4. Leadership Time Horizon, Complexity, Responsibility, Impact TCL helps you to build Organizational Leadership Capacity: Integrated Leadership in Complex Organizations Aligned to the Vision
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7. TCL Leadership & OD Consulting helps align all 4 communication channels to develop a leadership culture
8. A Leader’s personal ’ “Ability” dictates how effective he/she is in creating the ACE conditions for the team’s success. TCL develops leadership ability.
11. Develop your organization’s ACE conditions for success and achieve guaranteed performance improvement — Call Jeremy Tozer now on +44 208 144 6929 or send an email to: [email_address] Visit the TCL website: www.tozerconsulting.com Join the “Organizational Leadership Capacity” Group on LinkedIn: http:// lnkd.in/VgUWi9 Follow our blog: http://tozeronleadership.blogspot.com/
Ability . Ability is a function of process, knowledge and skill, applied with the appropriate behaviour and attitude ( ‘Flexible Leadership Style’ or ‘Emotional Intelligence’), together with the right level of intellect for the level of work and complexity faced. Clarity . Clarity is a function of two factors : the right information and the effective understanding of that information to enable aligned action that contributes to achieving the higher intent. clarity includes the creation and clear communication of desired end-state, aim, purpose and intent (purpose creates meaning as well as enabling alignment), strategy and detailed plan, team and individual roles and objectives, authority and accountability and so on. Environment . Environment comprises both the infrastructure of the work place as well as its systems and processes, and the example of its leaders which all influence culture at every level. This includes: HR Systems that recruit, select and reward the desired ability, structure (accountability aligned with authority both vertically and laterally, defined role relationships ), workplace layout and resources, products and services that people have confidence in , leaders’ example , trust, delegation, beliefs and myths that shape the way things are done, leadership processes for integrating leadership. A leader’s own ability enables the leader to create and shape ACE for the team. Where ‘unaligned systems’ lead to ‘dysfunctional behaviour’, good leaders can insulate teams from ‘nonsenses’ to some extent Clarity must be created first as it dictates the requirements of the environment and the ability needed at lower levels. How a leader ‘creates clarity’ plays a significant part in shaping ‘culture’ and the working environment. ACE provides a diagnostic tool at both collective and individual levels to assess why high performance is or is not being maintained and how good performance may be repeated and poor performance improved. Motivation (empowerment?) in the ACE context results from: a clear, stretching yet attainable objective, confidence in one’s ability and in one’s leaders, an innate desire ‘to do the job’, and a supportive environment- components in all three ACE areas. Similarly communication has ACE components: spoken with confidence and conviction matched with ‘appropriate body language’ and behaviour to engage, and/or written ,disseminated and reinforced through all media in a clear, recognisable, brief and structured format. Generally, the private sector tends to blame someone else’s ability for failure, the public sector tends to play victim to the environment yet it is clarity (or the lack of it) which is usually to blame; and the creation of that is the leader’s responsibility.
Leaders must strive to ensure that communication balances Accuracy & precision with Brevity, Clarity, Discipline & effective Dissemination, and Simplicity & Sensitivity to the audience (the ABCDS of communication). Anything that is important must be explicit, not implicit; unambiguous and not open to misinterpretation. Leaders must also ensure that the messages sent to people are consistent across all four methods of communicating within organizations Unfortunately many organizations rely on 1 (formal, direct – mostly email and notices!) and ignore the fact that people often listen most intently to 4 (rumour). Leaders can not repeat a simple, clear message too often! Leaders should: brief their teams, routinely and formally face to face (1), support this with confirmatory notes (1), check for understanding at the end of briefings (1) and while ‘walking about’ (2 and 4), check perceptions and correct if necessary and influence rumour (4) Organizational leaders need to ensure that the environment supports and enables ‘effective leadership, individual and collective performance’ (3).
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