Leadership Ripple Effect
By Anita Bowness
Leadership roles are tough, and the actions of a leader have a ripple effect that can be felt throughout the organization. Here with tips for ensuring this ripple effect is positive for your company is an article by Halogen Software’s Anita Bowness, who is the global practice leader for Business Consulting.
Like a stone thrown into the water, what leaders do has a ripple effect that extends well beyond those immediately around them. Besides impacting performance, leaders serve as role models, impacting the attitudes, behavior, and organizational culture with almost every interaction they have with their peers and direct reports.
Here are the first two of five tips to help ensure the ripples cast by leaders at all levels impact your organization in a positive way.
1. Pick Potential Over Performance
All too often, managers are hired based on previous success, experience, and technical skills over harder-to-quantify leadership potential.
According to Gallup research, great leaders have a rare combination of five competencies: (1) They motivate others, (2) assert themselves to overcome obstacles, (3) build strong, trusting relationships, (4) hold themselves and others accountable for high performance, and (5) make informed, unbiased decisions for the benefit of their team and their organization.
However, Gallup reports that only about 10% of employees naturally possess leadership skills, and another 20% of employees can develop as leaders if their organization invested in the appropriate coaching and development plans for them.
This is an area where HR professionals can have great influence by providing assessment tools to uncover those with leadership potential and the resources and tools for leaders to develop key competencies.
HR professionals can incorporate leadership skill assessment throughout the talent management process, including (a) hiring, (b) performance management, (c) employee development, and (d) succession planning to bring data-driven rigor to talent management and succession planning decisions.
2. Provide Early Manager Development
Joint research by DDI and Brandon Hall indicates that 43% of organizations reported little or no effective leadership development for first time leaders and supervisors.
Like other habits, the behavior of leaders is hard to change once they become habitual, so it makes sense to ensure that new managers are provided with the tools, training, and resources needed to acquire and assimilate good leadership skills that an organization values early in their careers.
In tomorrow’s Advisor, Bowness presents three more tips for developing great leaders.
Friday, October 7, 2016
3 Tips on Ripple effect leadership
3 Tips for positive leadership (t)ripple effect
1. Teach Leaders to Be Self-Aware
The more leaders understand and recognize their own strengths, weaknesses, passions, and doubts, the better they can empathize and support others. The ability of a leader to understand and manage themselves, emotionally and in their actions, can greatly impact the individuals they lead.
Organizations can provide tools such as personality assessments, 360o reviews, mentors, and coaches for employees to better understand themselves and incorporate personal development into their work routine. Journaling and taking the time to debrief projects, events, and critical interactions are less formal but no less effective tools for personal development.
2. Develop Coaching Skills
Perhaps the most critical skill for leaders to develop is the ability to provide effective feedback and performance coaching to employees. Helping employees identify performance goals and providing feedback and coaching on an ongoing basis to monitor progress to ensure success are critical leadership skills.
In high-performing organizations, a culture of ongoing performance management enables leaders to build an open and transparent environment to regularly discuss what is and what isn’t working, identify learning opportunities, and establish and follow a career development path.
3. Build On Individual Strengths with Cultural Sensitivity
In an increasingly diverse, global workforce, it is important for leaders to get to know their employees as individuals, understanding their personal values and passions as well as their strengths, development needs, preferred working environment, and career aspirations. This personal approach to performance management enables leaders to build working teams where each member contributes from his or her strengths, adding up to an impact beyond the sum of the team members.
Organizational savvy should also include an awareness of cultural differences, such as methods of communicating, making decisions, timeliness, handling conflict, and other aspects of working together, in order to head off misunderstandings and create a climate of sharing, learning, and understanding (Erin Meyer’s book, The Culture Map, does an excellent job describing the differences in how individuals from different cultures communicate and share ideas).
The Leadership Ripple Effect
Great leaders create positive ripples by inspiring and leading others, by building a performance culture, and by leaving a legacy of future leaders. HR professionals can help ensure this legacy by implementing effective talent management processes in which high-potential leaders receive early and effective development, including interpersonal, cultural, and coaching skills.
a
1. Teach Leaders to Be Self-Aware
The more leaders understand and recognize their own strengths, weaknesses, passions, and doubts, the better they can empathize and support others. The ability of a leader to understand and manage themselves, emotionally and in their actions, can greatly impact the individuals they lead.
