Trainingzone have published Carolyn's article on Behavioural profiling. Visit or you can read more here:
For the last four years I have regularly used DISC profiles which give you a snapshot of your ‘behaviours’ in a work environment. DISC is an acronym:
D = Dominance-Challenge: How you respond to problems or challenges.
I = Influence-Contacts – How you influence others to your point of view.
S = Steadiness-Consistency – How you respond to the pace of the environment.
C = Compliance-Constraints – How you respond to rules and procedures set by others.
The concept of DISC profiling is based on the work of Dr. William Moulton Marston who, in 1928, published ‘The Emotions of Normal People’. This book described the theory which is applied to nearly all the versions of DISC profiling available today. The profile is a behavioral assessment designed to accurately measure the four dimensions of normal behavior.
A few years back I completed a Level 3 ILM management qualification and I chose Communications as my main project. For this I mapped all the preferences for the office staff using their DISC profiles and created a ‘how best to communicate with xx’ chart. It was used for many years, indicating communication preferences and styles. It was a very simple and effective way to implement the results of our profiles and use them practically. Nothing more personal than communication preference was shared.
DISC profiles were used for recruitment and appraisal and with clients. The reports, which are created by answering very simple ‘most like’ and ‘least like’ questions, give a comprehensive summary of behavioural preferences. They are used by line managers, trainers, HR, recruitment and outplacement consultants.
The value of using these profiling tools is not just in ‘input and output’ – you put in your answers and get your report – but what happens next. Many people will be open minded enough to accept the validity of the report, feel happy to internally challenge areas which they do not feel accurately match their perceptions, and even perhaps accept the areas which may indicate a need for self-improvement.
I recently took a different profile from the one I’d done for the last four years – this one was from The Trusted Adviser and followed a similar DISC format so it was not unfamiliar. The resulting report, however, was superior to those I’d taken before. The depth of information was far greater – the profile included more aspects and gave a greater analysis of my behaviours and preferences. Though every assessment is affected by variables (hence taking them annually), this one was definitely the most accurate I had ever taken.
Most importantly the language it used was more accessible – though probably still generated by an American English language programme, the terms and language used were easier to understand and I found much less to challenge than in previous reports. My next stage, importantly, is to go through the report with my coach.
The real power and value of behavioural assessments is how they are used to develop individual performance. The ideal scenario is that the report is not just given directly to the respondent but is reviewed by an appropriately qualified coach or manager who can then spend time going through the report with the individual and build a positive action plan.
There are many ways in which assessments can be applied:
Recruitment: does the report reflect the right personality for the role they are being considered for?
Job hunting: the report may produce some excellent wording and highlight skills and strengths that the respondent can use in their CV or job applications
Appraisal: the line manager and respondent can work together (both may have their profiles completed) and improve working process and performance
Team building: pick members of a team who have the right mix of skills or who you know will work best together
In fact behaviour assessments can be used in many ways, for leadership development, trouble shooting, team development, sales skills, benchmarking; with the right training and understanding of the psychology behind how these reports are generated, they can become an extremely powerful tool for trainers, managers and the individual respondents.
Finally, the most important question - do they work? From personal experience, yes; impartially, one assessor I know performs over one million assessments per year – that’s just one provider! I think the proof is in the pudding, as they say.
Carolyn Sheppard is director of The Complete Trainer, a training resources ecommerce company. She has been in marketing for over 30 years and directly in learning and development for over five years.
Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts
Wednesday, 8 July 2009
Monday, 2 March 2009
Do new managers get a raw deal?
By Allan Mackintosh
In 1989 I was appointed into my first management position. I was 29 years old, considered relatively young to be a manager in my particular industry and as such was promised a management development programme to build and enhance my skills. It never happened in the three years I was with the company. True, I was sent on a four day management course but, to be honest, although I did take some ‘nuggets’ from the course, l I found it trying and confusing due to an over-reliance on academic theory. Nice glossy folder though!
In the next two companies I worked for as a manager the amount of development that I received as a ‘new’ manager was negligible and it was only when at my last company before I became self-employed that I really experienced any emphasis behind developing management to their full potential.
