TRAINING
Forming future leadership
When recruiting for a leadership role, it can be tempting to look externally rather than internally. But by developing the leadership of the future from within, the industry can help increase retention rates and grow the talent pool, suggests Waterloo Air Product’s managing director Russell Shenton.
G
ood businesses have long recognised the importance of providing their teams with the necessary training to excel in their job. But
extending the programme to include management training could provide companies with added resilience in these unsettling times. Nurturing leadership skills in homegrown talent can
benefit both the rising stars and the business. For those fortunate enough to be selected, there’s the opportunity to develop the skills required to take more responsibility within the company. For the company, enabling motivated individuals to broaden their skills can be hugely rewarding as they watch their team grow in confidence and ability. On a practical level, training promotes job satisfaction and engagement with the business, resulting in improved productivity and higher retention rates. And companies who nurture homegrown potential are also more likely to attract new talent.
Developing management skills What makes a motivational manager? Emotional intelligence, effective communications, the ability to develop and lead others, strong project management, personal effectiveness, strategic thinking and problem solving, and compelling presentation and personal impact are just some of the skills identified. With emotional intelligence, individuals are able to identify what they can currently do and what additional skills they need to acquire in order to be able to progress further.
Leaders who are able to communicate effectively and
unambiguously to their teams and clients will help the business run more smoothly.
32 August 2020
Managers who are trained to think strategically will be able to work more productively and efficiently, setting and achieving clearly defined, realistic goals. They will be adept problem solvers, able to turn difficult situations into positive outcomes. And with strong leadership skills they will be more
confident in training and developing their team, supporting long-term productivity. At Waterloo, we are sincere about training and nurturing homegrown talent. So, eighteen months ago we took the decision to provide development opportunities for the rising stars within our own company through a management accelerator programme.
Our motives were to provide our people with a broader
understanding of the different aspects of the business that would help foster greater cross-department communication. We wanted to prepare them to own and address challenges, resolving them with effective and proactive solutions. We were keen for them to learn flexible but assertive leadership skills that would help them develop others and in turn help us as a company meet the changing demands of our business. We started by identifying our own rising stars, people who showed both potential and a positive attitude. Eleven individuals in total were selected to take part in the scheme run by Mark Scorgie of Accelerator Solutions. Over the years, Waterloo has earned a reputation as a leader in our field. But there’s zero complacency – we are constantly striving for excellence, continuously aiming to raise the bar and create the new gold standard. So, I was invited to lead a session around “What does good look like?” to communicate our ambition for our business and brand. The learning was a two-way experience as I came away with a much better understanding of this highly
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