Organizations can provide tools such as personality assessments, 360o reviews, mentors, and coaches for employees to better understand themselves and incorporate personal development into their work routine. Journaling and taking the time to debrief projects, events, and critical interactions are less formal but no less effective tools for personal development.
2. Develop Coaching Skills
Perhaps the most critical skill for leaders to develop is the ability to provide effective feedback and performance coaching to employees. Helping employees identify performance goals and providing feedback and coaching on an ongoing basis to monitor progress to ensure success are critical leadership skills.
In high-performing organizations, a culture of ongoing performance management enables leaders to build an open and transparent environment to regularly discuss what is and what isn’t working, identify learning opportunities, and establish and follow a career development path.
3. Build On Individual Strengths with Cultural Sensitivity
In an increasingly diverse, global workforce, it is important for leaders to get to know their employees as individuals, understanding their personal values and passions as well as their strengths, development needs, preferred working environment, and career aspirations. This personal approach to performance management enables leaders to build working teams where each member contributes from his or her strengths, adding up to an impact beyond the sum of the team members.
Organizational savvy should also include an awareness of cultural differences, such as methods of communicating, making decisions, timeliness, handling conflict, and other aspects of working together, in order to head off misunderstandings and create a climate of sharing, learning, and understanding (Erin Meyer’s book, The Culture Map, does an excellent job describing the differences in how individuals from different cultures communicate and share ideas).
The Leadership Ripple Effect
Great leaders create positive ripples by inspiring and leading others, by building a performance culture, and by leaving a legacy of future leaders. HR professionals can help ensure this legacy by implementing effective talent management processes in which high-potential leaders receive early and effective development, including interpersonal, cultural, and coaching skills.
a
Tuesday, September 20, 2016
Leadership checklist, comprehensive
Superb , comprehensive leadership checklist . You can make them into slides, team activities, discussion, frame game, psychometric self assessment test. Rich content that provides you the trainer, with ample range of opportunities . oka aaTa aaDukovacchu .
http://sourcesofinsight.com/leadership-checklist/
http://sourcesofinsight.com/leadership-checklist/
Sunday, September 18, 2016
Super Slideshare module on Leadership ; clip them
I am grateful to the guy who posted this great module on leadership . 139 slides.
It is here .
http://www.slideshare.net/gihanaboueleish/leadership-motivation-workshop?qid=04e42578-9512-485e-a032-04006231405d&v=&b=&from_search=1
It is here .
http://www.slideshare.net/gihanaboueleish/leadership-motivation-workshop?qid=04e42578-9512-485e-a032-04006231405d&v=&b=&from_search=1
Monday, September 5, 2016
Training Activity for customer service
ENERGIZER Coutresy Trainer Bubble
Bad Customer Service - Energiser
Duration: 15 minutes
Objective:
This energiser focuses on communication with customers and knowing not only, what TO say, but also what NOT to say. The aim is to ensure participants know how to alter and adapt their language to suit customer situations and provide an exceptional customer experience.
Instructions:
1. Place participants in a semi-circle, with you, the trainer, in the middle.
2. Explain that you are going to work in a circle going from person to person.
3. The first participant is going to come up with a phrase that they could say to a customer that would NOT be right and should never be said to a customer.
4. The next participant in the circle then has to re-phrase the statement from the previous person, this time stating it in a positive way. (Give them only a short time to re-phrase the question and if they fail, ask someone else to).
5. The same person should then come up with a negative statement and the person next to them should re-phrase it and so on until you have moved around the complete circle.
6. Once complete, review the energiser using the questions below.
Review Questions:
• Have you used any of the phrases when working in customer services? What about the good ones?!
• What do you think the effect of these negative statements are on customers?
• Did you struggle to come up with a re-phrased positive statement in the short amount of time you had? What about the negative one?
• Which phrase was easier to come up with under pressure? How do you think this affects how we perform customer service?
• What key piece of learning will you take away from this activity?
• How will you apply it in the workplace?
Uses:
This energiser is great for ensuring effective communication and helping participants understand how they should be communicating with customers.
