| What makes a good leader? | | | | false or otherwise, think about what |
| | | | qualities they have that you also have. You |
| Leadership development | | | | have to know who you are and accept that you |
| | | | have outstanding qualities - leaders are able |
| Ever since we started Impact Factory, lo | | | | to do that. |
| these many years ago, we have struggled with | | | | |
| the whole notion of leadership development or | | | | Beliefs, rules and patterns |
| leadership training. Indeed, we have resisted | | | | |
| writing about it in much detail because the | | | | How well do you understand the rules, beliefs |
| subject is so subjective. | | | | and patterns you have created in your life so |
| | | | far? Everyone's got 'em. |
| Are leaders born or made? Can you use | | | | |
| management leadership training to give | | | | They can be the simple kind of rule - you |
| leadership skills to someone who isn't | | | | should brush your teeth twice a day. They can |
| leadership material? How is it done? | | | | be the more complex kind - you should treat |
| | | | everyone the way you expect to be treated. |
| Given that we're being asked to create a lot | | | | Beliefs can be things like - I believe |
| more leadership programmes of late, we | | | | everyone should be fair. And patterns can be |
| decided we'd take a hard look at just what | | | | as simple as going to and from work the same |
| makes a good leader. | | | | way every day. |
| | | | |
| Even of you don't think of yourself as a | | | | When identifying your rules, patterns and |
| leader, you will have areas in your life | | | | beliefs see if you can avoid putting a value |
| where other people look to you for | | | | judgement on whether they are good or bad; |
| leadership. So here are some essentials | | | | this is far more about seeing just how well |
| qualities and skills you need to be a good | | | | you understand your own behaviour. |
| leader in whatever leadership arena you're | | | | |
| in. | | | | Leadership management |
| | | | |
| Leadership training | | | | Moving things forward Innovative thinking |
| | | | |
| Training is a misnomer when applied to | | | | Leadership requires innovative thinking; it |
| leadership. Any leadership development | | | | requires people making positive and inspiring |
| programme has to include at least a passing | | | | impacts; and it requires them to be able to |
| reference to the following | | | | motivate others. What is needed is an ability |
| | | | to think and act 'out of the box'; out of the |
| Introduction to the concept of leadership | | | | accepted or 'right' ways of doing things. |
| behaviours | | | | |
| | | | The culture of tomorrow will be one where |
| Discussion and debate about leadership | | | | change and innovation are the order of the |
| | | | day. Out of the box thinking and identifying |
| A widening of the definition beyond | | | | future needs go hand in hand. |
| traditional leadership stereotypes | | | | |
| | | | There's no such thing as 'can't do' |
| Personal understanding of individual | | | | |
| leadership qualities and strengths | | | | 'Can't do' is an alien concept to a real |
| | | | leader. Leaders get things done. They have |
| The difference between leadership and | | | | commitment, persistence, determination and |
| management | | | | resilience. Couple all of that with creative |
| | | | problem-solving and you have a person things |
| A look at how people perceive, their | | | | happen around. |
| perception is their reality | | | | |
| | | | What we mean, is that no matter what their |
| Assumptions and their effect on how people | | | | personality, there will be a kind of buzz |
| see the world | | | | around them; things change when they're |
| | | | around; indeed, things might even get shaken |
| What are your terms of reference and seeing | | | | up when they're around. It isn't always |
| the bigger picture | | | | comfortable being around leaders. |
| | | | |
| Personal patterns and beliefs | | | | You can't stay stuck |
| | | | |
| A look at the elements that have influenced | | | | Along with a 'can do' attitude, is an ability |
| and shaped the participants | | | | to move things forward. When others get |
| | | | bogged down, good leaders know how to |
| Establishing ownership of individual's | | | | motivate and inspire the people around them. |
| leadership behaviours | | | | They are willing to take risks and stand up |
| | | | for what they believe. They want to get |
| A programme needs to be designed around the | | | | things done and bring people along with them. |
| development of the individuals involved | | | | |
| rather than towards competencies identified | | | | Development training |
| as required by the organisation. | | | | |
| | | | Can training develop leadership skills? |
