Tag: leadership course

 

The vast majority of people in management, bar military people that sign up to it, land in management roles because of their expertise in the area they work in. There is no evidence that they are predisposed to becoming an effective manager. For example, a finance person may become a financial director because they have a background in finance, they have their accountancy qualification, they’re good with numbers but there’s no evidence that they can manage a team of people.

So why do they get the promotions?
It’s based on their technical competence and they are good hard workers. They understand their brief so they seem like a safe pair of hands. Most people are not hired for management roles; most people acquire management responsibilities the more they prove themselves in their particular area of expertise. Because they are good foot soldiers, they are then given management responsibilities on the back of that. There is often little or no evaluation done by the company or the individual regarding their suitability to manage. They are getting managerial responsibility because of their ability to manage their own area of expertise.

What is meant by management capability?
It means having the skill set, the confidence and the awareness to be able to manage yourself, and manage the team you work with to ensure the company achieves the right outcomes. For example, the good salesperson who ends up becoming a sales manager. They are naturally good at hunting down potential customers and opportunities, and going down every avenue to make that sale. But when they become managers their natural hunting abilities are not required. They are now required to help people on the team who may have less experience and less ability than themselves. They must support them and coach them, but they are naturally more inclined to think in terms of sales and ‘going in for the kill.’ That hunting mind-set is poorly suited to the mind-set of supporting, mentoring and coaching teams who are not at the same level as you are.

So they are out of sync with the capability level of the team, but the company who chose them are basing their decision on the last five years of sales which were good so we’re making you sales manager. There is no thought given to the question of what skill set is needed to effectively manage a team. The person may have the mind-set of a sales ‘warrior’ but is that the correct mind-set for helping individual team members to become effective in their roles, and supporting them throughout their development? People can flounder and get very frustrated, and the company can get very frustrated with their lack of performance but that’s because they are a square peg in a round hole. People must take responsibility. The buck stops with the person who appoints people to management roles without proper evaluation of their management capabilities.

What should happen before someone is appointed to a management position?
The first thing is to clearly define the objectives of the role. Then decide how you are going to measure if someone is doing a good job or not. Identify what behaviours come naturally to them, then outline the key behaviours that you need to see someone demonstrate in the role. Are they good at dealing with people on a one-to-one basis? Are they good at confronting them when they are performing poorly, or their behaviour becomes unacceptable?

So it’s about people management skills and the behaviour of managers in keeping with the values that are critical to the organisation. Has the potential candidate demonstrated the wherewithal to support those values through their behaviour? Have they got the flexibility, the adaptability and the decision-making capability to align with company values and fit the managerial role? Their values and behaviours as managers will in turn effect the organisation as a whole.

The new manager needs to develop a new mind set

What happens when business owners or senior managers choose the wrong person for a managerial role?
Well it’s very stressful for all concerned. It’s stressful for the individual who has been dumped into a management position. They are trying to prove themselves to the company and they sometimes behave in a reactionary way towards team members who are not performing well. They don’t respond in a healthy way; they don’t give people the space or time or proper support they need to improve. As manager you need to find ways to effectively engage your team members, and not just keep banging on the table because you feel under pressure to prove yourself. Becoming a manager is often an ‘accident’ imposed on an individual who is ill prepared for the role, selected by senior staff who have not gone through a proper evaluation process. So it ends up becoming a very stressful situation all round.

But if someone is already in the role and they are clearly not a good fit, what should happen then?
Well usually it’s a case of the manager not fitting well as opposed to being the wrong fit entirely. The person has an understanding of what needs to be delivered in terms of the business; the challenge is how to get the team to do it as opposed to doing it themselves. Nobody told me I was going to be a manager but you are a manager now, and you have to step up to the plate. First you must increase your self-awareness and how you communicate with the people around you. In the past you focused on being right, but now as manager you have to focus on getting the right outcome for the company. You can no longer be happy to be right all the time; you must now focus on getting a team of people to achieve consistently good results. The emphasis is now on the team’s performance not on you as an individual.