I have been studying the ‘behaviours’ of companies in relation to ‘new manager’ development since I started my own business in 2001 and I have come to the conclusion that numerous organisations, both large and small, are guilty of not giving new managers the support that they deserve. So, why is this?
Firstly, I should point out that most organisations seem to be actually quite good at training the new manager in the processes and procedures that the company and role requires to undertake. Expenses, disciplinary processes, reporting procedures and other related procedures are all trained well and in terms of these the new manager will get a decent enough grounding in what they have to do. However the development of the crucial people and team leadership skills needed in order to ensure effective implementation of the processes and procedures tends to occur as an after thought, if it happens at all. Too often this people and team leadership training happens too late and new managers can find themselves struggling to effectively manage superiors, peers and their own direct reports. This can lead to high levels of stress in the new manager as styles clash and differing expectations cause disruption and mistakes.
So, why does this lack of training come about? The following are some reasons as to why this people and team leadership training tends not to happen, or at least not happen until later in the new manager’s career.
I have been amazed at the number of new managers I have spoken to who have not received the basic people and team leadership training in their managerial roles and I have also been extremely disappointed in that many managers have not even been made aware of exactly what their specific performance objectives are. Many do not get regular performance reviews and one manager I spoke to recently had not had an appraisal in the three years he has been a manager!
So, we actually may have a situation where new managers are not only not getting the basic management development in skills such as leadership and coaching but may also not be getting their performance objectives specified and not receiving any 1:1 support through a line manager, a coach or mentor. And people wonder why management can be stressful!
I have a belief that certain crucial steps have to be taken early in the career of the new manager and these form the basis of a programme I have entitled ‘The 7 levels of New Manager Excellence’ These sevens steps are:
1. Ensure that the new manager has 100% clarity of their role responsibilities and 100% clarity of their specific performance objectives.
2. Ensure they have a working knowledge of the organisation’s rules and regulations and the processes and procedures relative to their manager role. (Organisations are good at this)
3. They must be able to identify their stakeholders and be able to manage their stakeholders productively.
4. Managers should have the ability to a look after themselves both in terms of mental and physical fitness and well being.
5. Managers should have the skill to influence effectively and have a detailed knowledge of various influencing strategies.
6. New managers should have excellent leadership skills such as performance coaching and be able to produce self motivation in individuals and teams.
7. Managers should be able to network effectively both within their own organisation and with in other networks. They should also be able to create a support network in order to continually develop their skills and attitudes.
A number of senior managers I have spoken to have suggested that to cover all these areas would take a long time given the number of skills and the depth of skill required to be an effective manager. In one respect I agree in terms of the depth but I don’t agree that the basics cannot be covered within weeks of a new manager being promoted into post. Others have suggested that these seven levels do not cover things like Strategy and Business Planning and in this case they are right. These would be covered at some point in the new manager’s career but the 7 levels are centred on the essential skills required to engage and influence superiors, peers, direct reports and customers and without these the new manager will struggle until such time as they have these skills fully on board. That is why they need to be developed early in the manager’s career and not left to become an ‘after-thought’.
Organisations should continue to ensure that new managers have the correct process and procedure training but they must also consider ensuring that they have the basic skills of people and team leadership; that they have clarity of purpose in terms of their role and objectives and that they are able to look after themselves in terms of their physical and mental well being. Without these basics then they will find the early stages of their managerial role potentially stressful and frustrating.
Allan Mackintosh is the founder of The Brand New manager Academy and is an internationally re-known performance coach, author and speaker. E-mail: mailto:allan@teambuildersinternational.com
Allan's books featured on the Complete Trainer site:
7 Levels of New Manager Excellence
Monday, 13 October 2008
People Make the Difference
PEOPLE make the difference!
Increasing your profits - the aim of every business!
In an age of ever-improving technology in which the worldwide web is king the need to get the best from your people is probably more important than it has ever been.
Why? I hear you ask:
Well, as running a business and the market place you can reach evens out due to technology and the power of the Internet YOUR PEOPLE and the SERVICE they give your customers truly is the point of difference.
HOW DO YOU DO IT?