| Leadership style | | | | |
| | | | In our view, you cannot 'send' someone on a |
| What does a leader look like? | | | | leadership programme who doesn't want to be |
| | | | there and expect them to become a leader. |
| No cookie cutter models here. Everyone can | | | | It's not like the reluctant presenter who |
| develop their capacity to lead, from church | | | | gets sent along to a course and finds out |
| committees to local pressure groups to | | | | that it's not so bad after all. If your |
| business teams to political parties. When | | | | prospective leader isn't fully engaged in the |
| someone is committed to, and practises using | | | | process, sending them along to be 'taught' |
| their leadership capabilities at all levels | | | | leadership skills will be a waste of time and |
| in their life, then they can and will develop | | | | money. |
| their own potential as a leader. | | | | |
| | | | If you fall into that category, then no |
| There is a tendency, in our Western culture, | | | | amount of leadership training is going to |
| to see Leadership as synonymous with white, | | | | develop your skills. |
| middle class, male, in charge. There's a kind | | | | |
| of unspoken template of what leadership is | | | | However, if you have to step into a new |
| supposed to look like. Now we know that isn't | | | | leadership role, or there are greater |
| true. Leadership can and does come in many | | | | expectations of how you manage people, or |
| different shapes and forms. | | | | you've become a project leader, and you have |
| | | | a willingness to develop and take on new |
| Good leaders don't conform to a template. | | | | skills, then it's really possible to give |
| Indeed, leaders are people who don't usually | | | | yourself a leadership boost. Everyone can |
| follow the party line. They have an edge to | | | | develop their capacity to lead, from church |
| them, they get up people's noses sometimes, | | | | committees to local pressure groups to |
| they make decisions - lots of them - that | | | | business teams to political parties. When you |
| often others don't like. They say the things | | | | are committed to, and practise using your |
| that need saying in a way that others | | | | leadership capabilities at all levels in your |
| understand. | | | | life, then you can and will develop your own |
| | | | potential as a leader. |
| Don't let the picture get in the way | | | | |
| | | | Management training |
| However, it is important to acknowledge that | | | | |
| people developing their leadership skills are | | | | We believe there is a real difference between |
| often hampered by their picture (or other | | | | management and leadership. You don't need to |
| people's picture) of what a leader is | | | | be a leader to be able to manage other |
| supposed to 'look' like. | | | | people. However, to be an outstanding |
| | | | manager, you do have to have some of those |
| This is when it's important to understand | | | | essential skills and qualities that are |
| that the role of leader is not only | | | | necessary in developing as a leader. |
| completely individual (remember, they don't | | | | |
| fit a mould!) but also has to be worked at | | | | Even if you are a manager with no major |
| with belief and will and determination by the | | | | aspirations of leadership, there will be |
| person occupying it. | | | | people who will turn to you for leadership, |
| | | | whether you like it or not. Therefore, when |
| It's different for everyone | | | | looking for training to develop your skills, |
| | | | it might be a very good idea to look at |
| Not only that, leaders will be experienced | | | | leadership courses as well as management |
| differently by the individual people they | | | | courses. |
| lead. One getting encouragement, another | | | | |
| understanding. That, of course, will be due | | | | Leadership courses |
| to the leader's ability to see what each | | | | |
| person needs (more on this later). | | | | There are scores of courses available calling |
| | | | themselves Leadership Training, Leadership |
| In addition, not every leader is going to be | | | | Development, Leadership Skills, etc. We |
| a great leader in the sense that the world | | | | cannot judge just how good they are, but if |
| around them acknowledges their leader status. | | | | you think about everything you've read so far |
| Many leaders get no 'public' recognition, | | | | and feel in synch with our sentiments, then |
| only their personal satisfaction of a job | | | | that's what you need to look for: courses |
| well done. | | | | that incorporate a clear approach to |
| | | | developing leadership skills. |
| Leadership theory | | | | |
| | | | Earlier in this document we outlined some of |
