I’m a big fan of gadgets. Technology. Software. In fact anything that cuts down on life’s complexity and enables me to focus. What I won’t do is throw out perfectly useful tools; or bet the house on an untested scheme.
In terms of the ‘influence curve’, which separates the innovators from the early adopters, I sway between these options. And I’m definitely on the ‘safe’ side of the chasm when it comes to budgets, cashflow and P&L.
Which is why I look to the evidence. To the tried and trusted. Especially when it comes to leadership development.
Having experienced the wrong end of the personality profiling fads, I look for what works. Not the latest shiny gadget. So when clients ask for the latest thinking. I point to Aristotle (died 322 BCE).
“We are what we repeatedly do. Excellence, then, is not an act, but a habit”
This attitude is vital when we develop strategic leaders. Which is why we apply a consistent high-performance behaviours (HPB) framework, that people can easily understand and apply.
Strategic leaders stand out by doing five things well – they –
- Behave in leader-like ways consistently
- Systematically apply what works
- Are ready to be bold and root out what doesn’t work
- Develop others
And, perhaps most importantly of all, they –
- Understand the importance of being strategic
Yes we stretch and challenge leaders. But we don’t offer shiny new ways to do that. Their world is stretching and challenging enough. It’s complex and uncertain.
We help leaders do more of what they’re good at – consistently and systematically. Discard out-of-date ways of working. Be more flexible. More agile. More responsive.
Help them draw on the strengths of others around them. Especially those energetic, better educated, full-of-creative-ideas people that lesser leaders would feel threatened by.
The good news is that, by developing strategic leaders in this way, two main benefits emerge:
- They’re building bench strength and leadership capacity in the organisation
- They’re making their own lives less stressful as a result
I interviewed a regional manager who spent 3 days every week travelling to see his direct reports, dotted around the south of England. Much of this time was spent on the road. Little was spent with his people. And when he was there, he was distracted by other demands on his time. The phone. The emails. The instant messaging.
Our programme helped him recognise the waste for what it was. And he did four things as a result – he –
- Cut down the number of trips he made
- Made them shorter
- Committed to really being with his direct reports when he was there in person with them. No emails. No phone calls. Just eyeball to eyeball.
- Got proficient at that most hated of time and money-saving gadgets: the conference call.
He didn’t just decide to host these calls, he explored the best ways to be effective. He encouraged everyone to contribute; to share insights; and to stay engaged while listening to others.
He told me how he benefited personally by being more office-centred, and how his home life improved too. The team felt more engaged with him, and took a lot of the day-to-day challenges off his back.
He didn’t put a financial figure on it, but the organisational savings were clear to him.
The most effective leadership development enables people to be more effective as a result of their own insights. Unpredictable? Probably. Effective? Definitely. At Forton we deliver the practical support leaders and managers need to apply these skills, consistently.
In ways we can’t predict, you’ll benefit from more effective and productive teams, and higher employee engagement scores too.
At Forton we change cultures and support leadership development from bite-sized to week-long events. And we can show you how to demonstrate return on your investment (ROI).
To experience this for yourself pick up the phone. You’ll find us at +44 (0) 845 077 2980 option 1, or email firstname.lastname@example.org.