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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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 Challenge Number 3

Challenge #3: it’s easier to focus on visible actions

It may seem easier to focus on visible actions and outcomes than invisible skills and competences, but it leads to a trap of repeating what doesn’t work.

Peoples’ behaviours are what are seen – so we overly focus on them.

Worse still, the prevailing myth is something like “If you want something done in business, measure it.  If you want something done well, monetize it.” Continue reading


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Emotionally-Intelligent Leadership Challenge Number 2

Challenge #2: Organisations prioritise visible actions over invisible competences

Emotional Intelligence (EI) is a set of invisible competences that help us work together better in the system.

In their simplest form, they comprise 4 basic skills:

Developing Emotional Intelligence

These competences demand practice – not just understanding. Continue reading


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The Ten Challenges of Introducing Emotionally Intelligent Leadership into organisations

Let’s not pretend that, just because professionals recognise the need for emotionally-intelligent leadership in organisations, the job is done.

It’s one thing to understand the theory, to familiarise ourselves with the solutions.

It’s quite another to build an organisation with an emotionally-intelligent leadership culture.  This means that people need to apply their emotional intelligence skills regularly and consistently.

Reading Daniel Goleman’s book ‘Focus’ last week, I was struck by the unspoken challenges of introducing emotional intelligence competencies into organisations. Continue reading