Recruitment
Whatever the role you are recruiting for remember in some way it will impact on your customers. Therefore recruit the BEST that you can. Set your standards and stick to these rigidly as once you let them slip the impact will affect your customers and thus your PROFIT. Recruiting the right people is crucial so give it the time and focus it
deserves.
Make your recruitment process:
• Different (Do it at a football stadium!)
• Enjoyable (great welcome, refreshments, fun)
• Memorable (the difference factor, a gift to take away)
This will ensure your new employees feel good and that they are joining a different company where it’s important to make people feel special and unique.
Exactly the way you want your customers to feel. Even the unsuccessful will have had a good experience and the word will get around. Good PR!
Ensure the whole process runs well, professionally and to time. This will really give your new people a feel and will say loud and clearly what your company stands for and is all about.
I cannot emphasize enough the importance of getting this right. If you do - and you can -it will pay massive dividends.
A CLEAR COMPANY DEVELOPMENT/ CAREER STRUCTURE:
- THE KEY TO MOTIVATING & REWARDING SUCCESS
It is imperative you have a clear company career structure with how to progress linked to it and a transparent development process in place.
This covers two key areas:
1. It shows the avenues to progress in your company and what you need to do to achieve this.
2. It shows how can you can develop and enhance your skills (there is nothing worse than keeping this a mystery)
The number of times I have seen negative responses in employee surveys on promotions, training and development because the opposite is being done to points 1 & 2…...
It is essential for your people to know and trust in this process - and it really does increase performance and satisfaction of your people.
As with all the elements I will cover it addresses the highly important WIIFM factor (What’s in it for me?)
EMPOWERMENT
Create a culture where your PEOPLE have freedom to express themselves and have the space to make decisions about how they work and the environment they work in.
Examples of this are work times, rotas, holiday picks etc. Also décor, furniture, dress code. It is worth working up some type of code of practice so each person and each team know the parameters they work in and where their boundaries are.
It is also about creating a culture where there is always the opportunity for your people to give constructive feedback and where everyone is equal and approachable. The best way to do this in my view is No Demarcation! Examples of this are: make dress code the same for Managers and Colleagues; no grade perks what-so-ever e.g.
preferential parking; all staff take equal breaks……. the list is endless.
INVOLVEMENT
Set up working groups with representatives from all areas. The sole purpose of the groups should be to improve the areas they cover. Examples could be: Quality, Productivity, and Health & Safety.
Also it’s important that one group covers social activities and FUN! These forums must produce results so they can be seen as worthwhile and that they do make a difference.
Encourage participation and always recognise those involved. Publicise any great ideas and actions and improvements that are forthcoming and link these to performance service and profit.
COMMUNICATION
In every poor performing workplace that I have gone into over the years without exception communication has been either dire or completely missing.
In my experience people are crying out for good communication and need it to perform their roles. Think about it … If you don’t communicate to your PEOPLE how do you think they will act with your CUSTOMERS?
It is imperative that people know what is happening and to achieve this you need a structured communication process.
This is a formal agreement on how information is communicated within your company and should be clear and easy to follow.
It should be developed in consultation with your people to find the model that works best for your workplace.
And to show you mean business monitor the process, encourage robust feedback, and make improvements where needed.
Communication can take many forms but in my view the most important is Face to Face briefings.
These should be:
• Regular (at least monthly)
• Should cover all your people
• Given by the Leader of the workplace (shows how important it is)
• Must happen religiously.
• For those who can't attend (holidays etc) a version should be available on their return.
• For any of your people on long term absence a version should be sent to them. (Keeps them involved and up to date with key events and shows you care)
And briefings should cover the following:
• How you’re doing - with results against the key performance indicators.
• Customer service / News
• Success stories .... Good results, celebrate team / individual performance
• People News.... Training information, long service , promotions
• Rewards....... Bonus information, benefits, opportunities
• Areas to concentrate on......Actions that need to happen.
• Feedback session ....... Questions and answers (chance for all to hear from the horses mouth)
Make these sessions entertaining and something your people look forward to. Be creative and most importantly get feedback on what is good in the sessions and what is not good, then act on this feedback.
