In a comparison of Leadership Development Training New York is forging ahead through fresh initiatives aimed at getting the optimum output out of present-day work teams. Customizing the content of training to match personalized requirements results in improved outcomes in comparison with standard generalized programs.
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.
The intuitive phase is one during which the new leader will prefer to make as many of the workplace decisions as possible themselves. They will prefer to perform technical tasks and will be seen doing a lot more telling as opposed to listening. Organizing more by considering the people concerned, they will also take most of the reward. Controlling will be done largely through observation.
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.
It is important for an accomplished management member to provide guidance and be supportive during this phase. Mentoring by a another recognized and skilled manager will also be invaluable. It is likely for the incumbent to be lacking confidence and have feelings of not been able to achieve anything. Identify and reinforce even the smallest achievement during this time.
As time passes and the new leader grows into the leadership phase, it will be apparent that those performing work will be increasingly making decisions while the incumbent focuses on managerial tasks. Results tend to be the driving force of organizing and likewise so are rewards, which are shared shared by the group. There is an improvement in communication, flowing in both directions and with comprehension checked. Controls in the workplace are through exceptions.
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.
The intuitive phase is one during which the new leader will prefer to make as many of the workplace decisions as possible themselves. They will prefer to perform technical tasks and will be seen doing a lot more telling as opposed to listening. Organizing more by considering the people concerned, they will also take most of the reward. Controlling will be done largely through observation.
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.
It is important for an accomplished management member to provide guidance and be supportive during this phase. Mentoring by a another recognized and skilled manager will also be invaluable. It is likely for the incumbent to be lacking confidence and have feelings of not been able to achieve anything. Identify and reinforce even the smallest achievement during this time.
As time passes and the new leader grows into the leadership phase, it will be apparent that those performing work will be increasingly making decisions while the incumbent focuses on managerial tasks. Results tend to be the driving force of organizing and likewise so are rewards, which are shared shared by the group. There is an improvement in communication, flowing in both directions and with comprehension checked. Controls in the workplace are through exceptions.
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.
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