#Tr
Monday, August 29, 2016
4 types of Game Players in a Training session - 4 different objectives
Different types of game players. According to Richard Bartle, four types of players want different things from games.Achievers want to earn high scores and win. Explorers want to find out as much as possible about the game environment.Socializers want to establish relationships with other players. Killers want to defeat the others. It is possible for the same game to meet different needs.
Saturday, July 30, 2016
How to make compliance training - more interesting ! How to you INSPIRE ?
How to make compliance trainings - interesting ?
When it comes to compliance training, says Rients, could anything be more boring? Too often, the training is a matter of “Do this, don’t do that.”
So, the most important thing when it comes to compliance training, says Rients, is to give trainees the “Why.” Refresher training is there because we forget (and also, it’s required). Complacency happens. If instructors aren’t fun and don’t address the purpose of training, they will be dead in the water.
Rients asked the audience, have you ever been in a horrible training session? Well, what made it so bad? Some of their responses included:
“Reading PowerPoint® slides.”
“Too much information.”
“This is irrelevant to me.”
Rients agreed. “You need to focus on one or two key things, otherwise you’re going to lose them,” he says, and “if they can’t figure out what’s in it for me, it’s going to fail.”
Compliance Doesn’t Make Money !
Rients admits that compliance doesn’t “make money”—but you can lose money if you ignore it. “Good enough” isn’t good enough, attention to detail is paramount, and every employee plays a role. If you don’t take care of the little things, will the customer (or inspector) wonder what else is going on?
With so much at stake, it’s important to replace bad habits in compliance training with good ones. Rients says the following actions must be taken by trainers:
Engage. Greet trainees with music or videos right off the bat to get their attention.
Inform. This doesn’t have to be dry and boring. Games can inform more than reading off of slides.
Interact. Build a simulator for compliance-related situations, let trainees practice, and show them the worst case scenario for noncompliance.
Inspire. Show trainees an alternate outcome to the worst case scenario, and ask them to do something great.a
That last point is important—you need to call people to action, says Rients.
Experience: The Hard Teacher
Yes, Compliance is boring stuff…Until it isn’t !
Whether it is a competitor or other bad actor trying to breach your security or a compliance watchdog ready to pounce, Rients warns that entities exist whose goal it is for us to fail!
Complacency is more common and more dangerous than maliciousness, says Rients, and compliance training isn’t just following the rules or “do this, do that.” It’s of vital importance, and “vital” means life.
When it comes to compliance training, says Rients, could anything be more boring? Too often, the training is a matter of “Do this, don’t do that.”
So, the most important thing when it comes to compliance training, says Rients, is to give trainees the “Why.” Refresher training is there because we forget (and also, it’s required). Complacency happens. If instructors aren’t fun and don’t address the purpose of training, they will be dead in the water.
Rients asked the audience, have you ever been in a horrible training session? Well, what made it so bad? Some of their responses included:
“Reading PowerPoint® slides.”
“Too much information.”
“This is irrelevant to me.”
Rients agreed. “You need to focus on one or two key things, otherwise you’re going to lose them,” he says, and “if they can’t figure out what’s in it for me, it’s going to fail.”
Compliance Doesn’t Make Money !
Rients admits that compliance doesn’t “make money”—but you can lose money if you ignore it. “Good enough” isn’t good enough, attention to detail is paramount, and every employee plays a role. If you don’t take care of the little things, will the customer (or inspector) wonder what else is going on?
With so much at stake, it’s important to replace bad habits in compliance training with good ones. Rients says the following actions must be taken by trainers:
Engage. Greet trainees with music or videos right off the bat to get their attention.
Inform. This doesn’t have to be dry and boring. Games can inform more than reading off of slides.
Interact. Build a simulator for compliance-related situations, let trainees practice, and show them the worst case scenario for noncompliance.
Inspire. Show trainees an alternate outcome to the worst case scenario, and ask them to do something great.a
That last point is important—you need to call people to action, says Rients.
Experience: The Hard Teacher
Yes, Compliance is boring stuff…Until it isn’t !
Whether it is a competitor or other bad actor trying to breach your security or a compliance watchdog ready to pounce, Rients warns that entities exist whose goal it is for us to fail!
Complacency is more common and more dangerous than maliciousness, says Rients, and compliance training isn’t just following the rules or “do this, do that.” It’s of vital importance, and “vital” means life.
Subscribe to:
Posts (Atom)