Don’t underestimate the power of great communication and how important it is to people. How do you feel if you think you’re being kept in the dark and no one is telling you anything?
Always use the 3 C’s:
COMMUNICATE * COMMUNICATE * COMMUNICATE
COMMUNICATE - Tell everyone everything!
COMMUNICATE - Tell everyone again!
COMMUNICATE - Once everyone knows everything tell them again!
COMMUNICATION - part 2
Communication is another area in which process can be as valuable to your business as end result. Not only WHAT we do but the STYLE in which we do it says a lot about our company and presents a message to our people and our customers.
Let’s make sure that message is one of quality, consistency and professionalism!
• Develop a house style - fonts, colours, logos, layout designs.
• Use what’s effective for your people (ask them) and your work environment.
• Get your people involved in the design process - seek ideas and offer them a choice between styles developed by professional designers.
• Develop style templates for all formats of written communication - stationery, reports, posters, slides and presentations - any and all media you use.
COMMUNICATION - part 3
Be aware of just how many ways there are to communicate effectively - and be imaginative in finding ways to do this.
Newsletters (written or electronic) * Letters * Briefing documents
Emails * Posters * Communication areas for displays
Suggestion box * Leaflets * DVD’s
Supervision * Team events * Team meetings
Feedback session * Training events…….
now add your own!
FUN
How long in time do we spend at work? A LONG TIME! Six times as long as time spent with a partner over any given period (Frightening isn’t it?)
So if we are spending that much time at work let me ask you the question. Why wouldn’t you want to make your workplace fun? Think about how you can make the work experience for your PEOPLE different and FUN!
Some ideas and things that I have seen work:
• Fun days for all your People and their families.
• Competitions. Eating. . Arm wrestling….. Table football etc.
• Teach your People how to juggle.
• Theme days
• Fancy Dress days
As with everything I’ve covered it’s worth finding out what your PEOPLE consider fun and adapt to whatever that is. This is where your FUN forum will come into it’s own.
REWARD
It is important to remember that MONEY is important and it enables all of us to live to a certain standard. With this in mind always aim to pay your PEOPLE in the top quartile for the jobs they’re doing. This along with all the other areas I cover should ensure a stable workforce.
Look to be different -what else can you offer that your competitors can’t? Examples could be free transport, flexible work patterns, use of company car / vehicles available, subsidised canteen.
Take time to work up a reward scheme outside of pay and benefits: to reward suggestions, for helping others, work in the community. This is a big subject but if you get it right it will make a massive difference.
RECOGNITION
How do you feel when your boss say’s thanks for what you’ve done? Or “well done you did a great job”? If you’re the same as me your answer will be “Great”! It makes you feel worthwhile, valued and that you are appreciated. “Thanks” and “well done” go a really long way and in most of the employee surveys I have seen PEOPLE report that they don’t get thanked and their contribution is not recognised.
How many times have you “caught someone doing something wrong”?
Try this next time you’re out and about - “catch one of your people doing something right” ………. Take the time to tell them and watch for their reaction and how they perform in the future. We are all the same: we like being valued and by recognising someone it will enthuse that person.
The Common Sense Factor - CSF!
These ideas, along with everything I’ve written are what I call the CSF (The common sense factor). It is just common sense to treat your PEOPLE the way you would want to be treated!
SUMMARY
I have taken you through proven areas that when consistently followed will enthuse your PEOPLE and transform your business. You will be rewarded with PEOPLE giving their best and results that speak for themselves. This is not pie in the sky for every company that has got this right has immensely improved its results and profits.
It works and you will know it’s working when your key performance indicators improve in every area, your retention of employees is above industry standard, people are asking to work with you, your customers are delighted and keep coming back.
Best of all -PROFITS ARE UP!
Darren Beaven DBH Consultancy
Wednesday, 1 October 2008
Trade descriptions act violated?
Over the past few years, a great deal of management development has been improperly branded as ‘leadership development’; mostly because it sounds better, not because it really is about developing leaders.
This could be construed as fraudulent! However, trainers and developers get away with it because so many providers, clients and managers have bought into it.
