Effective Strategies for Effective Leaders
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The 21st Century presents additional challenges for leaders, who need to adopt new strategies if they and their organizations are to succeed.
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Effective Strategies for Effective Leaders
- 1. Effective Strategies for Effective Leaders Gladeana McMahon FAC, FBACP, FIMS, FRSA
- 2. Understanding Leadership What is leadership? (Manager versus Leader) Why is leadership important? Leaders – born or bred? © Gladeana McMahon, 2013 2
- 3. “Not all leaders are managers, nor are all managers leaders” Managers ◦ Those influence on others is limited to the appointed managerial authority of their positions Leaders ◦ Those with personal power who create the vision and focus of the business and can influence others to perform the required actions Prentice Hall, 2002 © Gladeana McMahon, 2013 3
- 4. "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Prof. Warren Bennis © Gladeana McMahon, 2013 4
- 5. Is not about: • Things • Having the best of every amenity • Avoiding making tough decisions • Pleasing all the people all the time • A “catch-phrase” for all HR programmes Is about: • How we treat and relate to people • Shared responsibility for creating the future together – – Business success Work environment • Being clear and aligned on purpose, goals • Continuous communication • Opportunities for performers • Staff development “Employee Engagement is not a programme, it is a culture” © Gladeana McMahon, 2013 6
- 6. © Gladeana McMahon, 2013 7
- 7. Your people are your business – they make the difference between success and failure © Gladeana McMahon, 2013 8
- 8. Transformational Leaders Self-awareness (knowing ones strengths, development needs, drives, values and impact on others) Self-Regulation (controlling and redirecting disruptive impulses and moods) © Gladeana McMahon, 2013 9
- 9. Transformational Leaders Motivation (relishing achievement for its own sake) Empathy (understanding other people’s emotional make-up) Social Skill (building rapport with others to move them in desired directions) Daniel Goleman. Harvard Business Review, 2012. © Gladeana McMahon, 2013 10
- 10. 21st Century Challenges Political Awareness – communication and the art of knowledge Management. Change Management – implementing and managing change. People Management. Daniel Goleman. Harvard Business Review, 2012. © Gladeana McMahon, 2013 11
- 11. 21st Century Challenges Creating a positive, open, transparent people focussed culture. Identifying and retaining Talent Putting together a blended approach to development and learning (coaching, training etc) Daniel Goleman. Harvard Business Review, 2012. © Gladeana McMahon, 2013 12
Editor's Notes
- The definition we’ll use is “unlocking employee potential to strengthen performance resulting in the capture of discretionary effort.” It’s a combination of employee potential and company performance to create a highly engaged workforce. >>>
- Now that we have a definition, it’s important to understand what employee engagement is and more importantly, what it isn’t. >>> Employee Engagement isn’t about things, having the best amenities, avoiding tough discussions, pleasing everyone, or an HR program. Many people think that employee engagement means giving to employees at the expense of the business. >>> What employee engagement is includes relationships, shared responsibility, being clear on goals, communication, opportunities and development. Note that this list focuses on the success of people and the business. Lastly, it is essential to remember that employee engagement is >>> not a program. It must become part of the culture. >>>