Tag Archives: Leadership

Teamwork

Leadership Development: 3 tips for better teamwork

Because I get to train elite leadership coaches, I have the privilege of spending time with some great athletes: tennis players, rowers and canoeists, sailors, cyclists and people who’ve climbed Mount Everest.

At Forton we run ICF-accredited Team-Coach training programmes and I learn so much from the participants. Diary dates here

Here’s three top tips for you.

  1. Performance details matter. Matthew Pinsent once described how Jamie Cracknell obsessed over small details, and how this helped push the team over the finishing line into first place by inches. Listen to the team members who’re focused on facts and numbers.
  2. Synchronicity matters. A team isn’t just a group of individual experts brought together. It’s people who pull in the same direction, at the same time. Rowers breathe together, which improves operational focus, empathy with the team and alertness to the wider environment. Find ways to achieve help people work together well.
  3. And yes, play matters. When cycling from the Dead Sea to the Himalayas, Pauline Sanderson, author of the World’s Longest Climb, told us how a game of cricket with guards at the Pakistan border helped them maintain international relations and achieve their goal of getting across the country. Know when to stop arguing and start playing.

This is where HR or the L&D Team can make a huge difference

By investing in team development. And we’re not just talking about the under-performers either; investing in top performers creates motivation to excel.

  • Top teams outperform average ones by 39% on performance measures* alone. 
  • Improving the team’s positivity can make a 46% difference.  
  • *Source: Team Coach International

Listen to the team members who’re focused on facts and numbers.

Find ways to help people work together well.

Know when to stop arguing and start playing.

And when you develop your top performers’ coaching skills, the benefits get shared throughout the organisation.

Reserve a place today on the next Forton Team-Coach Training event. Small group sizes, inclusive accommodation and meals mean great value for money, and places are limited.

Or, if you have a team in mind that you want to help excel, we run this event in-house for teams of 6 or more. Drop us a note and we’ll get straight back to you.

change management

Welcome to VUCA World

If the world of leadership development and change management was a theme park, it would be called “VUCA World”. A chilling place, laced with black humour; a bit like the Vogon constructor fleet in the Hitchhiker’s Guide to the Galaxy.

VUCA stands for Volatility, Uncertainty, Complexity, Ambiguity.  There are currently four revolutions happening around the world– in IT, Energy, Manufacturing and Life Sciences.

If you’re in a start-up you’re in VUCA world. If you care about the environment, you’re in VUCA World. The digital economy affects your organisation? Yep. You guessed it. You’re in VUCA world.

The good news is that no-one reads Vogon poetry to you. (It’s the 3rd worst in the universe, according to Douglas Adams)

“You’ll end up opting for the Vogon Poetry session.”

VUCA World is a theme park you may already have experienced: full of change, bright flashing lights and sudden, dark corners.

  • Volatility: The roller-coaster in VUCA World isn’t just fast-moving with huge highs and lows. It cleverly combines those features with the thrills of the Ghost Train, as you never know what’s around the corner.
  • Uncertainty: You think you’ve queued up for one kind of experience, only to find you’re asked to get out, mid-ride, and take another car of unknown destination. Or you thought you’d opted for the stately ‘London Eye’ style ferris wheel, only to be whirled around in a giant teacup full of anxious kids.
  • Complexity: In VUCA World they believe that you take responsibility for your own choices and your own journey; so they remove the signposts that might clearly direct you to the rides (or the exit). Tickets make UK train travel look like a model of simplicity; prices are weighted by time, length of the ride, your age and your shoe size. Good news! There’s no gender discrimination in VUCA World, everyone can experience it for themselves.
  • Ambiguity: VUCA World announces its ambiguity in its public advertising. Its strapline is “You need change, but you don’t want it and won’t like it”. The ticket sellers love to give you vague options; their motivational posters read “one the one hand this, might be best, but on the other….” And the friendly VUCANs (your black-uniformed hosts) are especially trained to give you at least three optional routes when you ask for directions.

“Since the solutions don’t lie in the problems, hanging out in VUCA World won’t help.”

