Selecting another experienced person to fill the role of mentor is also an excellent strategy. Lack of confidence and having no feeling of achievement is very common. There will be achievements, however, and It is always beneficial to spotlight these and use them as building blocks to better performance.
The leadership period is characterized with the newly appointed leader growing into their role. Decisions are made more by the people performing work which leaves more time for the appointee to concentrate on the role of a manager. Organization starts to be driven by results and benefits accrue to the work team. Improvements occur in the way the team communicates, information is transferred both ways with improved levels of understanding. Exception is the method by which controls in the work area are governed.
Slowly, and sometimes painfully, our new leaders learn that people will help them get what they want to the extent that they believe leadership will in turn help them get what they want. The realization that leaders get results through others and that it is possible to multiply their own efforts by the skills and abilities of others, starts to sink in. Nothing succeeds like success.
The outcomes of all leaders may be similar, but the needs and requirements individuals may have in order to achieve these, will be uniquely different. It is incumbent on senior management and business leaders to develop strong and capable leaders in their organizations. In order for this to be effective, it has to be addressed and driven at an individual level.
Company annual general reports regularly make statements referring to their workforce as their greatest asset. Yet in many instances the investment of time, money, and resources in the workforce do not match these fine words. It is important to remember that only an extremely small number of people are born with natural leadership skills. In the vast majority of cases the skills required to lead a workforce have to be instilled, developed and nurtured just like most specific skills.
For senior management to control this process, it is necessary to identify and understand the stages of leadership evolution. Assuming the completion of customized and relevant theoretical training, essentially there are three major stages the new leader follows when stepping into their new role. These are the intuitive stage, the transitional stage, and the management stage.
During the intuitive phase it is found that the new manager will like to make most of the decisions, would rather do technical work and prefers to tell others rather than listen. They largely organize in terms of personalities, and monopolize rewards. Control in the workplace is predominantly by inspection.
The transitional phase is when it will be necessary to provide, not only the highest degree of support, but a fair amount of tolerance as well. Embarking with this whole new set of skills will have both positive and negative effects. Typical signs during this time are: regular crises, lack of motivation in the work team, poor communications and lack of flexibility.
A recognized leader within the organization should be appointed in a coaching role at this time. Selecting another experienced person to fill the role of mentor is also an excellent strategy. Lack of confidence and having no feeling of achievement is very common. There will be achievements, however, and It is always beneficial to spotlight these and use them as building blocks to better performance.
The leadership period is characterized with the newly appointed leader growing into their role. Decisions are made more by the people performing work which leaves more time for the appointee to concentrate on the role of a manager. Organization starts to be driven by results and benefits accrue to the work team. Improvements occur in the way the team communicates, information is transferred both ways with improved levels of understanding. Exception is the method by which controls in the work area are governed.
Slowly, and sometimes painfully, our new leaders learn that people will help them get what they want to the extent that they believe leadership will in turn help them get what they want. The realization that leaders get results through others and that it is possible to multiply their own efforts by the skills and abilities of others, starts to sink in. Nothing succeeds like success.
The outcomes of all leaders may be similar, but the needs and requirements individuals may have in order to achieve these, will be uniquely different. It is incumbent on senior management and business leaders to develop strong and capable leaders in their organizations. In order for this to be effective, it has to be addressed and driven at an individual level.
About the Author:
Get an overview of the factors to consider when picking a leadership development training New York program and more information about an excellent program at http://www.dbt.solutions/how-can-i-help-you/training-leaders-for-the-next-move now.
No comments:
Post a Comment