When it comes to Leadership Development Training New York leads the way with innovative programs designed to get the best out of the modern workforce. By tailoring developmental initiatives to suit individual needs, far more is achieved when compared to the traditional one size fits all type of training package.
Businesses frequently produce their yearly report brochures and often make glowing references to importance and attributes of their employees. The reality is often quite different and frequently companies do not invest sufficiently in staff, neither financially, in terms of resources nor time. The old adage that great leaders are born holds very little truth. In most instances developing effective leadership ability is a long process of training, coaching and reinforcing, as are many workplace attributes.
For senior management to control this process, it is necessary to identify and understand the stages of leadership evolution. Assuming the completion of customized and relevant theoretical training, essentially there are three major stages the new leader follows when stepping into their new role. These are the intuitive stage, the transitional stage, and the management stage.
The intuitive phase is one during which the new leader will prefer to make as many of the workplace decisions as possible themselves. They will prefer to perform technical tasks and will be seen doing a lot more telling as opposed to listening. Organizing more by considering the people concerned, they will also take most of the reward. Controlling will be done largely through observation.
The transitional phase is when it will be necessary to provide, not only the highest degree of support, but a fair amount of tolerance as well. Embarking with this whole new set of skills will have both positive and negative effects. Typical signs during this time are: regular crises, lack of motivation in the work team, poor communications and lack of flexibility.
It is important for an accomplished management member to provide guidance and be supportive during this phase. Mentoring by a another recognized and skilled manager will also be invaluable. It is likely for the incumbent to be lacking confidence and have feelings of not been able to achieve anything. Identify and reinforce even the smallest achievement during this time.
As the incumbent develops into the leadership stage it becomes clear that people doing the work make the decisions whilst the new leader concentrates on management work. Organizing begins to revolve around results and rewards or recognition become results orientated. Communication becomes a two-way process. The effectiveness of information transfer is verified by checking other parties understanding. Workplace controls are managed by exception.
Development often only occurs very slowly and regularly there are pitfalls along the way. It becomes apparent that the role of a leader is most effective when all the parties concerned realize their shared objectives through self reliance. It is also clear that when channeled through the efforts of the group, the team and the individual can achieve far more. Success is the springboard of even greater achievement.
The outcomes of all leaders may be similar, but the needs and requirements individuals may have in order to achieve these, will be uniquely different. It is incumbent on senior management and business leaders to develop strong and capable leaders in their organizations. In order for this to be effective, it has to be addressed and driven at an individual level.
Businesses frequently produce their yearly report brochures and often make glowing references to importance and attributes of their employees. The reality is often quite different and frequently companies do not invest sufficiently in staff, neither financially, in terms of resources nor time. The old adage that great leaders are born holds very little truth. In most instances developing effective leadership ability is a long process of training, coaching and reinforcing, as are many workplace attributes.
For senior management to control this process, it is necessary to identify and understand the stages of leadership evolution. Assuming the completion of customized and relevant theoretical training, essentially there are three major stages the new leader follows when stepping into their new role. These are the intuitive stage, the transitional stage, and the management stage.
The intuitive phase is one during which the new leader will prefer to make as many of the workplace decisions as possible themselves. They will prefer to perform technical tasks and will be seen doing a lot more telling as opposed to listening. Organizing more by considering the people concerned, they will also take most of the reward. Controlling will be done largely through observation.
The transitional phase is when it will be necessary to provide, not only the highest degree of support, but a fair amount of tolerance as well. Embarking with this whole new set of skills will have both positive and negative effects. Typical signs during this time are: regular crises, lack of motivation in the work team, poor communications and lack of flexibility.
It is important for an accomplished management member to provide guidance and be supportive during this phase. Mentoring by a another recognized and skilled manager will also be invaluable. It is likely for the incumbent to be lacking confidence and have feelings of not been able to achieve anything. Identify and reinforce even the smallest achievement during this time.
As the incumbent develops into the leadership stage it becomes clear that people doing the work make the decisions whilst the new leader concentrates on management work. Organizing begins to revolve around results and rewards or recognition become results orientated. Communication becomes a two-way process. The effectiveness of information transfer is verified by checking other parties understanding. Workplace controls are managed by exception.
Development often only occurs very slowly and regularly there are pitfalls along the way. It becomes apparent that the role of a leader is most effective when all the parties concerned realize their shared objectives through self reliance. It is also clear that when channeled through the efforts of the group, the team and the individual can achieve far more. Success is the springboard of even greater achievement.
The outcomes of all leaders may be similar, but the needs and requirements individuals may have in order to achieve these, will be uniquely different. It is incumbent on senior management and business leaders to develop strong and capable leaders in their organizations. In order for this to be effective, it has to be addressed and driven at an individual level.
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