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