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Whose Job Is It?

Guest post by: G.J. Miller

Article Overview: An extract from a global survey of senior leaders* found that nearly 70% of executives do not believe there is sufficient leadership potential within their organization. These executives say there is not enough leadership in skills including the ability to drive change, customer focus, basic business competencies and innovation skills. This gave me pause for thought and reminded me of the many scenarios that can sink the proverbial leadership development ship. The big question is whose job do they think it is?

Whose Job Is It?

I was reading an article with extracts from a global survey of senior leaders* today. The results found nearly 70% of executives do not believe there is sufficient leadership potential within their organization. These executives say there is not enough leadership in skills including the ability to drive change, customer focus, basic business competencies and innovation skills.

Apparently the respondents were "senior" executives. Of course, I am missing the detailed report but this gave me pause for thought and reminded me of the many scenarios that can sink the proverbial leadership development ship. The big question is whose job do they think it is?

FIVE SURE FIRE WAYS TO SINK YOUR LEADERSHIP DEVELOPMENT SHIP

1. EXECUTIVES DON'T HOLD THEMSELVES ACCOUNTABLE; if senior executives want to see innovation, for example, in the leadership team - they must demonstrate all of the required behaviours themselves. Set the example - walk the talk.

Too many leaders thwart, rather than foster, innovation. They don't listen to new ideas or look for reasons why change won't work. Sometimes the Organization doesn't accept that mistakes may be made when people try new things - even ‘punish' people for being wrong rather than encouraging them to learn from their mistakes.

If an Executive is disappointed when the management team does not innovate, he or she needs to take stock of the leadership team's behaviours and the messages they send. Leadership skills don't somehow magically exits or continue to survive without conscious effort.

2. EXECUTIVES DON'T HOLD THEIR MANAGERS ACCOUNTABLE; Executives need to clearly articulate the culture and the leadership behaviours that are required to sustain it. They need to communicate the expectation of managers and staff that customer focus, for example, is mandatory, and then reward them when they or their people deliver.

3. STATUS QUO OR CAUTION BECOME THE NORM; Executives drive change. Process, product and people - should always continuously improve, in a way that is consistent with the organization strategy and objectives.

4. FEEDBACK FROM STAFF ON LEADERS' CAPABILITIES; Too often, feedback is asked for in employee and leadership surveys and then nothing happens or there is no improvement in the workplace. Ignored, information becomes sparse. Employees think you are not listening - going through the motions. Soon they will be less inclined to help the organization succeed.

5. EXECUTIVES EXPECT HR TO MAKE IT HAPPEN; HR should design the programs and create the processes that support, develop and sustain leadership capabilities. Behavioural interview and selection, Feedback Surveys, Development and Succession Planning programs are all part of their responsibility, but without Executive commitment it simply won't happen.

We believe there are some that lead naturally but these people are rare. We have found that consistency, example and structured programs are critical components in strengthening the organization through its leadership. And there is no "I" in team. Unfortunately, sometimes, Executives "lead" the team forgetting that they are also "on it".

We believe there are some that lead naturally but these people are rare. We have found that consistency, example and structured programs are critical components in strengthening the organization through its leadership. And there is no “I” in team. Unfortunately, sometimes, Executives “lead” the team forgetting that they are also “on it”.

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Article Tags: leadership development



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