You’ll end up opting for the Vogon Poetry session.

Many of our clients recognise that they’re already in VUCA World, and they don’t like it.

At Forton, we see our role as a trusted, reliable guide, equipping leaders and managers to succeed in this dynamic.

Since the solutions don’t lie in the problems, hanging out in VUCA World won’t help.

Personally, I love designing bespoke leadership development programmes (accredited by the CMI and ICF) for our clients. Particularly creating foundational leadership platforms so that participants have the confidence to explore and understand what’s happening. Then encourage them to apply their skills supported by 1-1 coaching and group action learning.

What we don’t do is give them a predictable list of situations and get them to think through alternative courses of action. Or help them to better argue against someone else’s ideas. Or develop their competitive spirit.

Success in VUCA world comes from collaboration, co-operation and co-creation. From developing, mentoring and coaching others. Relationships with others, our empathy, our resilience and influence matter more than power.

One client organisation increased their sales success rate and staff retention (within the 1st three months of recruitment) by introducing our leadership coaching method. They switched out their former method of promoting the best sales people into manager roles and expecting them to mentor their team.

VUCA World is a tough place. If you’d like to share your experience of trying to lead and manage in this dynamic, feel free to unload in the comments box below. Or share your expertise of what works; whether it’s a leadership or coaching tool. It would be great to hear from you.

Leaders laughs

Leaders and a laugh out loud moment

You may wonder why leaders and managers resist coaching their teams, when the financial and personal benefits of coaching are so well known.

We regularly hear some great ‘reasons’ from individuals within some client organisations, so I laughed out loud when I read an article on the five myths that prevent leaders from coaching their team members.

In summary these are:

  • “My team don’t want my questions, they just want me to give them the answer.”
  • “I’ll coach them when they ask for it. They can ask for help.”
  • “No one is complaining, so everything is fine.”
  • “Good people self-correct when something goes wrong.”
  • “Our best team members want to be left alone to get on with their jobs.”

I’ll leave you to read the full article by Marcia Reynolds PhD, and I’d be interested to know whether any of these resonate with your experience (you can email me on helen.caton@thefortongroup.com to let me know.)

The solution we offer is to integrate coaching into organisations at two levels:

  1. Leadership coaching methods as part of a consistent, ongoing, development programme

This means that the language of coaching is organisation-wide; peer learning supports the less confident to develop and the more experienced to mentor others.  This is the ‘manager as coach’ level.

  1. Accredited coaching qualifications for a core group who will create an in-house coaching team

These people can provide formal 1-1 coaching; for example, to support career progression; to help establish new teams and projects; or to address challenges and nip them in the bud.

And independently-verified Case Study Evidence demonstrates the benefits of these two approaches.  It’s not us saying this, it’s organisations like Gallup, the University of Queensland and a world-class NHS hospital group.

And if you want to know more about how the Forton Group maximises better leadership and management through coaching skills, get in touch.

Leadership Development and training

The New Era of Abundant Leadership

In the fifteen years I’ve coached and developed leadership programmes I feel like I’ve seen it all. Those tired clichés of ‘here’s this unique thing I did; here’s a cute story. Follow my ten steps and magically you’ll be a leader too…’ Colleagues jokingly call it ‘leadership by lion taming’. I call it unrealistic.

There’s no magic bullet to better leadership. It’s a consistent high-level application of leadership behaviours. It’s about applying emotional intelligence to oneself and with others. It’s about flexing to the situation’s needs; not expecting the situation to bend to a single leadership style. It’s about delivering the kind of leadership needed right now, whatever the challenge.

And that’s why I developed the Leadership Routemap

It works just like the Tube or Metro maps. You find out where you need to go. You work out you’re going to get there. You work with leadership experts to strengthen your talents, address your development areas and coach you to your successful destination.

Let’s look at those high-performance behaviours for a moment. Developed by a research team at Princeton under Prof. Harold Schroder, they fall into four clusters: Thinking; Involving; Inspiring; Achieving

Let’s look at those high-performance behaviours for a moment. Developed by a research team at Princeton under Prof. Harold Schroder, they fall into four clusters: Thinking; Involving; Inspiring; Achieving. That’s pretty neat. They’re things we can all do. We can all get better at.

