Every successful leader must grapple with and answer this fundamental question: What do you stand for? A key element of leadership is tapping the hearts and minds and the discretionary effort of others. This happens when people understand and believe in what you believe.
Strategy is the charter of senior leaders. Or so many people think.
When people are enjoying themselves, they can be more open to taking in new information. And, if the material is compelling, they usually retain it longer than they would otherwise.
How confident are you in your decision making skill? Could you work with a team of four cross-functional peers, collectively taking on the role of a senior leader in an organization? Sounds straight-forward, right? What if your team has 90 minutes to come to consensus on a dozen strategic decisions, make numerous quantitative operational decisions and write multiple communications to various members of your organization? The question is not whether or not the team can make these decisions, but are they willing to own the decisions and the outcomes they create?
We often measure only a narrow slice of what effective leadership delivers. Organizations don’t measure three additional outcomes—“returns” on leadership development investments that are vital.
Mid-market companies face a unique leadership development challenge. They need robust, sophisticated development programs just like larger enterprises, but they have less volume of leaders to justify the costs of custom development.
On a recent team call, I asked a group of our executive consultants, “What leadership development themes are you hearing when you work with our clients?” We had a robust discussion informed by their experience at a range of global companies across a range of industries and the following themes emerged: