ffective Leaders’ Make More Less Capable Ones - FACT!
By Cris Beswick
top of any survey of this kind so I challenge you all to start changing things. As the UK’s leading expert and inspirational speaker on innovation in business I’m happy to lead the revolution however it’s you, the UK business community that will have to roll your sleeves up and get your hands dirty! So, if you’re up for some hard work, here’s what I think…
If you want to tackle the leadership effectiveness issue, first, pump some value back into the word leadership. In the same way as the word innovation has been devalued over the last several years, leadership has suffered the same fate. The word innovation has now become the marketing departments favorite buzzword with corporate straplines and positioning statements all preaching innovativeness. So if everyone’s preaching innovation where’s the true value. The same goes for leadership. The leadership title has now been firmly embedded into many corporate structures and senior managers automatically granted the prestigious title. UK businesses seam to have forgotten that the title cannot be self-imposed and it’s your people who will bestow a great manager with the leadership badge. So, concentrate on developing exceptional managerial talent, managers who are what I call ‘people centric’. Start initially by teaching them to become world-class masters at two things, involving your people and appreciating your people. The natural leaders will emerge and be chosen by your people.
founded on. Control, efficiency, delivery and profitability still have a part to play in business but how you lead a business and how you engage your people will affect organizational creativity, agility and innovation and it’s these new assets and how you add them into the mix that will drive true differentiation and ultimately shareholder return.
The UK’s score of 47% is not acceptable! You as business leaders reading this should want to be at the
This is even more important when you consider other findings from Kenexa’s research that reveal 68% of bosses had fallen into their role by ‘by accident’ with 63% of them having never received any management training! Yet businesses will consider some of these people as leaders! The correlation between organisational performance and the quality of managers who are highly rated by their employees (maybe even branded leaders) showed Jack Wiley and his team that over a three year period businesses led by ‘highly rated leaders’ significantly outperformed businesses with ‘less effective leaders’ with the top 25% of organisations generating shareholder return
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