Archive for the ‘Executive Coaching’ Category

Influence to lead upwards and across

Posted on: April 19th, 2012 by Executive Coaching

Having based my previously blog on the  Duke Corporate Education – Leading In Turbulent Times. I mentioned the new pressures that leaders face during turbulent times and here is a follow- on piece.

If we always stick to the acknowledged best practice we may indeed be stagnating in this crucial time. What I refer to is the team leader, middle manager or first level executive who has always followed the organisational protocol and how there is space for initiative and innovation to came into play, in a climate of shifting sands. Remember those on the ground have a lot to offer as they gather the day to day facts of how team morale is fairing. Managers who listen can develop new ideas of how to motivate team members, engage with fresh clients by following the feedback from those out talking to customers. To gain that critical level of collaboration, a company must have developed a broad capacity amongst its leaders to influence across and upwards, usually without direct reporting authority.

Coaching sessions offer a safe place for such new ideas and observations to develop and reflection on influencing strategies can be designed with clear goals. Collaboration between and amongst various levels of management may occur in fresh new ways as long as communication is clear, open and based on trust.

Who do you hold as a role model?

Which of the greatest  global leaders leads from a place of collaboration and transparency?

As a leader are you resilient or resistant?

I send you all an invitation to spend a coaching session looking at who you are as Leader in these turbulent times.

 

 

Leaders and Their Talents

Posted on: April 13th, 2012 by Executive Coaching

 

 From an article by Duke Corporate Education – “Leading In Turbulent Times” 2008

“For many organisations, retention of key talent goes
far beyond remuneration packages and perks. Earning
employee loyalty relates directly to the leadership promise.
The leaders at MTN and Ferrari , two companies known for
the commitment of their staff, present great examples”

I spoke earlier about what leaders need to model to their employees. The first measure of the day  is from the sight of your boss walking in to the office. Body language, facial expressions, daily dressing and personal grooming are the first clues as to what the day may bring. Never underestimate the subtle energies that  poor self management gives away!

Will today be the day for redundancies? He didn’t say good morning perhaps he had a sleepless night!

  • Leaders need to be aware of self-management;  control showing the signs of anxiety, tension or moodiness.
  • Take time to be as natural in your daily process as you usually are and encourage and re-assure those with whom you have contact.
  • Communicate regularly, clearly and allow for questions to be asked. Don’t ask someone else to deliver your messages.
  • Listen for rumours, heresay and individual concerns in your work force.
  • Appreciation, inclusion and collaboration are to be encouraged as the foundations for ongoing commitment.

Managers and leaders at all levels must be able to demonstrate to their teams and to each other the emotional and personal benefits of being a part of the organisation. During turbulent times that is especially important for the high-potential talent who will otherwise be the first with the opportunity to leave when markets improve. It is also even more important that leaders and managers be sufficiently empowered and energized to challenge upwards.  To gain that critical level of collaboration, a company must have developed a broad capacity amongst its leaders to influence across and upwards, usually without direct reporting authority.

 

Next time -Influence to lead upwards and across.