So what is it about ‘leadership’ that people make so darn difficult? It’s because we have a particular image of who a leader is, that gets in our own way.

  • Women tell me “I’m not a leader” yet they’re running multi-million projects involving hundreds of people.
  • People look to ageing white men as their leadership role models; when what they really admire is power, money or status.
  • People who talk about leaders as ‘heroes’ because they’ve fallen for the Hollywood myth.

It’s time for an era of abundant leadership. Where people at different levels in the organisation step up and take responsibility: men and women. Where the whole team succeeds. Where everyone’s contribution and effort is valued.

Where the secret to leadership development is to support people to do it for themselves. To get consistently better at the behaviours that make a real difference. Without telling them what to do. 

It’s time to let the real leaders emerge. So they fail and try again? They fall over and pick themselves up. So they make an idiot of themselves in front of the team? The combination of learning and persistence are powerful tools in the hands of a leader.

It’s time for the ‘Coaching for Leadership Behaviours’ programme. A blend of ELearning and Live-Learning for experienced coaches looking to build their skills.

Ours was the first – and still the best – leadership coaching programme to be accredited by the International Coach Federation. People love our learning environment. And where better than the relaxed environment of an Italian Summer School to experience it in? Because it doesn’t have to be hard or difficult. We’re deliberately making this a rich, fun, interactive experience – where you get to bring your wisdom and coaching skills to bring out the best in the leaders you coach.

It’s time to let the real leaders emerge. You can be a part of it. Sign up for the Coaching for Leadership Behaviours programme.

Our inaugural programme happens on the 9th/10th September 2017 in Umbria, Italy. Find out more at info@thefortongroup.com Be part of the new era of abundant leadership.

Leadership Development and training

How Cognitive Bias gets in the way of your career aspirations

I’m speaking at a Women in Logistics event this week to launch a study which my company, The Forton Group, supports. The idea is to explore how we can help businesses make career transitions easier for women and minorities without having to be “Bolshie” in this traditionally male-dominated sector.

I love the word ‘Bolshie’. It’s got enough humour to neutralise that whole ‘bossy woman’ thing. Because that’s how people have responded in the past – particularly in male-dominated work environments – to intelligent and ambitious women and minorities.

I’ll be talking about subconscious bias – what this is – how we believe it gets in women’s way of stepping up. I’ll also be helping participants to identify signs of bias and what to do about it. I’m looking forward to hearing peoples’ stories and experiences; capturing ideas on what works and what gets in the way.

What’s the theory?

There are three ideas behind the study:

1.   It’s more important to have a behavioural or performance focus in the workplace and then weave in the diversity and inclusion agenda. This means recognising and valuing skills, contribution, outcomes an impacts, over and above our bias and judgements towards someone’s gender, race, religion or culture. The reason behind this is that, paradoxically, when we focus on peoples’ strengths and what they actually deliver, diversity and inclusion levels rise. When we focus on the D&I agenda it increases bias against those ideas.

2.   Bias is about ‘judgement and non-judgement’.  High performance should be about How people notice and judge people by their actions. Yet their personality or our perception of their attitude, beliefs or intentions get judged too. Being seen to be ‘Bolshie’ is simply someone’s judgement on another’s actions – the way they speak or their body language – not what they deliver.

3.   It’s vital to identify the signs of bias. Self-awareness is key; when we see how we are all impacted by conscious and unconscious bias and have tips and techniques for dealing with our biases, then things can change. Trying to change others is a fool’s errand. “Being the change” – as Gandhi said – is the first step.

So what is ‘bias’?

I’ve been reading articles about cognitive bias for years now. And following the Wikipedia article that tracked the increasing number of common biases. When it got to 72 types, I realised – as did many colleagues in the learning and development field – that a simpler approach to the topic was needed.

This is my definition:

“Bias is a quick response, mixed with judgement about a person. It’s caused by information overload and snap judgements. It is over-simplification, and making stuff up, about someone.”

