Leadership Development_Rose_Brew.pptx

“The Importance of
Leadership Development”
By
Dr. Rose Y. Brew
Leadership Webinar:
“Become the best
self-leader you can be”

Objectives:
• Define Leadership
• Differentiate a Leader and a Manager
• Learn the Importance of Leadership Development
• Understand the 7 Principles of Leadership Development

Leadership, what does it
means to you?

What does leadership mean to you?
• This topic came up at a previous meeting that I attended. It was
interesting to see how many people believed leadership could
be taught. When I asked my coworkers the same question, I got
some extremely intriguing responses: "Sometimes people get
the terms leader and manager mixed up or mistake them for
the same thing, but I believe a leader is someone who:
• 1) Has a vision
• 2) Gets others to see that vision
• 3) Can build the belief that things can be done
differently/better
• 4) Can spot opportunities that others can’t see
• 5) Can build a team and help that team rally around a

• Leadership has nothing to do with
seniority or one’s position in the
hierarchy of a company.
• Leadership has nothing to do with titles.
• Leadership has nothing to do with
personal attributes.
• Leadership isn’t management.
What is
Leadership?
to define leadership. Let’s start with
what leadership is not…

Leadership
Peter Drucker: "The only definition of a leader is
someone who has followers.“
Warren Bennis: "Leadership is the capacity to
translate vision into reality.”
Bill Gates: "As we look ahead into the next century,
leaders will be those who empower others.“
John Maxwell: "Leadership is influence - nothing
more, nothing less.“
So, what is Leadership?

DEFINITION: Leadership
IS A PROCESS OF SOCIAL INFLUENCE,
WHICH MAXIMIZES THE EFFORTS OF
OTHERS, TOWARDS THE
ACHIEVEMENT OF A GOAL.
IT ENCOMPASSES THE ABILITY OF AN
INDIVIDUAL, GROUP OR ORGANIZATION TO
“LEAD”, INFLUENCE OR GUIDE OTHER
INDIVIDUALS, TEAMS, OR ENTIRE
ORGANIZATION.

Notice key
elements
of this
definition:
• Leadership stems from social influence, not
authority or power
• Leadership requires others, and that implies
they don’t need to be “direct reports”
• No mention of personality traits, attributes,
or even a title; there are many styles, many
paths, to effective leadership
• It includes a goal, not influence with no
intended outcome
Lastly, there is the inclusion of “maximizes
the efforts”. Most of my work is in the area of
employee engagement, and engaged
employees give discretionary effort.

Developing Leadership Skills is critical in an
Ever-Changing Workplace
• Leadership development is critical in order to maintain
this dynamism and keep businesses relevant and profitable.
• Leadership development is a key activity for many
corporate HR departments. However, only two out of five
businesses believe they are developing leaders in a way that
benefits the business.
• Even with such a large focus on leadership development in
business, only half of 734 millennials in a survey conducted
by Harvard7 believed their company’s leadership
development were aligned with its business needs.
(https://www.getsmarter.com/about-us)
• Leadership development give people important
leadership skills and attributes they need to be an
effective leader, such as communication skills, motivation
and inspiration, as well as better decision-making skills and
accountability.

#1 PRINCIPLE ONE
Leaders exist at ALL LEVELS
In your Organisations………

….. NOT JUST AT THE TOP
#1 PRINCIPLE ONE
In your Organisations….

This is a common
misconception
that masks the true opportunity for
LEADERSHIP
DEVELOPMENT
#1 PRINCIPLE ONE
in your Organisations
But I’m a Manager,
Not a Leader

#1 PRINCIPLE ONE
In your Organisations

#1 PRINCIPLE ONE
the most successful leaders
MANAGE
and the most successful managers
LEAD
the two go hand and hand
….and should be developed as one
Where possible

#1 PRINCIPLE ONE
Leadership develop activities are relevant for
leading and managing in various contexts:
Managing
YOURSELF

#1 PRINCIPLE ONE
Leading and Managing
OTHERS

#1 PRINCIPLE ONE
MULTIPLE TEAMS

#1 PRINCIPLE ONE
THE ORGANISATION
as a whole

#2 PRINCIPLE TWO
Leadership development is
CONTEXTUAL

#2 PRINCIPLE TWO
There is no
approach
ONE SIZE FITS ALL
CONTEXTUAL

#2 PRINCIPLE TWO
ONE SIZE
CONTEXTUAL
FITSone
No

#2 PRINCIPLE TWO
All those involved in developing your leaders
By this we mean:
TRULY KNOW YOUR ORGANISATION
CONTEXTUAL
 Your culture
 Your strategy
 Your people
 Your journey so far

#2 PRINCIPLE TWO
In addition, your developing leaders need a FIRM understanding
of
CONTEXTUAL
Why now?
How I will be
supported What’s expected
of me?
Why are we doing this
development?

