Developing effective and empowered leaders is one of the most important things an organization can do to ensure the successful accomplishment of its goals, whatever they may be.
That’s because leadership influences nearly all aspects of a business, such as the selection, engagement, and retention of talent, customer loyalty, and overall brand perception and influence. Yet despite its importance, many companies seem to struggle with leadership development.
Perhaps the biggest reason for that struggle is the new and varied set of behaviours and
skills today’s leaders need to be effective. One of the worst mistakes any organisation can make is to base its promotions or leadership decisions on tenure. Simply being a long-serving veteran of the organization or a star individual performer does not automatically make someone a candidate for leadership or demonstrate they have the necessary commitment to the role, the team or the company.
In today’s ever-evolving and increasingly complex environment, effective leaders must be able to guide staff through moments of uncertainty, be a trusted source for honest and open communication, and encourage and inspire their teams to take risks without fear of failure. As Deloitte notes in its Global Human Capital Trends report, leadership is increasingly about the challenges leaders face rather than the “art” of leadership. And those challenges are many.
Today’s workplace can have up to four generations of workers, all of whom have different expectations about what it takes to keep them truly engaged. Millennial workers, for example, expect an environment of constant development, mentoring and stretch assignments. If your organization doesn’t offer that, another will, and much of your younger generation of workers will be enticed to leave. And as organizations replace their old hierarchical structures with a more linear and inclusive management model, leaders can no longer simply issue instructions and expect them to be followed. Leaders must now be able to inspire a diverse set of employees, often located in multiple locations, with networks of teams made up of a mix of full-time, temporary and “gig” workers.Continue reading