So the new manager needs to develop a new mind-set.
Absolutely, and of course you can acquire new skills and knowledge. You can work on communication skills or time management or conflict management, but it’s crucial to adapt the new mind-set first. You have to be clear that you are no longer here to show how good you are at sales but to lead a team. You have to think, I am here to get the most from my team and get the best outcome for the company.

The more effectively you can change your mind-set and adapt to a new way of doing things in your work environment, the better chance you have at being successful as a manager. And it’s ok to make mistakes and get some things wrong if it’s within the context of your new role as manager. You test objectives and find that some worked and others didn’t, and you take time to reflect on those outcomes and understand why they did or didn’t work. Through that process you are acquiring the new skills necessary to be an effective manager.

 

Mike Gaffney managing director at LEAPMike Gaffney is managing director at LEAP.

 

 

 

 

 

Maureen Grealish director at LEAPResearch into the factors leading to strategic planning failure in business reveal a myriad of reasons why some companies struggle to survive in the marketplace. But the more conspicuous statistics relate to development versus implementation. Reports such as the Bridges Strategy Implementation Survey indicate that 80 of team leaders feel satisfied with their development plans, but only 44 are happy with its implementation.  Spectacular strategic failures like Kodak grab headlines for all the wrong reasons, but in truth many companies suffer the same fate with business leaders failing to innovate, or senior managers failing to implement the business plan. With her extensive experience in strategic planning, Maureen Grealish outlines 5 reasons why some strategic business plans fail, and why companies struggle with this critical issue.

1. Lack of Alignment Between Strategy, Objectives, Vision and KPIs

“Some businesses develop Visions, Strategy, Objectives and KPIs independently of each other, not understanding that they should be linked. Even though they may focus on each area, the fact that they are not aligned results in lack of focus, direction and impact. The idea is to fix on a vision first, then identify a strategy that will get the business there. Once the strategy has been agreed, 5/6 Key Business Objectives for the next 12-18 months can be agreed, and with them the measurements that will measure the progress (or otherwise) towards the achievement of the objective.”

2. Lack of Discipline

“Lack of consistency in discipline will affect the outcomes from any Strategic Development Programme. A lot of discussion, time and effort can go in to developing the strategic plan of a business. The biggest reason that they fail is that the action elements are not applied, monitored regularly or refined when required. This results in lack of focus and direction. It also results in lack of energy…if actions aren’t being completed then nothing can be achieved.”

3. Lack of Accountability

“As part of the strategic plan development, actions will have been identified. Each action will have a deadline and an owner. If the MD does not encourage accountability for completion of the actions, then people will realise that there are no consequences for lack of action and the drive to complete them will be pushed to the background when other, often immediate, challenges arise.”

4. Lack of Head Space

“When managers, leaders and team members are so busy that they cannot ‘lift their heads’ away from the immediate requirements of the business, it is difficult for them to get the head space to address the medium and long-term elements of the business. It is human nature to focus on the immediate, however, it does not help a business progress towards the completion of an objective, which makes it impossible to successfully realise a vision. It takes practice and discipline to give some time to the future, and to ensure that decisions made and actions taken will assist with getting the business to where it wants to go.”

5. Lack of Courage

“It is easier to focus on the elements of our responsibilities that we know we are good at. The natural tendency is to achieve NOW. It can be more difficult to spend some of our time focusing on the future – that may be uncertain, may have risk and may be uncharted territory. We all need to be courageous to challenge what we are doing now, what is comfortable for us, and to adapt to changes which may be difficult in the short term, but will have greater impact in the longer term.”

Maureen Grealish

Leadership development is about developing the right habitsIn 2000 Mike Gaffney, along with co-founder Tricia Cunningham, established LEAP as a leadership development and management training consultancy. Armed with twelve years experience working at Nortel Networks he embarked on a new role as an executive coach. Over the past thirteen years he has developed substantial leadership programmes for owners of Irish and international companies.  Mike’s philosophy is that leadership skills can be learned like any other skill.  Here he discusses why leadership development is about developing the right habits, which ones have served him best as managing director, and the person who influenced him in his role as an executive coach.

