Leaders have the ability to dictate an organization's future prosperity. Effective leaders can transform an organization by motivating people and serving as a mentor for others. They also help organizations remain focused on goals in the midst of volatile circumstances.
In the past, it was acceptable for the manager to give orders to workers without any input. The top executives and managers were in charge, and employees were supposed to blindly follow along. Leadership development in those days was more about learning how to tell people what to do than listening and working with others. These days, leaders must be willing to collaborate with their teams and build trusting relationships in order to accomplish organizational goals. Those with collaborative leadership skills benefit not only themselves, but also their teams and the company that they work for.
Effective leadership is invaluable to a company and its employees. Strong leaders increase employee engagement and productivity, while reducing turnover rates and fueling cultures of innovation.
What are the primary functional skills needed for managers and supervisors to lead their people effectively? Our experience, after working with thousands of managers and supervisors, has shown that there are a core group of skills most managers need if they are going to excel in their role. These all involve key functions managers must demonstrate regularly, while bringing out the best in their people.
Below you will find some of my most inspiring leadership quotes.
Research in this eBook: What You Need to Know to Develop Leaders Ready to Lead Today
Lots of articles have been written on the subject of credibility in business leadership. You may have read how body language and tone of voice can affect your colleagues’ perceptions of you. Chances are you’ve seen some firsthand examples of managers losing credibility after being dishonest, inappropriate, or lax. The fact is, credibility takes months to build and only a moment to destroy. Each day presents a new opportunity to garner trust and confidence from your teams.
Who should own leadership talent development? The short answer is everyone. But making sure succession planning is an effective, ongoing process—versus a series of disjointed programs—requires strategy and sustained buy-in at all levels. Here’s how different groups can step up to the plate and assume the necessary roles:
ASTD estimates that U.S. companies spent upwards of $164 billion on training and development in 2012. But leadership development only accounted for 13.5 percent of that figure. Here are five fast facts to illustrate why organizations should be doing more: