Working in the box of human progression in an organizational/corporate context, I have discovered some principles that I deserve to shape the basis of any leadership progression program. My view is that these principles are not only limited to business, but also apply to all facets of life where leadership progression is important. The first component of the article provided context and detailed 10 principles for leadership progression.
In this part of the moment, I will decide on each of the precepts of leadership progression and link it to some examples, to be practical for readers. Some examples are in the public domain, and others are based on my experience in consulting/coaching, helping other professionals and organizations.
Leadership requires context
One of the most productive leadership progression consulting assignments I designed was for a leading IT facility organization where the business leader/CEO obviously described the context: the organization was developing at a stable pace, with an operating margin of more than 22%, a world-class enterprise. and a trusted brand. Their consumers enjoyed them because of the rigor of appropriation and implementation (even if infrequently meant dealing with the slippage of scope). However, the organization lags behind in the brilliant leadership quadrant of the world’s leading industry analytics companies; the explanation of why IT managers may simply not attach IT responses to the company situation. A well-defined challenge through the consumer was a simple solution for the organization; however, participating in a verbal exchange to outline a challenge was a wonderful lack of ability. The goal was to develop the functions of experienced and successful global IT leaders to connect business levers to IT responses. IT managers needed to identify a close partnership with the transformation team (business consulting) to generate a higher price for the organization. Sharing this context has helped to create an effective conception of intervention.
Leadership can be improved
This trust is essential in the design and implementation of a leadership progression solution. In an organization that is trusted to lead is a special gift given to a few determined Americans that others can strive as hard as you can imagine and never achieve a safe point of leadership, you can design a leadership progression intervention with a significant bias in the balance sheet, to identify the golden ducks and then allow them to achieve the miracle. Whereas if you have an organization that believes that leadership can be informed, cultivated and improved, you will have a culture of mentoring, training and tolerance for chess. Possibly they wouldn’t look at Midas to turn everything into gold. A smart example is Amazon, where founder Jeff Bezos wrote to shareholders: “If the duration of his mistakes doesn’t increase, he’s not going to invent a length that can actually move the needle. As a result, some ambitious and vital wage changes such as experimenting with a radical concept can be taken into account when designing a leadership progression solution (to be more informed about this principle, see Carol S. Dweck’s Mindset eBook: the new psychology of success).
Leadership or lack of leadership is evident at certain events
The essential qualities of leadership, such as endurance, courage and compassion, are proven in demanding, challenging and safe scenarios. Therefore, once those qualities are known (related to their organizational culture, context, or leadership model), the design of leadership progression intervention deserves to create opportunities to simulate those scenarios in a not-so-obvious way. I do not forget a scenario written in an e-book called The Professional through Subroto Bagchi. In the bankruptcy titled “Taking Control,” he describes a scenario in which he asked his direct subordinates to board a bus to a remote location in Bangalore for an annual financial year. Along the way, the bus was stopped by angry villagers, the explanation given was that the car in front of the bus had cut a goat. Bus executives were surprised, the crowd was armed and most executives didn’t know what to do. After a while, two executives rose from their seats, got off the bus to look at the villagers. Later, they learned that everything was prepared to check who could count on a safe type of crisis scenario. A vital thing not to forget is that certain scenarios/events allow us to verify the degree of leadership potential, judged through certain qualities manifested/not manifested through other people, so that they can evolve accordingly. This is not to say that other people are labeled ‘Have and Have’.’
Leadership progression is based on a mirrored image and action is guided through comments (or comments).
An intelligent leadership progression program will allow participants to reflect on their actions, values, priorities and ideals, and then dedicate themselves to taking safe steps, allowing participants to verify some of their strategies and ideals and also instill new ideals/strategies in them if necessary. . To implement this principle, it is imperative that a program has an “implementation” opportunity, such as a cash learning assignment or an action; At the same time, you should have the opportunity for a “guided reflection” in the form of education/tutoring. The two in combination create a healthy balance between evaluating existing capacity grades and experimenting with a newer set of capabilities; they also particularly improve the effect of modeled learning through education or workshops. This is corroborated through an examination through Olivero, Bane and Kopelman. The result of his study was that “education alone increases productivity by 22.4%, while education combined with educational interventions increases productivity by 88%.
Leadership progression is an internal and external journey
To broaden this principle, I would like to highlight some problems with an interview with Rahul Yadav, who was the co-founder of Housing.com. In his interview with Forbes India, he discusses the main problems getting out of his union and his way forward. Rahul tells how immature his behavior was at first, he was the only point of authority, no one can question him, his obsession with paintings and good fortune created certain types of ideals like “not renting married people.”
At a later stage, the concept of establishing, of making an appointment helped him see what life is in a broader and deeper sense, also helped him realize empathy as a virtue. (Here is the link for the full interview). Leadership progression intervention is not just focused on strengthening/improving skills. The inner self of a leader, its values, the way it attributes meaning to a specific phenomenon, its fears, inhibitions, etc., all these elements must be incorporated to create a comprehensive and impactful program.
