In a comparison of Leadership Development Training New York is forging ahead through fresh initiatives aimed at getting the optimum output out of present-day work teams. Customizing the content of training to match personalized requirements results in improved outcomes in comparison with standard generalized programs.
Company annual general reports regularly make statements referring to their workforce as their greatest asset. Yet in many instances the investment of time, money, and resources in the workforce do not match these fine words. It is important to remember that only an extremely small number of people are born with natural leadership skills. In the vast majority of cases the skills required to lead a workforce have to be instilled, developed and nurtured just like most specific skills.
For business leaders to manage this process effectively, it is vital that they are able to spot and comprehend the steps of the leadership evolution. Having successfully completed the desired theoretical training, there are basically three main phases that the recently appointed leader will follow. The first is the intuitive phase followed by the transitional phase and finally the management phase.
During the intuitive phase it is found that the new manager will like to make most of the decisions, would rather do technical work and prefers to tell others rather than listen. They largely organize in terms of personalities, and monopolize rewards. Control in the workplace is predominantly by inspection.
The transitional stage is the period when the new leader will require the most support and, most importantly, the most patience. Experimenting with a new skill set has many ups and downs. Characteristics include: poorly motivated people, poor communication, inflexibility, and frequent crises. Costs may escalate during this period.
Coaching by a skilled manager and providing support through a respected mentor is often the most effective way of nurturing the incumbent through this phase. Confidence and the lack of achievement will be the largest problem to address. Recognizing and reinforcing correct behavior, no matter how small, is vital.
As time passes and the new leader grows into the leadership phase, it will be apparent that those performing work will be increasingly making decisions while the incumbent focuses on managerial tasks. Results tend to be the driving force of organizing and likewise so are rewards, which are shared shared by the group. There is an improvement in communication, flowing in both directions and with comprehension checked. Controls in the workplace are through exceptions.
Slowly, and sometimes painfully, our new leaders learn that people will help them get what they want to the extent that they believe leadership will in turn help them get what they want. The realization that leaders get results through others and that it is possible to multiply their own efforts by the skills and abilities of others, starts to sink in. Nothing succeeds like success.
The objectives of all leadership is essentially the same, however, the method and route to achieving this may vary widely depending on the individual. Senior company officials have a duty to nurture potential leaders within their companies. To achieve this it is now becoming clear that these efforts need to be focused on individualized training needs.
Company annual general reports regularly make statements referring to their workforce as their greatest asset. Yet in many instances the investment of time, money, and resources in the workforce do not match these fine words. It is important to remember that only an extremely small number of people are born with natural leadership skills. In the vast majority of cases the skills required to lead a workforce have to be instilled, developed and nurtured just like most specific skills.
For business leaders to manage this process effectively, it is vital that they are able to spot and comprehend the steps of the leadership evolution. Having successfully completed the desired theoretical training, there are basically three main phases that the recently appointed leader will follow. The first is the intuitive phase followed by the transitional phase and finally the management phase.
During the intuitive phase it is found that the new manager will like to make most of the decisions, would rather do technical work and prefers to tell others rather than listen. They largely organize in terms of personalities, and monopolize rewards. Control in the workplace is predominantly by inspection.
The transitional stage is the period when the new leader will require the most support and, most importantly, the most patience. Experimenting with a new skill set has many ups and downs. Characteristics include: poorly motivated people, poor communication, inflexibility, and frequent crises. Costs may escalate during this period.
Coaching by a skilled manager and providing support through a respected mentor is often the most effective way of nurturing the incumbent through this phase. Confidence and the lack of achievement will be the largest problem to address. Recognizing and reinforcing correct behavior, no matter how small, is vital.
As time passes and the new leader grows into the leadership phase, it will be apparent that those performing work will be increasingly making decisions while the incumbent focuses on managerial tasks. Results tend to be the driving force of organizing and likewise so are rewards, which are shared shared by the group. There is an improvement in communication, flowing in both directions and with comprehension checked. Controls in the workplace are through exceptions.
Slowly, and sometimes painfully, our new leaders learn that people will help them get what they want to the extent that they believe leadership will in turn help them get what they want. The realization that leaders get results through others and that it is possible to multiply their own efforts by the skills and abilities of others, starts to sink in. Nothing succeeds like success.
The objectives of all leadership is essentially the same, however, the method and route to achieving this may vary widely depending on the individual. Senior company officials have a duty to nurture potential leaders within their companies. To achieve this it is now becoming clear that these efforts need to be focused on individualized training needs.
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