You’re a business leader Mike. What leadership habits have helped you the most?
I think the most important thing I’ve learned in my journey is to be self-aware. It’s crucial to be aware of how you behave and keep that awareness to the forefront of your decision making, particularly in interactions with your team and with your customers.

Can you give an example of self-awareness as a business owner and leader?
I learned a valuable lesson one August a number of years ago when I came back into the office after getting some business from a new client. My team asked me ‘who is going to deliver the work?’  I said I talked to the client and I volunteered myself after having sat down with them for a couple of hours and gone through their challenges. One of the team then said to me:  ‘Mike , we have a problem. You don’t trust us.’ I got on my high horse, I was annoyed at the comment. Of course I trust you! But they were right. When push came to shove I didn’t trust anyone else in the business to do as good a job as I could do.  As I have since learnt: Ego is a poor Amigo.

What was the leadership lesson learned there?
As a leader, I had to stop thinking that if I don’t do it, it won’t get done properly, because that’s not leading a team. I’m just playing the role of the hero with the hundred helpers, which is unfair on the helpers, and it hugely limits the capacity of the business to grow. So that myth I was telling myself, that if I don’t do it, then it doesn’t get done properly, had to stop. Unless I found a way to leave that out and move beyond it, I could not grow LEAP as an organisation. You have to be willing to trust your team, that’s the lesson.  As Harry Truman put it so eloquently: “If you don’t mind who gets the credit, you can achieve great things.”

So self-awareness plays a key role for leaders when growing a business?
It’s critical. Without it you keep making the same mistakes. Particularly if you are successful, the skillset that made you successful will need to be fine-tuned to get you to the next level. Take sport for example. What drives a team to win their first All-Ireland will not work second time around. They will need something more if they want to win back-to-back, because the same hunger won’t be there. They need to frame their challenge in a new way and they need to tap into new approaches in themselves to make that work.

The same thing applies to a business leader who wants to grow the organisation. The skills that get you to succeed initially in the start-up stage can be the same skills that hinder you as a leader. Your own drive to be successful – doing it your way -may work in the early stages, but that can hinder you in the later stage in the context of managing a team and growing the business. The challenge as a leader is to let your team be themselves identifying areas where th ey can apply their strengths, which is where their contribution can be maximised for the company. Then give them space and support.

What are the skills that you have developed that have served you best as a business leader?
For me it’s being creative. We are a consultancy service in leadership and management for businesses, so providing creative and practical solutions for our customers is a good selling point. That’s a natural flair I have that has served me well as a leader.

But I think behaviours are more important than skills and a key behaviour is persistence. In times of recession there are going to be challenges but the longer you stay in the ring the better chance you have of landing that knockout blow, and maybe more importantly you are still standing.

What trait as a business leader has served you well?
Persistence; to keep going when it looks easier to give up and it feels like you’re pushing a stone up a hill, to trust in yourself and your team and keep going and keep looking to improve.

What leaders have influenced you, who are the people you admire?
I had a very good friend who passed away last year: Tom Touhy. The two of us coached rowing in the NUI,Galway for 14 years. He was the recognised front man and rightly so. I learned from Tom how best to support the leader, and advise him and steer him (when needed) and that has stood me in good stead.  I was becoming an executive coach without realising it.

Being the leader is a lonely place, having someone who can eye-ball you and call a spade a spade, is a great help. My time as a rowing coach has helped equip me with a framework to work with business owners and leaders in an unobtrusive and supportive manner. This enables them to be themselves, while having someone to question them in a constructive way regarding they’re thinking and decision making.

In interview with Des Kirby
Are you a company owner or team manager? What are the leadership traits and skills that serve you best. Leave a comment in the box below.

LEAP’s Make Leadership Happen Programme was designed by Mike and his team specifically to support company owners in growing their business and helping them get the most out of their teams. Contact us to find out how we can help you take your company to the next level.