| Seeing the Big Picture Vision | | | | the things to look for in a Leadership |
| | | | Training Programme. Add to that list a few |
| When the 'vision' word is used it usually | | | | more essentials: |
| means that someone has an idea of what the | | | | |
| future could look like and a plan to get | | | | How to initiate leadership behaviours |
| there. No point painting rosy, pie in the sky | | | | |
| pictures ('we'll double our turnover in a | | | | Understanding how commitment works |
| year; we'll create international markets; | | | | |
| we'll be number one in the UK', etc.) if pie | | | | Leading by example |
| in the sky is all they are. | | | | |
| | | | Influencing skills |
| More like, 'we could double our turnover in a | | | | |
| year, this is how we could get there, this is | | | | Empowering and motivating others |
| what I expect from everyone in the | | | | |
| organisation to help us get there and any new | | | | Thinking on your feet |
| ideas are welcome'. | | | | |
| | | | Handling yours and others' stress |
| The ability to see | | | | |
| | | | In our view, really good leadership courses |
| There is one essential quality for anyone in | | | | need to incorporate all of these elements to |
| any position of leadership: the ability to | | | | be truly effective. Equally important, a |
| see what is going on. Seeing is clarity. | | | | programme needs to be relevant to your |
| Seeing in the 'wood for the trees' kind of | | | | specific leadership needs and not something |
| way. | | | | off the peg. |
| | | | |
| We've heard the following phrase from a | | | | This is why Impact Factory only delivers |
| number of people throughout the years and | | | | tailored leadership training; so that each |
| it's a good one - get your attention off | | | | and every course fits the organisation to a |
| yourself and on to whatever is going on. | | | | 'T'. |
| | | | |
| What you'll see | | | | In conclusion: |
| | | | |
| Here's what you'll be able to see if you do | | | | Expect the unusual, the quirky, the |
| that: you'll be able to see things from other | | | | non-conformist, the doer, the inspirer and |
| people's points of view; you'll be able to | | | | you've got yourself a leader. To become one |
| understand what's going on for them. You'll | | | | or to develop your leadership skills you have |
| be able to see what other people are capable | | | | to be fully engaged in the process of |
| of and how to help them achieve it. Most | | | | development and just like everyone else, you |
| importantly, you'll be able to see the whole | | | | have to practise, practise, practise. |
| picture not just your little bit of it. | | | | |
| | | | Key Learning Points: |
| Leadership skills | | | | |
| | | | The power of aligning personal motivation and |
| What makes you tick? | | | | business objectives |
| | | | |
| Know thyself. To be able to see you need a | | | | The capacity of strong well expressed beliefs |
| clear understanding of what has made you the | | | | to motivate others |
| way you are and what has shaped and | | | | |
| influenced your life. The clearer you are | | | | Communication is far more than just words |
| about what motivates and affects your | | | | |
| behaviour, the clearer you will be able to | | | | Leadership is not just about getting people |
| see what is going on with other people. | | | | to do what you ask |
| | | | |
| You didn't spring fully formed from Zeus's | | | | It is far more about seeing what is needed |
| head - many things have affected you over the | | | | and carrying people forward with your vision |
| years. A good leader is proud to acknowledge | | | | |
| role models, people, places, things, etc, | | | | Being able to create the impact you want |
| which have inspired them. | | | | |
| | | | Expanding your spheres of influence |
| You can't do it alone | | | | |
| | | | Being able to talk to people in terms they |
| Any good leader worth their salt should be | | | | understand |
| able to name 100 people, places, things, | | | | |
| right off the bat. Why? Because they know | | | | Using appropriate language |
| themselves well enough to acknowledge who has | | | | |
| supported and inspired them along the way, | | | | The relevance, development and use of |
| and what support they still need to get | | | | personal style |
| things done. | | | | |
| | | | Putting across concepts and ideas with ease |
| Leadership quality | | | | and flair |
| | | | |
| Qualities | | | | The value of creative risk-taking and "out of |
| | | | the box" thinking |
| Think about what qualities your role models | | | | |
| have that are attractive to you, that make | | | | Making sure projects move forward without |
| them inspiring. Now, putting aside modesty, | | | | having to do all the work yourself. |