| Leadership Insights for Business Success |
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| Enhancing Uptake on Leadership Development
Some ideas to help ensure continued momentum on identified development priorities...
With the magnitude of resources available to nurture and develop leadership talent, the big question is why meaningful individual and team progress often feels so elusive.
Last week, I circled back to six executives in a client organization to see how well they had utilized their narrative 360 feedback to inform and advance their own leadership development. Six months had passed since receiving their feedback, determining their learning commitments and moving forward on specific development efforts ranging from project assignments to regular coaching to on-demand learning opportunities.
When I asked about progress, the most common response for falling short on identified commitments was the urgency of other issues and challenges that pushed aside their development priorities. This isn’t all that surprising, given the demanding ride that most senior leaders experience in their day-to-day work lives.
What really surprised me, however, as the next most frequent reason for delayed or abandoned action on their development efforts was a....... (cont'd) |
| | | Around The Web: Noteworthy News & Research
Putting an End to Leaders’ Self-Serving Behavior
Although we might hope that business leaders will embrace their decision-making responsibilities with a clear head and an open heart, research has shown otherwise. Instead, business leaders are often selfish. When they take more than their fair share — extra resources for themselves at the expense of others — they often do it because they honestly think they are entitled to these resources and believe they have earned the right to take more.
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Your Strategy Won’t Work If You Don’t Identify the New Capabilities You Need
While strategic plans identify what your organization should do differently, very few provide a roadmap for how to build the skills, knowledge and processes needed to carry out and sustain the critical changes. Without building these capabilities, it’s very difficult to achieve the results you want. Capabilities lie at the heart an organization’s ability to achieve results, so it’s hardly a surprise that different results require different capabilities. But strategic plans often get this simple equation wrong, for one of two reasons.
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