Discovering new leadersOn 1 Jan 2004 in Personnel Today Leadershippotential is frequently ignored outside the most senior ranks, but it cantransform performance if nurtured throughout the organisation. Guy SheppardreportsWhen the likes of Rudy Giuliani give a presentation about leadership, theaudience is bound to sit up and take note. The former New York mayor, who ledthe city’s recovery following the terrorist attacks in 2001, joined astar-studded line-up of speakers who were beamed in via satellite to anInstitute of Leadership & Management (ILM) seminar at the Belfry Hotel inWarwickshire a the end of 2003. They all emphasised the role that good leaders play in nurturing talentamong staff. As Ken Blanchard, co-author of the best-selling One MinuteManager, said: “Effective leaders move people from dependence toindependence. The old Chinese proverb fits in here. When the job is done,people say ‘we have done it ourselves’.” Afterwards, we asked ILM delegates and speakers: how do you createleadership that comes alive at every level of an organisation? Rene CarayolBusiness transformation specialistToo many people use ‘sheep dip’seminars to achieve this sort of change. The best way to create leadershipthroughout an organisation is to bring in active role models who candemonstrate the traits that you are looking for. If, for example, you want tosee quicker decision-making, recruit people who make decisions quickly and putthem into positions where other people are able to learn from them. Gary InceChief executive, ILMIf you restrict people too much and force them into a box, they just becomemanagers and do what they are told. You have to give people a degree oflatitude and freedom to make decisions within certain parameters. It’s aboutallowing them to act on information and interact with people in a positive way.But you must make sure you select and appoint people with leadership qualitiesin the first place. Clive OzzardManagement development manager, Screwfix DirectTo have a fighting chance of leadingeffectively, you have to have some sort of coherent vision that everyone isworking towards. The way of communicating that vision is, very simply, tellingpeople, and then telling them again and again and again. As far as the practicalities of encouraging leadership at every level, theprimary thing is for the individual to consider how they perform, particularlyin relation to other people. We try to promote awareness and give people thetools to do that. I’m amazed sometimes at how people don’t have a high degreeof self-awareness. Gill CowleyHR manager, A F Blackmore (runs 200 Spar outlets)We are currently a very procedural-based company, and managers andsupervisors don’t have the authority to deviate much from the processes we havein place. We are starting to move away from that now because a more transientworkforce and competition from other supermarkets mean we need to develop adifferent type of culture within our business. People have to be taught how to lead, so we’ve started running an ILM coursefor supervisory staff. Because it’s so flexible, we’ve been building in some ofour own criteria into the coursework. This approach will allow staff to come upwith their own ideas for change and then put them into practice. Michelle MaynardGroup management development manager, CentricaDeveloping leadership skills is abouttrusting people to do the job and supporting them in the delivery of it. Ratherthan telling people what to do, you coach them. That way people develop andlearn, and it’s more motivational than being in a command and control culture. It is also important that everyone realises that they have an opportunity totake responsibility for change themselves so they can perform more effectively,productively and efficiently in their jobs. Malcolm WatersService manager in personnel London Borough of RedbridgeImplementing strategies that allow staff to work to their strengths, eitheras individuals or as part of a team, can assist in identifying leaders at alllevels of an organisation. But there are dangers in encouraging leadership at all levels if the aimsand objectives of the organisation are not clear enough. Putting in place aneffective communication strategy is the key to ensuring that people are workingwithin the framework of the organisation’s objectives. You are more likely to encourage leaders if employees feel confident enoughto nudge at some of the boundaries, knowing that they will be supported intaking calculated risks to achieve those objectives. Related posts:No related photos. Previous Article Next Article Comments are closed.
KINGSTON, Jamaica, (CMC) – No play was possible in the day/night, third “Test” between Windies “A” and Sri Lanka “A” on Thursday.Rain forced the umpires to abandon play with a ball being bowled around 5 pm – about three hours after the scheduled start – on the first day at Sabina Park in the Jamaica capital.The three-match series is level 1-1, after Windies “A” won the first “Test” by an innings and 13 runs at the Trelawny Multiplex on the Jamaica north coast two Saturdays ago, and Sri Lanka “A” recovered to win the second “Test” by 280 at the same venue a week later