It’s time to stop the hype and sort out the tangles. ‘Leadership’ is not just a sexy name for management. It is fundamentally different from management, and one day, someone is going to call the bluff on everyone who is peddling management training under the banner of ‘leadership’.
Take a look at your own training programmes. Are they management, are they leadership, or are they, like so many offerings around today, a bit of this and a bit of that?
Why is This Important?
With the rapid increase in flatter organisations, matrix structures and the demands placed on good employers to meet the changing needs of Generation Y-ers, there is now a greater need for effective leadership.
Trainers and developers recognise this, and have risen to the challenge. However, even in some of the most prestigious institutions, I have seen old management development programmes simply rebranded as ‘leadership development’, with little or no substantial alteration to the content or style with which they are being delivered.
This kind of misbranding turns off real leaders, sends mixed messages to organisations, and dilutes the potential value of both management and leadership development.
So What is the Difference?
When you think of the phrase “manager of people”, what comes to mind? What is that person doing? What do you expect your manager to do when he or she manages you? Consider your responses to these questions.
When you think of the phrase “leader of people”, what comes to mind? What are your thoughts? How is this different from “manager of people”?
Even a simple set of questions like these tells us that management is different from leadership, but I think we ought to be more thorough.
In short, management is an institution; the exercise of authority of one person over another; a set of organising processes that ensure stability, control and continuity. It is embedded within the concept of organisation. Leadership is a relationship; the way one individual influences another; preparedness by one person to follow and rely upon the guidance of the person who leads. Good leaders may not be good managers, and vice versa. It follows that management development should be very different from leadership development.
To be well managed, you need good processes; to be well led, you need good people. Systems need to be managed; people need to be led.
The Difference is in the Detail
MANAGEMENT
LEADERSHIP
Defined by rank
Not a function of rank
Doing things prescriptively
Implies discretion
Systematic
Personal
Depends upon authority
Depends upon relationships
Relies on technique, which can be taught
Grows out of character, which can be developed, but not taught
Demands process capability
Demands emotional maturity
Let us look more closely at some of these differences.
Rank
One of the reasons why people confuse management with leadership is that it has become commonplace to use the word ‘leader’ to define anyone in a senior role within an institution, be it organisational or political. People refer to senior managers as ‘the leadership’, simply because they happen to be near or at the top of a hierarchy.
I have come across better leadership at the lowest ranks of many organisations that I have found at the top. Being senior does not make someone a leader; it simply means this individual has potential for leadership. Whether they exercise this potential is another matter.
Discretion
One of the defining features of being in a leadership role is the amount of discretion an individual has: how he or she actually decides what to do, why, and how to do it.
But how much discretion does anyone actually have? This is as much a matter of attitude and character as it is of rank. Budding leaders within almost any organisational context are often those who feel they can take discretionary action, and do so. Leaders often differentiate themselves from others, not by what they do, but by how they do it; how much they take the initiative and create the space to put their own stamp on even the most menial and trivial roles.
Leaders seize discretion; managers, as such, do not and should not.
Individuality and Character
No two leaders will lead in exactly the same way. To succeed in leadership, lacking the formal authority of management, demands that people are willing to follow. They will not do so unless they believe in you.
So much of the research into successful leaders shows that what people buy into is not your ideas, your policies or your arguments, but you. It also shows that the essence of the ‘you’ that people buy into is your character.
The research has identified a direct link between leadership and leaders’ characters. It shows that individual leaders are most likely to be effective if their strategies for leading are closely aligned to what they believe in, and how those beliefs manifest themselves through character.
Successful leaders act with the integrity that comes from being true to themselves and what they believe in. Good leadership comes from being good at being who you are.
Managers, as the word implies, manage organisations, systems, processes, as well as people, all of which demand a degree of uniformity across the management population. Good management comes from being good at what you do.
Managers gain much of their authority from their position in a hierarchy. Even poor managers can get people to do things, because they have that authority over them. Leaders rely on influence.
Technique
Managers need to operate within the system; leaders transcend systems. Managers need to acquire knowledge of and skill in the techniques that make an organisation’s systems and processes work smoothly; these are things that can be taught. Leadership grows out of individual character; this cannot be taught, but can be developed.
