It’s good to pause and reflect on the year’s achievements. 2016 has been dubbed the ‘post-truth’ era and this is one trend that we at the Forton Group feel completely out of step with. Our focus this year has been on what’s been proven to work in the field of leadership development.
Evidence-based development has never been more vital. Every hour we spend investing in people needs to be underpinned by a rationale. Not just because of the time and money wasted; but because leaders and managers need to believe in the steps they are asked to take.
Here are our top-four evidence-based leadership development areas:
- The Schroder high-performance behaviours; 12 behaviours in four clusters or themes. Do more of these and you’ll improve your results.
- The Goleman emotional intelligence model: practice these four steps and relationships will improve in all areas of your life.
- Coaching skills and coach-like leadership: four basic skills to improve individual and team performance; five effective steps, underpinned by leadership principles and an appreciation of the complexity of today’s work context. Coaching gets peoples’ buy-in; use it to improve engagement and make change happen more smoothly.
- Above all, support skills practice. If your leadership development programme doesn’t have a coaching element, an action learning element and a strategic project element, then quite simply, you’re wasting time, money and effort.
Of course, leadership development methods do have their limitations. They’re not a ‘one size fits all’ activity.
Yes, you can read about the theoretical framework behind each of the models above. You can even register for our online learning and watch or listen to the material. But to retain, and then to apply learning, we need an emotional connection to it.
This emotional connection comes through live interaction and learning. Whether that’s live distance learning – by phone or internet – or in-person learning, doesn’t matter. It’s the connection to the content that matters.
We can all read about building empathy and its importance, but it takes the experience of getting in touch with the feeling to make it real. As one of our students once joked, “You’re making me feel empathy for this person!”
And even live-learning has its limitations. Whatever the debate about retention of learning, nothing is truly retained until it has been practiced and turned into a habit.
One reason we practice ‘real play, not role play’ in our live learning is that we’ve heard too many students tell us that what they acted out in other training programmes was not what they’d practice in the real world. We bring the real world into the classroom – and then continue that real world application support after the live-learning experience.
This turns theory into practice and practice into a habit of emotionally-intelligent, high performing leadership behaviour.
And why are the coaching skills so important?
Driving capacity for coaching into the organisation, rather than having it sit at the top layer like icing on a cake, means that everyone builds their internal capacity for excellence.
One-to-one coaching reaches a few people – typically high performance and senior people – and good work is achieved there. Yet introducing coaching skills programmes into the belly of the organisation changes the whole culture – one conversation at a time.
In 2017 we celebrate our 15th year of leadership development, and look forward to working with clients including the UN and the NHS; we’ll be working with HR business partners, finance experts, engineers and technical leaders, as well as sales managers and their teams.
And, as we leave 2016 and it’s ‘post-truth’ world behind, we’re delighted to have received an award from CV Magazine for HR & Training. I’ll skip the full acceptance speech and just say ‘thank you’ to our clients and partners for nominating us. We appreciate it.
If you need to see tangible improvements in your leadership and culture in 2017, just get in touch.