Articles
By Kostas Voutsinas |
A lot of leadership programs are driven from CEO or Directors in cooperation with Human Resources Department. They both choose an external consultant to run a leadership program. At most of the time their decision is based at price and references. They develop a plan, with a duration of three -four months, with steps and tools, and urge people to follow it with passion. Several months later, the project owners realize that there were no results on behaviors. However, they believe that they gave to their leaders the proper tools to improve themselves.
The usual argumentation when it comes to leadership development are:
- “We have a training program. Our people follow a leadership seminar”: Good but not enough. Seminars by themselves can’t change existing situation. People can. If people, especially those at high hierarchy, don’t involve directly at the design and implementation of the program, fail is assured. It’s people that create strategy, implement it and they can reassure that a leadership program is in alignment with strategy and company’s culture. Improving competencies by itself it’s not enough. They should fit the company’s culture, it’s rhythm and strongly connected with strategy and business requirements. Participants need to understand the “why” and the “how” they will succeed.
- “More or less leadership is the same at all organization, is about people. We choose the best trainings programs of the market and we urge our leaders to motivate staff and develop them”: Leadership has certain aspects that are common at organizations. It’s true that leadership is about people. However, each organization is different. A company that focuses on production needs a different leadership that a company that sells services as software or training. Furthermore, a company that its product strategy focuses on “added value” to customer should have a leadership style more supportive than a company which the competitive advantage focus on “low price”. So, by running a leadership program from “the shelf of the market” doesn’t ensure success. Although might have an excellent reputation and a good context, it doesn’t necessarily focus at the competencies that needed to be improved. Critical decision for the company is always taken from the people worked at the company after a lot of discussions, presentation and argumentation. In our case is management and experts than should analyze and decide which leadership style fits better their organization and the competencies needed to be improved.
- “We have run leadership seminars but after a small period our leaders’ return to their previous leadership behaviors”: If your organization is running effectively, is probably because your leaders do something right. And if they successful, it’s normal that they will return on the same methodology. They know that it works.
- If leadership programs are not adopted to everyday life they have to hope to be implemented . First of all leaders should understand the why and the how, they need to know not only the target but the path as well. Where we are now and where we have to go. People need to understand the competencies gap in a simple way. “Why” we do it, “how” we will proceed, “what” we are waiting at the end to gain. General leadership seminars give general instruction of personal development. This won’t work. Before the seminar reassure that the leaders of your organization know the “why” and the benefits. Secondly, reassure the the pathway is concrete and tailor made. From my experience, most of the time the path is consisted from a mix of leadership techniques, self evaluation and personal development. The development path should be concrete and well bond. At most of the times small steps are more effective because they can fit easier to reality than general concepts. The micro learning methodology can be very effective when running at a proper rhythm. Coaching can also be an excellent tool when is applied with methodology from people that really want to help others.
- “We have analyzed the situation and we gave our leaders the tools to develop themselves, but the results are poor”: Analyzing is not enough. Leadership is not mathematics, is about people, is about motivation, is about upgrading, is about accelerating, is about seeing opportunities, it is about execution and finally is about results. There is no way to put all those in an algorithm. It is not only communication and motivation. It’s also leadership style, authenticity and influence. The road is not prescribed, is creating step by step. So, is more than number and analysis of the gap. It is about commitment, believing at the target and throw yourself in. It is authenticity, so your principles are in alignment with your action and your behavior includes energy, aura that urge people. And is also the capability to see in depth the people you manage. How they feel, what is success for them and finally how the leader should create a valuable connection with the team.
Conclusions
- The program should be in alignment with strategy and companies’ culture. Competencies should be directly connected with strategy and key business requirements and answers the “why” question.
- Management and experts of the company -together, as a team- should be directly involved to the design and implementation of all stages of the leadership program. It is also important to monitor the program during the implementation phase.
- The decision of which competencies needed to be improved, is taken from the management and experts of the company before any program take place. Usually, it’s the results of a research and should be seen as a long-term investment.
- The development path should be directly connected to the competencies. Participants need to know how they will improve their competencies successfully. A path with small steps, like microlearning and coaching reassure success better than a general program.
- Leadership is more than a simple job, is a commitment. Leaders should commit themselves and top management should create an environment that motivates people and create a space so that people have the time and the opportunity to apply new knowledge.
- And finally, always have in mind that not all people are willing to commit themselves. The role of a leader is difficult and lonely. It’s a personal decision.