There is a ubiquitous crisis of leadership in the workplace.
Executives are both leaders and managers. They lead people and manage processes and things.
We can’t manage people, we can only either lead them or not.
Sadly, most executives are chosen, not for pre-existing leadership or management skills, but because they filled a gap, or are operational or technical experts.
Too many executives are not properly prepared for the role, either as leader or manager.
Most executives have concerns about engaging effectively with their people to gain their willing commitment to deliver what they promised.
Especially, they have concerns about inspiring people and dealing with difficult people.
They face a real challenge when attempting to deal effectively with unacceptable behaviour and performance and keep trust and respect.
There are many learnable gaps that contribute to theses concerns and they are usually:
- Their Attitudinal Competence – the ability to adopt and adapt the best attitude to deal effectively with what’s happened, is happening or might happen, without lapsing into habitual attitudes and feelings:
- The big one being staying calm and centred no matter what’s happening, and
- Preventing their own stress.
- Their ability to read the other person or persons’ behavioural traits, and to adjust to communicating effectively with them.
- How to inspire others.
- How to earn trust and respect.
- How to have difficult conversations.
- How to negotiate honourably.
- How to deal effectively with unacceptable behaviour and performance and keep trust and respect.
- How to inspire the disengaged to become engaged.
- How to deal with difficult seniors/upline.
- How to influence and support a culture that embraces solid performance and innovation, aligned to the values and vision.
- How to portray leadership presence that captures willing attention.
- Linked to the point above, how to present information or instructions in a way that inspires.
Most importantly they want to control their own reactive impulses to say something, to take immediate action, or even say or do nothing when they should say or do something.
These concerns and impulses are largely due to these factors:
- Behavioural and communication traits;
- Personal motivators (one’s own “driving forces”);
- Emotional intelligence;
- Acumen (learned values thinking patterns); and
- Talent development.
You can measure your profile with a high level of accuracy (around 85 – 90%) in these five factors, and highlight corrective action to enhance strengths and overcome challenges, supported by expert executive coaches, who are accredited and experienced in the relevant tools.
Science and skill combines to help the executive take command of her or his development to become highly valued leaders.
There is an established process for this exciting journey of self-discovery.
With measured and supported application in the real world, you enhance your career as an executive who is authentic in your desire to be the leader people willingly follow.
Are you an executive who desires to be such a leader?
As someone once said, “Seek and you will find”.
We are here to help.