There are many styles and frameworks that highlight and create this integration, in my experience, I discovered that the NEWS style created through Aviad Goz is practical and effective in applying this principle.
Leadership progression is a holistic procedure with analytical aspects
A holistic leadership progression program will have to incorporate elements of thought, action and dimensions. If you focus on only one or two, there will have to be a smart reason. It deserves to provide opportunities to be informed of other research and knowledge capture strategies, the latest and most applicable approaches in this area. At the same time, it deserves to create opportunities in which professionals can courageously exploit their judgment and instinct in conditions where knowledge is limited or non-existent. Even when we have knowledge and our judgment or instinct has a different point of view, we will have to be informed about how to explain it. In a world characterized by VUCA (volatile, uncertain, complex and ambiguous) and a massive appetite for knowledge, professionals will find conditions in which knowledge is /will be in abundance or where knowledge is limited or /unreliable. In either case, our artistic aspect will have to be nurtured to create a possible alternative. The methods that allow us to join our inner voice, whether mind attention or the creation of opportunities to be on the move, deserve to be a component of the design of leadership progression interventions. The design should also incorporate elements that participants must face and under full conditions of perceived opposing forces, p. compassion and courage. Discussing real life, business or otherwise from other philosophical points of view such as utilitarianism versus kantom is one way to do it. The union of generation and philosophy is inevitable in the coming years.
Leadership is a systemic and embedded procedure across the organization:
The focus will have to be on the progression of leadership, not just the progression of the leader. In all grades of the organization or institution, we want leaders and therefore focus only on a specific stratum such as leadership or an express category, for example. high-potential workers, it’s a narrow vision. To provide opportunities for a broader set of workers with a certain amount of resources, artistic thinking is needed. The use of existing resources and learning generation (available on the Internet), which allows managers and leaders to play the role of ‘leaders as teachers’, integrating leadership progression with other processes such as career planning, succession management, etc., are some of the tactics to implement this principle.
Leadership is directed through the individual and supported through the organization.
An organization can create and deploy a progress and information infrastructure, for example. partnerships with universities, creation of women’s groups that inform women, implementation of an educational program, launch of a tutoring portal, etc. However, starvation and the preference to be informed and expand will have to be intrinsic. It is sometimes vital to perceive which informational approach is attractive and practical for certain types of informants, e.g. A young, mobile-consistent sales force in a highly competitive, time-oriented market will possibly prefer small information packs delivered in audiovisual format available on cellular devices. Discovering, exploring, and leveraging the opportunities to be informed is an individual prerogative, it is mandatory to provide feedback to the organization to create an infrastructure that makes information available and scalable. The preference to launch an advanced edition of your own professional on a normal basis is essential for survival and growth, this should be understood by all active professionals and then translated into a call to action.
Leadership progression for expansion
The design of a leadership progression intervention creates opportunities for expansion in other spaces. Examples include multifunctional projects; these provide an opportunity to expand exposure to other parts of the business. A complicated case exam can expand thinking into a variety of dimensions and expand the use of the skills and wisdom covered in the program. Participation in a CSR (Corporate Social Responsibility) initiative can expand sensitivity in spaces that would possibly still be unexplored and unexplored through students. Creating physical and virtual learning teams expands the professional network. Working on a complicated problem/scenario broadens your vision of yourself and your overall skills. Leading a co-apprentice team presents an opportunity to expand collaboration and diversity quotient. Working in another market or geography expands perspectives and wisdom over other cultures. Participation in a sensitivity lab can broaden the understanding of the internal dynamics of the self. Critical areas for expansion should be considered and closed at the intervention design level.
Leadership is connected to impact
A key question that will be answered during the design phase is ‘How can we practice and/or measure the effect of this leadership progression initiative? I return to my first example from an IT facilities company where I was assigned the task of creating world leaders with experience in the field of business orientation. The incidence was agreed on a number of points, namely in the short and long term, as well as qualitative and quantitative. A point of effect was assessed on the minimum number of participants in each of the lots with the opportunity to work with the transformation team on an advisory task within 3 months of the end of the program for a specific batch. Another short-term measure was the program effectiveness score granted through survey participants, as well as in a concentrated organization format, conducted through the company’s human resources department. A company-related measure was the final touch of the business allocations initiated under the program and the conversion of a certain percentage of allocations in each batch into larger business allocations involving senior executives and other teams. The long-term effect has been the creation of an organization of global business expert IT leaders that would replace popular organizational qualifications in the informed leadership quadrant of leading global industry analytics.
In this two-part article, I have tried to percentageize the principles of leadership development, their effect on (when implemented and infrequently when not put into force) and the means to bring them into effect so that we can be expecting sustainable, harmonious and appropriate results from those initiatives.
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