It was great to find that others shared my desire for simplicity. I’m indebted to Buster Benson (https://medium.com/thinking-is-hard Twitter: @Buster) for sharing his ‘Cognitive Bias’ cheat sheet, which I’ve drawn on. Again, put simply, Buster puts cognitive bias into four quadrants which I summarise as:

  1. The desire to simplify
  2. The desire to make stuff up
  3. The desire to take snap judgements
  4. The feeling of information overload

We simplify because we’re in a hurry. We look for pattern matches. People who fit ‘our pattern’ are friends. Therefore anyone who doesn’t fit our pattern isn’t our friend. Therefore, they must be a threat.

Notice how the pattern match takes us almost instantly to snap judgements, and to making stuff up about someone. When we feel like our brains are in information overload, this is what happens

What works to neutralize bias?

Play a different inner game

Although I’m saying that, at work, we should be judged on our behaviours and performance – not our personality, gender, colour or culture – what needs to shift is on the inside. Fundamentally, we need to reduce brain overload. Seek clarity. Give ourselves enough time to make better decisions.

Here’s some tips – notice how –

  • You judge yourself or others
  • Self-judgement holds you back: fear of looking stupid, or standing out are common.
  • Self-judgement gets transferred to others. What you judge yourself for, you’ll judge others by.

One way to shift your thinking is to look for the positive behaviour. How can you support yourself? How can you support others?

Choose presence over absence. Fears, uncertainty, jealousy, anger are all absences that leave us feeling without control. They fill a dark vacuum where clarity and presence should be.

Three steps

Every-day feedback is invaluable. Not the end of the week. Or the six-monthly or annual appraisal. Every day you meet a colleague or member of the team; ask for, and offer, feedback. It won’t always be accepted, by the way…

At the Forton Group we teach a method of giving and receiving feedback in our classes that supports higher performance and delivery levels, and helps people feel supported; especially in those all-important appraisal conversations.

Other things we can do to support peoples’ self-esteem is to remind them (and ourselves) about their track record. Keep a note of your successes; sharpen up your CV to remind you of your achievements.

Coaching and mentoring are invaluable workplace tools for reducing bias and improving performance. They can be transformational in peoples’ lives too. I recently created the Coaching and the Leadership Routemap™, so that every organisation can benefit from a better coaching/mentoring programme. Find out more at www.thefortongroup.com

Next Steps

The ideas set out here are tentative theories. The findings from the Women in Logistics event will form part of our study – the next step of which is to undertake a wider online survey. Our purpose is to uncover ‘how to’ steps for others, and to make these easier for others to walk along. The bigger context is diversity and inclusion: gender issues specifically, yet we do expect to touch on issues like culture, race, sexuality and age too.

If you’re interested in taking part – contact me via LinkedIn or at helen.caton@thefortongroup.com

The potential and limitations of leadership development

The Potential and Limitations of Leadership Development

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:

  1. The Schroder high-performance behaviours; 12 behaviours in four clusters or themes.  Do more of these and you’ll improve your results.
  2. The Goleman emotional intelligence model: practice these four steps and relationships will improve in all areas of your life.
  3. 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.
  4. 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.

Leadership

We’re off to see the Wizard

Leadership“A more collegial style of leadership is too often characterised as a weakness.”

 

 

This was a quote from Archie Brown, author of ‘The Myth of the Strong Leader’, reported in the Guardian newspaper last week, because it’s a book on Bill Gates’s reading list.

Bob Hughes and I interviewed the author a while back – you can listen to it here, and read the book review too.

What struck me at the time was how we get seduced by charismatic leaders.  The celebrities; the sportspeople; the men and women in positions of authority.

All of these people can be leaders; absolutely.  The potential is there.  But there’s a difference between falling for the charisma and really displaying leadership qualities and behaviours.

Over the years we’ve interviewed people who’ve climbed Everest, coached top sportspeople and sailed around the world.  The key difference we’ve noticed is between those who focus on their own achievements – great as they are – and the power of being one of the team.

