“Where there is no vision, there’s no hope.” -- George Washington Carver
Leaders, by design, are supposed to inspire their employees. In order to do so, they must create relationships and an environment that supports and motivates people. And that starts with the company’s mission and vision. Employees buy into those tenents and trust in them. As the George Washington Carver quote states, when leaders underestimate the importance of the mission, they’re in trouble. However, leaders are in even deeper trouble when employees don’t trust them.
Many people think that a leader has to be an outgoing and extroverted people person. Because of this, introverts can be overlooked for leadership opportunities. However, just because someone is shy, that doesn’t mean they can’t be a great leader. A number of leaders we work with who appear to be extroverts are self proclaimed introverts.
“Influence is 15% professional knowledge, and 85% the ability to express ideas, to assume leadership, and to arouse enthusiasm among people.” Dale Carnegie
As the awareness and application of leadership coaching grows, so does the use of giving and receiving feedback. Feedback can be a very powerful and beneficial tool for personal and professional growth.
Getting feedback is an opportunity to learn about what you are doing well and what opportunities there are for growth. In turn, giving feedback is a manager’s chance to share with their employees what they are doing well and opportunities for improvement.
Think about how we portray leaders -- both business leaders and otherwise -- in our culture. In movies, they rally the troops with inspirational speeches right when things seem bleakest. They have big, charismatic personalities. This is what we think about when we envision leadership skills.
But is that what it really takes to be a great leader?
New research from Michigan State University found that leaders who take a preventive approach, which focuses on heading off mistakes rather than promoting innovation, can be just as effective as leaders who focus on big ideas. In fact, the study found that it’s often more important for a leader to be supportive and to set clear expectations than to be charismatic.
When it comes to performance goals, a lot of employers think bigger is better -- and they want them to be big. Setting big stretch goals can motivate employees, but if the resources, support, and even the potential for success are not aligned, the result may not only be failure to achieve the goal, but also damaged morale.
A June 2017 study from the Institute for Operations Research and the Management Sciences looked specifically at stretch goals. Most people think setting them has a positive impact on overall performance, but researchers found stretch goals actually undermine performance for most organizations.
Any organization that is driven to stay ahead of their competition has keen eye on relevant business leadership trends – not only in their industry but trends that manifest on a more macro level. After all, the leadership team of an organization is a primary driver, propelling the company to innovate, serve customers better, create a conducive work environment for other employees, and more.
The smartest organizations, and the ones that will prove to have staying power in the marketplace, are the ones that have established a comprehensive leadership development plan. What exactly does comprehensive mean in this context? It means that not only should the leadership development plan look at the obvious core of current C-Suite and hi-potential leaders, but it should also be extended simultaneously to a wide span of company leadership.
There’s a leadership problem in the workplace. Companies lack employees with leadership skills and fear they don’t have enough rising leaders to take the reigns. Case and point -- almost half of the companies surveyed for Workplace Trends’ Global Workforce Leadership survey in February and March 2015 said that leadership is the hardest skill to find in employees.
Want to hear something alarming?
The Institute for Corporate Productivity conducted research with 665 global organizations and found that half of managers admitted to hoarding talent – keeping their best employees in their current roles. That’s not all…
Lending credibility to the premise that talent hoarding can have detrimental impact to an organization, the research also cited that high-performance organizations were twice as likely to prioritize movement of talent, compared to low-performance organizations, which were 2.5 times more likely to say the movement of talent doesn’t matter.