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Farr Associates, Inc. Call us at 800-395-3277 Visit: www.Farr.net Copyright © 2006, Farr Associates, Inc. All Rights Reserved. |
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Farr Associates, Inc. Call us at 800-395-3277 Visit: www.Farr.net Copyright © 2006, Farr Associates, Inc. All Rights Reserved. |
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TEACHING HIGH PERFORMANCE LEADERSHIP -
Lessons from Neuropyschology.
By Steven M. Swavely, Ph.D.
Have you ever heard the adage that “most people only use 10% of their brain power”? Research findings in the neurosciences are proving that there is a lot of truth in that old saying and the implications for training high performing leaders is significant.
Neuropsychological research is proving that typical leaders, engaged in making vital business decisions, managing change, and solving difficult employee relationship problems, are conscious of and utilizing only a tiny fraction of their intuition and experiences. However, top performing leaders have developed the capacity to fully tap into their vast cerebral storehouse of information, and purposefully draw upon it at exactly the right time to make important decisions and handle critical situations.
HOW IMPORTANT IS MANAGING CHANGE?
High Performance Companies weigh in.
In a recent study Accenture analyzed over 6,000 businesses, and released a report detailing the definition of a “High Performance Company.” Two of the talents high performance companies had in common, the ability to make quality decisions with speed, and an expertise in managing originative ideas and change, show that “Change Management” is essential to the well being of a business. As Harvard Business School professor Rosabeth Moss Kanter told Strategy and Business Magazine, successful companies develop “a culture that...
THE SECRET TO
LEADERSHIP TRAINING ROI
So, you know you need leadership development, but what is the return? How do you prove it? What are you going to show your boss to convince him or her that you will see results?
Probably the single largest reason that companies do not see a Return on Investment (ROI) for leadership development is because they don’t measure the ROI for leadership development. And, the largest reason ROI is not measured is because the goals for what is to be achieved and a base-line to compare against is not established.
Here are four ways to start measuring your Return on Investment for Leadership Training:
CAN SENIOR LEADERSHIP BE TO BLAME FOR LOW PRODUCTIVITY?
According to a recent Microsoft survey, of 38,000 workers, people indicated that they felt productive only three days a week. Microsoft would like you to believe that technology could solve this problem. However, the reasons provided: Unclear objectives, lack of team communication, and unproductive meetings, would seem to indicate poor leadership.
More specifically, these answers point to a lack of “purpose.” This is an organizational issue, and not typically the result of one bad manager. It is more systemic in its cause, which points to the upper levels of leadership. So, can the senior leaders be mostly to blame? Actually, yes. Read entire article
5 CRITICAL ELEMENTS, TO HELP COACHING, HELP THE ORGANIZATION
Before you can address what makes coaching effective you should first answer the question: “what is the purpose for coaching?” In a recent executive survey, the vast majority of respondents indicated that “leadership development” is the primary reason for the engagement. The changing trend over the past several years, has been the switch from leadership development, as being a “fix it” for leaders with problems, to helping successful leaders get even better.
Of the reasons for the need to improve leadership, the following reasons were most often cited:
1) Help an executive who is about to take on a larger role in the organization.
2) Help an executive more quickly and dramatically improve their leadership.
3) Help senior executives, who are about to lead a major change initiative, further develop the ability to lead unprecedented collaboration and create buy-in from the entire organization.
In order for this level of coaching, to deliver the greatest benefit, the following five critical elements should be in place:
HOW MUCH DOES ORGANIZATIONAL MISALIGNMENT COST YOUR COMPANY?
Most of us have had the experience of driving a car that is out of alignment. It pulls to the right or the left and it wears the tread off entirely. Just like your tires, if your organization is out of alignment, you will likely get excessive wear and tear and a pulling that takes you off course. So, where does your misalignment show up, and how is this pulling your organization off course?
The wear and tear that organizations experience from misalignment is seen in turn-over, slow project implementation, and weak solutions to new market demands. While all three of these together can be disastrous, any one of them will inhibit an organization's performance and directly impact the bottom-line.
According to retired Harvard Business School professor John P. Kotter, one of the key reasons transformation efforts fail is due to a lack of vision which "helps clarify the direction in which an organization needs to move."
BUILDING A LEADERSHIP CULTURE AS A PROFIT STRATEGY
It may be a personality you like or don't like, but a personality none the less. So what type of personality do you want it to have? What values should drive decisions in your business and leadership decisions? What should be acceptable forms of behavior?
If you take a close look at your organization, what do you see? Is it profitable, goal-oriented and mission-focused? Is it flexible, leading-edge, at the forefront of new frontiers? Is it positioned to maximize every opportunity, to scale greater heights of achievement?
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