Emotional Maturity
Managers know when they are getting it right; the systems and measures within an organisation provide confirmation and certainty. Because a leader has discretion, and because leadership is demanded in ambiguous, uncertain and complex situations, leaders need the qualities of emotional maturity – self-belief, emotional resilience, a sense of purpose, empathy for others, and social skills – to be effective.
Developing Leaders
Leadership cannot be taught, but leaders can be helped to develop. This can only be effective when our leadership development programmes and interventions are designed, developed and delivered with leadership, not management, as the focus.
It is in the nature of management development that the focal point of any intervention is the organisation. Management development starts with the systems, processes, competences and behaviours that managers need to learn about and respond to. Implicit in management development is the message, “This is how we want you to do things.” One of they key tasks of management developers is to teach managers how to acquire the skills and capabilities to do those things in the desired ways.
A management development programme is about getting people to behave in certain ways. Managers adapt their behaviour to fit the norms of the organisation.
Because leadership comes from character, leadership development starts with the individual. A leadership development programme is about helping people to acquire insights into themselves, their character and personality, and how they differ from, or share certain similarities with others. This enables each and every leader to discover and develop their own personalised strategy for leadership. Leaders develop behaviour to influence the norms of the organisation.
Management Development is not Dead
We still need good management development programmes. Organisations that are all leadership and no management are likely to collapse in very short order, just as organisations that are all management and no leadership will stagnate.
The trouble is that, unless we in the industry clearly separate these two development streams, we are likely to be delivering neither good management development nor good leadership development, but a confused set of potentially contradictory messages that may confuse even the most enthusiastic participants.
What’s in Your Portfolio?
Here’s a challenge. Look closely at what you are offering and delivering to the market or your internal clients. Is each intervention clear about whether it is true management development or true leadership development? Are you calling your management development activities, ‘leadership development’, just to be trendy? Do your clients really understand the differences between management and leadership? Are you delivering management development, leadership development or both? If it is ‘both’, how clearly do you differentiate between the two?
This could be construed as fraudulent! However, trainers and developers get away with it because so many providers, clients and managers have bought into it.
It’s time to stop the hype and sort out the tangles. ‘Leadership’ is not just a sexy name for management. It is fundamentally different from management, and one day, someone is going to call the bluff on everyone who is peddling management training under the banner of ‘leadership’.
Take a look at your own training programmes. Are they management, are they leadership, or are they, like so many offerings around today, a bit of this and a bit of that?
Why is This Important?
With the rapid increase in flatter organisations, matrix structures and the demands placed on good employers to meet the changing needs of Generation Y-ers, there is now a greater need for effective leadership.
Trainers and developers recognise this, and have risen to the challenge. However, even in some of the most prestigious institutions, I have seen old management development programmes simply rebranded as ‘leadership development’, with little or no substantial alteration to the content or style with which they are being delivered.
This kind of misbranding turns off real leaders, sends mixed messages to organisations, and dilutes the potential value of both management and leadership development.
So What is the Difference?
When you think of the phrase “manager of people”, what comes to mind? What is that person doing? What do you expect your manager to do when he or she manages you? Consider your responses to these questions.
When you think of the phrase “leader of people”, what comes to mind? What are your thoughts? How is this different from “manager of people”?
Even a simple set of questions like these tells us that management is different from leadership, but I think we ought to be more thorough.
In short, management is an institution; the exercise of authority of one person over another; a set of organising processes that ensure stability, control and continuity. It is embedded within the concept of organisation. Leadership is a relationship; the way one individual influences another; preparedness by one person to follow and rely upon the guidance of the person who leads. Good leaders may not be good managers, and vice versa. It follows that management development should be very different from leadership development.
To be well managed, you need good processes; to be well led, you need good people. Systems need to be managed; people need to be led.
The Difference is in the Detail
MANAGEMENT
LEADERSHIP
Defined by rank
Not a function of rank
Doing things prescriptively
Implies discretion
Systematic
Personal
Depends upon authority
Depends upon relationships
Relies on technique, which can be taught
Grows out of character, which can be developed, but not taught
Demands process capability
Demands emotional maturity
Let us look more closely at some of these differences.
