Management


that emerged is very distinct from most, having a fundamentally different basis. While the vast majority of leadership models are based on asking senior managers what they think makes them so effective, the Real World Group’s research adopted the approach of asking employees at all levels what they most valued in leaders who were highly effective and enhanced their engagement. The research captured the views of over 4,500 people, proving a direct, causal link between leadership behaviours and performance. In reality, as two rail companies that have worked with this


model found, the leadership behaviours that create engagement are not complicated, or in any way unusual, except in terms of their commonality. Both London Overground and Northern Rail recognised that organisations have for far too long almost exclusively studied and measured managerial professional competence and skill. While these factors are important, they are not enough to harness the discretionary effort of employees. In times of increased pressure, leaders who are unaware of


how to effectively leverage performance tend to act in particularly negative ways and can do untold damage to morale and organisational performance. Pressure on them cascades down through the organisation, so that levels of stress and dysfunctional behaviours are magnified and multiplied. Knowing that there is a simple and much more effective approach to dealing with the future, your company has the opportunity to lay the tracks for success now.


Juliette Alban-Metcalfe is an organisational psychologist and managing director of the Real World Group. She has published a number of articles and chapters on the subject of leadership and engagement: www.realworld-group.com; juliette.albanmetcalfe@realworld-group.com


London Overground


Darren Hockaday, Lorol’s director of human resources, has long understood the importance of engagement. ‘Creating the right working environment is important, but the harder task is to create the right level of engagement between the employee and line manager, with the emphasis on leaders empowering employees on the front line and implementing good ideas.’ Hockaday and Lorol’s managing director, Steve Murphy, are determined that Lorol will create the conditions for sustainable high performance through leadership at all levels. Knowing that most leaders lack the full understanding of how to optimise engagement, Lorol decided it was important to create a leadership framework to provide managers with clear guidance to ensure they get the best out of everyone. Using Real World Group’s model, Hockaday and his team took the


behaviours and presented them to senior colleagues. They collectively agreed what would facilitate Lorol realising its potential. He says: ‘We are fortunate to have a truly engaging leader who has


galvanised the top team to fully get behind what is required to deliver the business vision. The executive team experience Steve Murphy leading by example – focusing on our people, being visible and empowering the front line. ‘This was our reference point and one I wanted to replicate through


the organisation. ‘We started by getting all our senior managers together who were


encouraged to prioritise the Real World Group behavioural statements to those that are most critical to our success.’


Lorol now has a leadership framework based on proven leadership behaviours that the leaders have shaped. The leaders’ profile forms part of the performance review for all managers. Plans are in place to roll out 360-degree feedback within the year.


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Northern Rail


Understanding the crucial importance of leadership from the very top, Northern Rail commissioned Real World Group to run the Northern Leadership Development Programme. The aim was to develop a consistent approach to leadership, working


initially with senior managers, to be made available to all levels. The main objectives were to:


n Provide an excellent standard of development; n Encourage senior managers to be more confident to lead the business;


n Encourage cross-functional working; and n Build on existing skills.


Programmes developed for participants across all functions of the


business at the various levels, comprised the following main elements: n 360-degree feedback using a bespoke model that combined engaging leadership with Northern Rail competencies;


n Coaching; n Workshops on how to engage individuals and teams resulting in clear action plans; and


n Group projects that focused on aspects of the business plan. This enabled participants to put their learning into practice at a strategic level.


The many positive outcomes of the programme are described in a Chartered Institute of Personnel and Development publication: www.cipd.co.uk/shapingthefuture/_leadershipreport.htm


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