Tracey Edwards MBE, for example, told us that her role of Captain in the Whitbread Round-the-world race in the first women-only crew – was ‘accidental’.  There were far more experienced people in the crew than her.  She is, of course, being modest.  Her engaging leadership style and the way she respects the technical abilities of her crew are second to none.

Tracey is a great motivational speaker too.  But that’s often the only thing some celebrities have going for them – the ability to look and sound good.

Today we live in the ‘plasticine’ era – we’ve all got feet of clay.  And the media are happy to expose our shortcomings.  Especially when we stand up for something, and raise our heads above the media parapet.

As leaders we can be flexible in our approaches, but our values and authenticity need to shine through.

But don’t mistake this collegiate approach with weak leadership.  Whether it’s a more collegial, a more coach-like, or more inclusive approach to leadership, engaging leadership draws on the power of the whole team – not one individual.

And it’s why a systematic approach to leadership development matters.  Building leadership on a foundation of consistently-observed behaviours that evoke high performance in the people around us is essential.

Leadership qualities build on our emotional intelligence too.  Which is why the Forton leadership programme combines emotionally-intelligent leadership styles and competencies, along with the high-performing behaviours.

So whether you need to develop your technical leaders to be more engaging, your sales-force to be more effective, or your managers to get their best out of your people –  and you want tangibly better leadership – get in touch. You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com.

Leading highly technical teams

Leading highly technical teams

I’ll never forget the presentation delivered by the IT Developer who wanted to share every single piece of her brilliance with the rest of the room.  She lost me after 5 minutes – and I was her boss.  The rest of the room had long given up the will to live by the end of the 30 minute slot.

It’s a common challenge that IT project managers and their customers come to us with increasing regularity: how to lead and develop technical experts.

Leadership is an ever-changing landscape because every situation is different.  And so are human beings.  Yet we need to find ways to lead all kinds of people successfully.

There are common threads however.

  • The IT expert who wants to be acknowledged for their brilliance
  • Introverts who find it hard to pick up the phone
  • Details people who wonder why their five page email doesn’t get a reply

And then there’s the team dynamics.  Often teams are seen as fixed for the life of a project and this can damage the ability of the team to deliver.  The person you need the most to meet your programme deadlines might also be the most disruptive member of the team.

If someone with a highly theoretical mindset is expected to shift roles and be at the forefront of delivery, it can be a recipe for disaster.

And where does ‘leadership’ fit into all this?

Leaders need to have a practical understanding of the different leadership skills required of them.  They need emotionally-intelligent competences.  Not just so that they don’t get frustrated when the IT expert wants to show off their brilliance in the middle of a meeting – but so that they can support and develop that individual to use their skills well.

Leaders need to have a flexible mindset.  Confident in their judgement, so that, if team changes need to be made for the good of the project, the rationale is clearly conveyed.

The Forton Group was built to support people from technical backgrounds to be better leaders.  We’ve worked with scientists, IT and FinTech experts, engineers, medics and more.

What’s common to all these people is a consistent approach to leadership development that they can get their heads around – and apply in the workplace – today.

One that acknowledges their technical leadership and expertise, but helps them develop their relationship and people skills to best effect.

Once we understand, as leaders ourselves, that how we behave, how we model leadership and how we support others to develop – as successful members of the team – has a practical and immediate impact – change becomes much simpler.

Of course, some of them want more letters after their name –which is why we’ve developed a post-graduate level 7 programme in strategic leadership and management.  Others just want to understand the foundations and find ways to apply their leadership skills

So whether you need a taster, a 2 day-workshop or a year-long programme to develop your technical leaders, and you want tangibly better leadership, get in touch.  You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com.

Leader Development is more than chess

Leadership Development – more than a chess game

I’m not a great chess-player, yet I did enjoy reading about the world championships in New York recently, and of course it got me thinking about leadership development

A ‘game of chess’ is more than a game.   As well as the political intrigue, the public pronouncements on the fitness of the players – which sound like a more genteel version of a pre-fight boxing bout – there are the celebrities and the hangers-on; the rivalries and the red-carpet receptions.

