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C4O Leadership Briefs Improved Behavioral Skills = Improved Corporate Performance


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Our latest Leadership Briefs on the fundamental way to improve corporate performance and sustain it as well

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C4O Leadership Briefs Improved Behavioral Skills = Improved Corporate Performance

  1. 1. Leadership Briefs  Behavioral Skills =  Corporate PerformanceGreetings! We are pleased to introduce our reformatted, one-page (two-side) Leadership Briefs (LB) as well as ournew operating name, logo and website address. We’ll be “operationalizing” the name and logo (website,company materials, business cards, etc.) over the remainder of 2012. The move to a shorter, more focused version of ourLB is based on input from our clients. Clients tell us they find the LB valuable with a caveat to make them more conciseand easier to read.Leadership Brief: “There is now statistical data to support the theory that strong emotional intelligencecompetencies lead to increased client returns (i.e. soft skills equal hard results).” This is the conclusion of arecent study on Emotional Intelligence in the FinancialServices Industry*. Yes, “soft skills” really do lead to “hard Defining Behavioral Skills …results” as the study points out. Through our work we’ve  Intrapersonal skills: self-awareness, managing stress and effective problem-solvingexperienced this first-hand and have come to realize that  Interpersonal skills: communication, motivationbehavioral change truly is the key to companies making and conflict managementsubstantial and sustainable improvements in how they  People management: empowerment, delegation,operate. The behavioral change required of traditional team- working, leadership and management.managers is significant … to move from management — Clifford Whetten, Texas A&Mbehaviors developed over years of working in a system ofhierarchy, power, control and top-down decision making to one that is based on self-responsibility,collaboration and engagement. This change is not just an exercise in cognitive development. It is a momentoustransformation from the outdated operating model and related knowledge and skills of the industrial era to anentirely new participatory model of management requiring both cognitive and behavioral development andskills. Inherent in this transformation is a considerable shift in behaviors.We’ve learned through our experience that transformation of this degree requires a great deal of effort. Thiseffort is not only on the part of the participants but also on the part of the supporting roles of coaches, consultants, trainers and others with expertise 1-31-12 Boston Consulting research results “Behavioral Capabilities in changing behavior in organizations. Drive Corporate Performance” … “This research confirms the Behavioral change requires a significant importance of strong leadership, high employee engagement, and a collaborative approach to work within an organization--all of which amount of “hands-on” support to make the depend on key leadership behaviors. The report highlights how the transition a reality. Quite frankly, the change ‘softer’ behaviors and values can often make more of an impact to we’re referring to can be both uncomfortable productivity and performance than the structural capabilities within for employees as well as difficult to do. As my a company. It is significant that there is such a gap between best wife Eileen (a Psychologist) points out “People practice and the day-to-day experiences in companies. This is where the role of management training and enhancing leadership skills is have a hard time losing 5 lbs let alone critical to ensure behavioral development, effective delivery of changing the way they relate to each other!” strategy, and the consequent success of an organization.” Those of us in the field of organizational — Christopher Kinsella, Acting Chief Exec., Chartered Mgmt Institute development typically refer to the change as “relatively easy to comprehend and extremelyhard to do”. In fact, one of our alliance partners refers to their training program for developing the behavioralskills which are a prerequisite for the transition as “Tough Stuff” training! In many cases corporations alongwith consulting/development companies don’t adequately appreciate the effort that is required and the extent
  2. 2. of support that is needed to achieve the behavioral changes required for the transformational change requiredto achieve breakthrough goals. This is best illustrated by the poor success rates of corporations attemptingtransformational change as reported by Gallop and others in surveys on employee engagement andtransformational change. In a recent Gallup document on employee engagement, Gallup stated the followingon transformation change “It takes a lot of energy and effort to initiate change, and it takes even more energyto build on that momentum. It takes focused attention…”It is true that learning new technical, product, manufacturing, etc. aspects to transform an organization isimportant to the transition. However, we suggest that developing the expertise in the behaviors and skillsrequired to actually accomplish the transformation and do "In hard times, the soft stuff often goes away. Butit successfully is equally important and many times Emotional Intelligence, it turns out, isnt so soft. Ifoverlooked or undervalued. This new behavioral expertise emotional obliviousness jeopardizes your ability toto be learned is built upon a clear vision of the kind of perform, fend off aggressors, or be compassionate inculture a company must develop in order to achieve a crisis, no amount of attention to the bottom linebreakthrough performance objectives. It also includes a will protect your career. Emotional intelligence isnt a luxury you can dispense with in tough times. Its agreat deal of experiential (read “adult”) training with role basic tool that, deployed with finesse, is the key toplaying and skill practice in order to develop the level of professional success." — Harvard Business Reviewexpertise necessary to successfully navigate the changeenvisioned. Yet, more often than not developing expertise in behaviors and skills is not given the prominence itdeserves. As a result, we’ve found how easy it is for companies to believe the illusion or appearance thatchange has occurred only to later be disappointed when the desired results fall far short ofexpectations.“Hands-on” coaching and development is an important consideration when planningorganizational changes and absolutely necessary in order to instill the considerable behavioral changerequired. *Research paper can be found at www.competencyinternational.comWishing you the Best!Dave Fleck, CEO & Principal Coach/; mobile: 908-797-7328Northeastern Consulting, Inc. also dba Center for Organizational Success"Unleashing human potential to achieve organizational success"™; thrive@davefleck.comMid-Atlantic Corporate Office:991 US Highway 22 West, Suite 200, Bridgewater, NJ 08807908-864-8045; Fax: 908-864-8099Regional Offices:New England: 508-775-0604Southeast: 843-877-2627"Not everything that counts can be counted, and not everything that can be counted counts." ~ Albert Einstein Reprint permission granted in whole or in part when the following credit appears: “Reprinted with permission of C4OS Leadership Briefs (Copyright 2012, ,”. Please email comments, questions, ideas, etc. to Please also use this email address to subscribe or unsubscribe to this complimentary newsletter.