#2 PRINCIPLE TWO
It is important to show them the
POTENTIAL BENEFITS
CONTEXTUAL
Of the development for their own
day-day leadership role

#2 PRINCIPLE TWO
BY BELIEVING
CONTEXTUAL
In its value, they will develop the right
mindset and attitude to make it work
And see the benefits for themselves,
their team and their organisation

#3 PRINCIPLE THREE
Visible and active senior
leadership support is crucial

#3 PRINCIPLE THREE
Senior leader
need to actively and visibly
ENGAGE
in their people learning

#3 PRINCIPLE THREE
ways senior leader can
engage with the programme
4• Partner with the learning provider when designing the
process
• Personalize the communication that kicks all the
initiative
• Put people development on the agenda at board level.

#3 PRINCIPLE THREE
senior leader
need to
their learn is
going through
and to ROLE MODEL
what
‘GOOD’
looks like

#3 PRINCIPLE THREE
Tips for senior leaders:
 Ensure you are equipped with knowledge about
the programme through Senior Team Briefings
and Taster Sessions.
 Conduct pre and post-module meetings to show
support and accelerate application

#4 PRINCIPLE FOUR
Strategic
alignment
is
critical

#4 PRINCIPLE FOUR
LEADERSHIP DEVELOPMENT
Does not stand alone
Strategic alignment is critical

#4 PRINCIPLE FOUR
The FIRST question to ask is
Strategic alignment is critical
What is the
overall strategy?
Then you can define
the expectations of
LEADERSHIP
TEAM

#4 PRINCIPLE FOUR Strategic alignment is critical
WHEN YOUR LEADER
DEMONSTRATE
those strategic
values
IN THEIR BEHAVIOUR, YOU
ARE
heading in the right
direction

#4 PRINCIPLE FOUR Strategic alignment is critical
Your leader will be helping
Individual and team objectives
feed seamlessly into wider
S T R A T E G Y

#5 PRINCIPLE FIVE
Leadership needs to focus
on great conversation

#5 PRINCIPLE FIVE
Leadership needs to focus on
great conversations
This is not the time to
lead from behind a closed do or
YOU NEED TO BUILD
TRUST
COLLA
B &
RATION

#5 PRINCIPLE FIVE
great conversations
Get out there
Be open,
Be honest,
Be courageous
in the conversation
you
hold across the business.

#5 PRINCIPLE FIVE
great conversations

#5 PRINCIPLE FIVE
great conversations
 Build on the strengths of people and
“CATCH THEM DOING THINGS RIGHT”
 Give and receive feedback
AND LISTEN
 Deal assertively and proactively with
UNDERPERFORMANCE
 Identify and develop
TALENT
 Help other to
LEARN AND GROW
 Coach and role model to
INSPIRE PERFORMANCE

#6 PRINCIPLE SIX
Leadership can be
learnt

#6 PRINCIPLE SIX
Leadership can be
learnt
Most people are
NOT Born leaders

#6 PRINCIPLE SIX
Leadership can be
learnt
If you are serious about
Achieving your strategy
and Developing your people
You need to
INVEST IN YOUR LEADERS.

#6 PRINCIPLE SIX
Leadership can be
learnt
They will, in turn,
Show that leadership
Development can make
a visible difference to
YOUR BUSINESS.

#6 PRINCIPLE SIX
Leadership can be
learnt
How can you
Help leaders
TO LEARN?

#6 PRINCIPLE SIX
Leadership can be
learnt
 Make the leadership development contextual
bespoke and grounded in reality.
 Base it around real-life situations supported by a
practical toolkit.
 Set work-based assignments that drive key
performance indicators (KPIs).
 Task leaders to role-model the behaviour you need-
and to coach and mentor the next level through.

#7 PRINCIPLE SEVEN
Leadership can be
measured

#7 PRINCIPLE SEVEN Leadership can be measured
People often talk about
RETURN ON INVESTMENT
and create complex
numerical system + equations

this can be important
But we believe a
RETURN ON EXPECTATION
is just a relevant

START WITH THE
END IN MIND
You should set your
EXPECTATION
before any leadership
development even begins….

www.jsbonline.com/leadership
www.slidehshare.com
https://www.getsmarter.com/about-us
References:

Leadership Development_Rose_Brew.pptx

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