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