While managers' objectives include providing a more stable organization of the enterprise as a whole, leaders are more driven by the idea of setting new and challenging directions, that could take the company to a higher level and have employees feel more motivated and inspired.
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Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...
Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.
An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.
Companies face a challenge when it comes to planning the program's curriculum. Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing.
The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.
Most managers address the bad boss problem by getting out of the subordinate role as quickly as possible and, by improving their own leadership skills, becoming a good boss.
Incompetence can also be seen on how subordinates deal with their bosses.
Workers feel anxious on how their bosses think about them. Should I correct my boss? Does he think of me as a competitor? Am I capable enough? Should I take an action?
Of course, everyone would think of those question before making a move. But a wise subordinate know can recognize that a boss does not know what he needs and the best thing to do is address their suggestions to the boss. Why? Because the boss is the one with the greater power to act.
Challenge: Expose Biases too hidden to be seen.
Innovation: An identity survey with easily visible results.
Lesson: More than one social identity is examined at the same time and allows becoming aware of issues related to diversity and privilege.
Demonstrate authenticity — and grace. Making cultural faux pas is an opportunity for teaching and showing grace.
Focus on solutions. Awareness encourages motivation toward solutions.
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