Well for a whole host of leaders the tried and tested ways of the past work for yesterday’s paradigm at yesterday’s pace and yesterdays people. The trouble is today is today and we’ve not even reached tomorrow yet.
So what’s to be done? Let’s some new questions?
- What do people experience of us on their first day?
- Even before that, what do candidates we’ve interviewed think of us? Are unsuccessful candidates discarded even though they have demonstrated lots of great skills? What do we do with them?
- What’s working exceptionally well right now and why?
- Do we as an organization follow the herd or lead it?
- Do all of our peoples attributes turn up and turn on for work?
The concept and practice of collective leadership being aligned top to bottom seems to be getting more air time and the comment and writing in this area is increasing
As early as 2011 Deloitte” means Deloitte Consulting LLP published a research article “Collective leadership: Getting organizations to work as one” it highlighted some key trends (I have added my own de-jargonised thoughts in italics)
“Leaders are seeking new ways to drive effective action. Changing employee expectations demands different and more tailored leadership approaches than many companies have used in the past. (why is it that employee engagement surveys in the USA show a lowest scoring for 20 years)
The average CEO tenure is getting shorter. This creates two challenges. First, continuity of leadership is hard to sustain. And second, leaders feel pressure to produce quick results that stick. (Football manager syndrome, that’s the problem measure the wrong things well and you get the wrong things done even better)
Downsizing has taken its toll. Leadership ranks and organisational layers are thinning. Organisations have to take full advantage of the talent they have to drive engagement that fulﬁlls the business strategy.(taking advantage or mobilizing their potential) I recently participated on a Human Resources Professionals discussion group that harped on about how the psychological contract was dead and moaned about people most of the time and then gave advice on how you can control them, at that point I left the group)
Risks seem riskier. Today’s competitive environment values executives who are able to ﬁnd new ways to manage through continuing global challenges and workforce instability.(its called reducing fear and increasing trust)
This is just one of the reports that highlight similar needs so why is it so different for most organisations given that the three principles of collective leadership are easy to understand (but hard to do)
1. Creating a sense of belonging (we want to work here)
2. Gaining shared commitment (we want to stay hear)
3. Achieving a shared interpretation of the problem and desired solution. (we know what is going on and what part we play)
These principles should be used across the organization strategy formulation, leadership development, organization design, process design, technology strategy, and change management.
• Drawing lessons from the people closest to the customer
• Ensuring your people have a sense of being connected
• Enabling people to act together to achieve their goals
• Understanding the ways in which the organisation gets work done?
Recently after attending a series of business gatherings and specialist workshops where the key issues of energizing your people and managing your talent we explored.
I came away realizing that neither question had been addressed in any great detail or significance. Yes energy can be increased by ensuring you are properly hydrated (the key tip bit from a two hour presentation by a presenter who was anything but energetic).
The managing talent session was an introduction to using assessment and development centers how to do it and what makes them effective actually a really great session but not what it said on the tin which was talent management?
What’s significant about these examples?
These sessions in their different ways show the dilemmas leaders have in the 21st century, making the message clear and making the message appropriate. The time for jargon has gone people has become too skeptical and lost faith in many institutions banks, religion politicians easily spring to mind
• The time for meeting people you wouldn’t normally meet
• The time for trying new things
• The time for taking action in a way that’s different from the past
Taking some tips from Rosaline Torres in her recent TED Talk “What makes a great leader?” see video. http://petermayes.co.uk/wp/
She asked a series of questions to establish the leaders that we thriving what was it that they we re doing
1. Where are you looking to anticipate your next change? The companies or people who are exceptional
2. What is your diversity measure? The capacity to develop relationships with people different to you, so what would someone who has never bought your product or service say about you?
3. Are you courageous enough to abandon the past? So what’s next, what’s now and what will work tomorrow? Innovation creativity is the key. Letting people have space to think without a box let alone outside of one.
Call to action to all people developers, coaches and trainers an innovative new programme
The Artist & The Engineer: coaching using harmonised approaches See your inner Artisteer!
Integrate from the world of the arts and science, understand how these approaches converge and flow together