The LeadershipZone for better leadership

Get into the leadershipzone – practical tools and ideas you can use to improve your effectiveness as a leader or manager


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Leadership development: it’s not all about the individual leader

I’d be interested to know if you share my concerns about leadership development.  Much as I’m fascinated by the topic, and by the very real need to develop the leaders of today and tomorrow, my concern is that leaders think it’s all about them.

What their personality profiles tell them.

What their personal preferences are.

Over the years I’ve heard about ‘plants’ and ‘shapers’.  Tuckman’s theory.  Quality Circles and self-directed teams.  I love them all.  They’re ways of looking at the world that challenge our thinking and help improve team success.

But have you found that sometimes leaders – and future leaders – think it’s all about them?   Continue reading


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8 elements that ground leadership learning and create more effective leaders

August is always a busy time for leadership development.  While many people are away, some clients want to think through their ideas about how to create more effective leaders, and

  • Find new ways to influence the board
  • Have a bigger impact on the organisation’s leadership culture
  • Ultimately, have more effective leaders working successfully in the organisation

Because the phone isn’t ringing all day and people aren’t constantly being interrupted, there’s more thinking time.

Time for discussion and exploration.

We often get called in just to facilitate a discussion around leadership development. Supporting L&D Managers to reflect and refocus. Continue reading


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Leadership: the hidden failure

Do you ever wonder why, despite your best efforts, certain negative behaviours persist in your organisation?  Leaders may feel like they’re doing their best, but their leadership style may actually be inviting failure, not guarding against it.

It’s why people

  • lack motivation
  • don’t step up and take responsibility
  • whose potential is high, deliver performance that remains frustratingly low

It’s why low-retention figures are costing your organisation significant amounts of unnecessary time and money

We’re privileged to work closely with leaders 1-1, and in small, exclusive and confidential groups.  We get close to the issues they face, day to day.

And sometimes recurring patterns emerge and demand our attention. Continue reading


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Leadership Development: “I’ve never been so motivated”

It seems like people want quick and easy leadership development. The Board and budget-holders mainly.

Facilitators and trainers just spread their magic dust and, lo and behold, powerful leaders emerge. Not only is our expectation of leaders still in the mould of the ‘heroic leader’, but we expect miracles from our leadership development programmes too.

At the same time, there’s  an expectation from programme designers that leadership development is necessarily hard. It’s going to be tough. People will be challenged. Pushed out of their comfort zone.

It’s easy to see where this comes from.

  • The leadership development industry grew out of war – and what makes successful leaders at times of crisis.
  • It grew out of psychology – before the word ‘positive’ was introduced into that field.
  • It grew out of scarcity and the necessity for more – better performance and increased productivity.

So if your leadership pipeline is full of broken people who need fixing psychologically; who are leading through crises, and working in situations of famine and scarcity, not currently delivering – fine.

Go ahead, if you think that approach works.  If, on the other hand, you have a pipeline of good, talented people, who need the skills and opportunities to excel, maybe there’s a better way? Continue reading


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Leadership – the top three trust-building skills

I’m currently coaching two Country Directors of a global organisation.  Different countries.  Same issue.  Trust.  Or more to the point – distrust.
Or is it mistrust?

The Forton Group, LeadershipZone, leadership, coaching, trust

source: grammarist.com

Stephen Covey Jnr., son of the ‘7 habits’ author, wrote The Speed of Trust.  The rapid and positive impacts of working in an environment of trust.

When trust is in place, things get achieved.  Results are better.  Performance rises. 

Continue reading


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Developing Emotionally-Intelligent Leaders – Learning the lessons

Writing 10 blogs on emotional intelligence over the Christmas break, I was intrigued to see which of these would have current relevance to work in the new year.

One topic stands out for me:Developing Emotional Intelligence Continue reading


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Emotionally-Intelligent Leadership Number 10

Challenge #10: Emotional Intelligence as a ‘whole system’ solution

Leaders need to understand that Emotional Intelligence is a ‘whole system’ benefit; a positive and enduring solution. An investment for now & the long term.

The new leadership is organisation-wide.  Every team member is part of the whole system.  Emotional Intelligence at Work Continue reading

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