Rank
One of the reasons why people confuse management with leadership is that it has become commonplace to use the word ‘leader’ to define anyone in a senior role within an institution, be it organisational or political. People refer to senior managers as ‘the leadership’, simply because they happen to be near or at the top of a hierarchy.
I have come across better leadership at the lowest ranks of many organisations that I have found at the top. Being senior does not make someone a leader; it simply means this individual has potential for leadership. Whether they exercise this potential is another matter.
Discretion
One of the defining features of being in a leadership role is the amount of discretion an individual has: how he or she actually decides what to do, why, and how to do it.
But how much discretion does anyone actually have? This is as much a matter of attitude and character as it is of rank. Budding leaders within almost any organisational context are often those who feel they can take discretionary action, and do so. Leaders often differentiate themselves from others, not by what they do, but by how they do it; how much they take the initiative and create the space to put their own stamp on even the most menial and trivial roles.
Leaders seize discretion; managers, as such, do not and should not.
Individuality and Character
No two leaders will lead in exactly the same way. To succeed in leadership, lacking the formal authority of management, demands that people are willing to follow. They will not do so unless they believe in you.
So much of the research into successful leaders shows that what people buy into is not your ideas, your policies or your arguments, but you. It also shows that the essence of the ‘you’ that people buy into is your character.
The research has identified a direct link between leadership and leaders’ characters. It shows that individual leaders are most likely to be effective if their strategies for leading are closely aligned to what they believe in, and how those beliefs manifest themselves through character.
Successful leaders act with the integrity that comes from being true to themselves and what they believe in. Good leadership comes from being good at being who you are.
Managers, as the word implies, manage organisations, systems, processes, as well as people, all of which demand a degree of uniformity across the management population. Good management comes from being good at what you do.
Managers gain much of their authority from their position in a hierarchy. Even poor managers can get people to do things, because they have that authority over them. Leaders rely on influence.
Technique
Managers need to operate within the system; leaders transcend systems. Managers need to acquire knowledge of and skill in the techniques that make an organisation’s systems and processes work smoothly; these are things that can be taught. Leadership grows out of individual character; this cannot be taught, but can be developed.
Emotional Maturity
Managers know when they are getting it right; the systems and measures within an organisation provide confirmation and certainty. Because a leader has discretion, and because leadership is demanded in ambiguous, uncertain and complex situations, leaders need the qualities of emotional maturity – self-belief, emotional resilience, a sense of purpose, empathy for others, and social skills – to be effective.
Developing Leaders
Leadership cannot be taught, but leaders can be helped to develop. This can only be effective when our leadership development programmes and interventions are designed, developed and delivered with leadership, not management, as the focus.
It is in the nature of management development that the focal point of any intervention is the organisation. Management development starts with the systems, processes, competences and behaviours that managers need to learn about and respond to. Implicit in management development is the message, “This is how we want you to do things.” One of they key tasks of management developers is to teach managers how to acquire the skills and capabilities to do those things in the desired ways.
A management development programme is about getting people to behave in certain ways. Managers adapt their behaviour to fit the norms of the organisation.
Because leadership comes from character, leadership development starts with the individual. A leadership development programme is about helping people to acquire insights into themselves, their character and personality, and how they differ from, or share certain similarities with others. This enables each and every leader to discover and develop their own personalised strategy for leadership. Leaders develop behaviour to influence the norms of the organisation.
Management Development is not Dead
We still need good management development programmes. Organisations that are all leadership and no management are likely to collapse in very short order, just as organisations that are all management and no leadership will stagnate.
The trouble is that, unless we in the industry clearly separate these two development streams, we are likely to be delivering neither good management development nor good leadership development, but a confused set of potentially contradictory messages that may confuse even the most enthusiastic participants.
What’s in Your Portfolio?
Here’s a challenge. Look closely at what you are offering and delivering to the market or your internal clients. Is each intervention clear about whether it is true management development or true leadership development? Are you calling your management development activities, ‘leadership development’, just to be trendy? Do your clients really understand the differences between management and leadership? Are you delivering management development, leadership development or both? If it is ‘both’, how clearly do you differentiate between the two?
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