The big difference between the games of today and the cold war matches is that fans can follow on their smartphones – if they don’t have the time or funds to watch the matches live.

And what’s this to do with leadership?

Players talk about their opponents ‘resilience’; their ‘adaptability’ or ‘flair for creativity’.  There’s more than one match at stake.  They represent the wit and intelligence of their countries.

Like the chess grandmasters, it’s vital that leaders know and understand each and every one of their people.  What they are capable of.  What their strengths are.

By the way, they don’t seem to have a term for female ‘grandmasters’ yet.  But there’s as many women in the world top ten as on Boards in the FTSE 350 (20%).

It can sound dispassionate to describe moving people around like on a chessboard – yet it is vital that everyone is in the best role for their skills and strengths – at just the right time.

In today’s uncertainty and pace of change, it makes a huge difference to know that you have the right people in the team, ready to flex and shift as situations demand.

Yet, too often, we’re still working in more rigid ways.

Someone gets a job title and that becomes a fixed part of their mindset.  They become less task-focused and more status-aware.  Something a team member was willing to contribute to, now becomes ‘beneath them’ – and I’m not talking about making the tea here.

It matters even more when rewards such as pay rises and promotions are less available.  Job title and relative position – “I am a Knight and you are a Pawn” take on heightened importance.  And it never pays to underestimate the pawns…

So helping people stay in a flexible mindset by developing their leadership skills and behaviours is a vital solution.

This isn’t about position.

Today’s leadership development is about evidenced-based competencies; consistent application, flexed to the situation leaders face in the moment.  It’s about stepping up and taking responsibility – wherever we are in the pecking order.

What’s so powerful about the new leadership development is that it’s emotionally-fulfilling too.  Leaders grow and develop their own skills and have the satisfaction of seeing their teams becoming more empowered and delivering better performance too.

So if your job is to improve the performance of your people and teams – whatever the challenge – start thinking like a grandmaster.

And if you want tangibly better leadership, get in touch. You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com

Leadership is the answer

The answer is leadership development – now what’s the question?

It’s often said that there’s no one way to deliver leadership development – and our clients are certainly prime examples of that diversity.

Leadership is the answer

  • We write ‘how-to’ guides for annual review and performance conversations – where clients want scripted solutions.
  • We teach flexible ‘manager as coach’ skills where situations are more fluid and less predictable.
  • We deliver ‘Level 7 PGCertificates in leadership’ where our clients want a mixture of skills and strategic thinking.

The one constant, however, is the need to equip leaders with the behaviours and skills to deal with what’s in front of them – today.

Without breaking the bank, losing half your staff to the latest management fad, or your top talent to competitors with deeper pockets.

The world is changing fast.  I refuse to use the ‘B’ word.  But I can guarantee it affects us all.

Better, more tangible leadership will steady the ship because it impacts on all aspects of your operations – individuals, teams, departments, the organisation as a whole – and its impact on the community and society around you.

And there’s a vital shift of attitudes that underpin successful leadership development programmes away from

  • Blaming others to personal responsibility
  • Waiting for someone else to rubber stamp solutions towards taking initiative
  • Latest fads to evidence-based leadership behaviours, consistently applied.

Recently from some very busy managers told me how committed they are to applying their skills.  Despite the challenges, everyone who reported applying the skills also reported benefits: ‘a really positive experience’; ‘it really motivated and inspired me’.

It’s great when managers feel that they have invested their time well.  Such that, even when they feel time pressures, they apply their learning.

What most struck me was how managers noticed that they can become enablers.  They simply support others to solve their own problems and feel better able to sort out their own issues themselves.

This sense of personal responsibility isn’t innate in everyone.  The good news is that, like every other leadership behaviour, it can be learned and applied.

Another client reported that, in every department where our programmes have been introduced, productivity has improved; employee engagement has risen and employee costs (sickness, absenteeism, legal) have fallen.

So if your job is to improve the performance of your people and teams – whatever the challenge – start with leadership.

And if you want tangibly better leadership, get in touch. 

You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com.