Developing effective leaders within an organization is an important step toward achieving sustainability, workforce engagement, and a culture of continuous improvement.
Many define leadership as getting people to want to do what needs to be done, and providing the energy and mindset for change and the commitment to sustain it.
To develop leaders who are capable of implementing a strong style, and who can provide a straightforward path for bringing about change and continuous improvement, we’ve found the following three steps are necessary:
- Training — including an understanding of leadership styles and how to diagnose the circumstances requiring leadership so the most effective style can be applied. Important skills and behaviors, include:
- Communication and listening
- Optimism, energy and enthusiasm
- 360° feedback from peers, staff members and management is a popular and insightful component of the journey toward becoming an effective leader. With heightened awareness comes improvement.
- Coaching in a team environment. A project team or natural work group is the ideal place in which to exercise and improve leadership skills. Senior leaders must coach and mentor new leaders so they can build upon strengths and measure progress.
Several past posts have referenced the fact that strong, effective leadership is a “must” if we hope to build and sustain a culture of continuous improvement… a culture rife with innovation and high-levels of engagement.
Innovation, change, continuous improvement, and engagement only take place when leaders empower people at all levels to unleash their creative skills, seek new and better ways of improving their work, and share their passion about what can be accomplished.
Strong leaders provide the initial and ongoing energy for change, and people will only follow leaders if they trust them, if they see the need for change, if they believe change will benefit “all” parties, and if they are involved in creating the change.
While two of last year’s posts identified specific steps managers can take to develop and sustain a creative culture and also a culture of continuous improvement, there are also behaviors that organizational leaders must avoid.
In a recent SmartBrief article, John Stoker, Author and CEO of DialogueWORKS, Inc., shares several pitfalls that can result leaders undermining their credibility and effectiveness.
These “behaviors to avoid” include:
- “You can tell me anything, but…!” This statement is made (without the “but”) to solicit input or feedback on a particular idea or course of action. But, sometimes leaders will completely discount the idea or opinion offered, especially if it’s something with which they don’t immediately agree.
- Coercing support. Sometimes in an attempt to win approval for an idea or decision, leaders will say something like, “I need you to support my position today in the meeting. You have to back me up!” Often there’s an implied, “Or else.” Such behavior destroys candor, honesty and team morale.
- Solicitation without action. Simply stated, solicitation implies action. When a leader asks for ideas or solutions, it is implied that the leader will do something with the ideas or solutions that are provided. This doesn’t mean that a leader has to implement or take action on every idea that is offered, but it does require that the leader share what they might do and why. This reinforces the importance of contribution and collaboration. To solicit ideas or solutions and then do nothing signals to individuals that their ideas are not important. Do this, and it won’t be long before people quit speaking up or offering ideas.
- Manipulation. Sometimes a leader will ask people for ideas and then use them as evidence that the leader’s original idea was the best idea. This ends up feeling like manipulation. If leaders ask for ideas, then they should be open to exploring those ideas.
- Giving feedback at the wrong time and in the wrong place. The proper place to give any kind of negative feedback is in private! Some leaders feel it is appropriate to give negative or critical feedback to a person on the spot and in front of others. Some of these managers have said that they like giving feedback in this way because it is motivating to others. But in reality, such behavior strikes fear into the heart of any conscious team member who learns to dread interactions with these managers or leaders. Sharing negative or critical feedback in front of others is highly disrespectful and does not inspire candor or openness. In fact, it will likely cause people to keep bad news to themselves and hide their mistakes.
Read the full article…