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.
Company annual general reports regularly make statements referring to their workforce as their greatest asset. Yet in many instances the investment of time, money, and resources in the workforce do not match these fine words. It is important to remember that only an extremely small number of people are born with natural leadership skills. In the vast majority of cases the skills required to lead a workforce have to be instilled, developed and nurtured just like most specific skills.
For business leaders to manage this process effectively, it is vital that they are able to spot and comprehend the steps of the leadership evolution. Having successfully completed the desired theoretical training, there are basically three main phases that the recently appointed leader will follow. The first is the intuitive phase followed by the transitional phase and finally the management phase.
During the intuitive step the newly appointed leader will tend to take the majority of work related decisions themselves. Immersing themselves in technicalities they will also be spending more time telling others what to do in contrast to using good listening practices. Organization will revolve more around the personality of individuals, recognition is monopolized and tasks controls performed by observing.
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.
Coaching by a skilled manager and providing support through a respected mentor is often the most effective way of nurturing the incumbent through this phase. Confidence and the lack of achievement will be the largest problem to address. Recognizing and reinforcing correct behavior, no matter how small, is vital.
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.
Slowly, and sometimes painfully, our new leaders learn that people will help them get what they want to the extent that they believe leadership will in turn help them get what they want. The realization that leaders get results through others and that it is possible to multiply their own efforts by the skills and abilities of others, starts to sink in. Nothing succeeds like success.
The objectives of all leadership is essentially the same, however, the method and route to achieving this may vary widely depending on the individual. Senior company officials have a duty to nurture potential leaders within their companies. To achieve this it is now becoming clear that these efforts need to be focused on individualized training needs.
Company annual general reports regularly make statements referring to their workforce as their greatest asset. Yet in many instances the investment of time, money, and resources in the workforce do not match these fine words. It is important to remember that only an extremely small number of people are born with natural leadership skills. In the vast majority of cases the skills required to lead a workforce have to be instilled, developed and nurtured just like most specific skills.
For business leaders to manage this process effectively, it is vital that they are able to spot and comprehend the steps of the leadership evolution. Having successfully completed the desired theoretical training, there are basically three main phases that the recently appointed leader will follow. The first is the intuitive phase followed by the transitional phase and finally the management phase.
During the intuitive step the newly appointed leader will tend to take the majority of work related decisions themselves. Immersing themselves in technicalities they will also be spending more time telling others what to do in contrast to using good listening practices. Organization will revolve more around the personality of individuals, recognition is monopolized and tasks controls performed by observing.
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.
Coaching by a skilled manager and providing support through a respected mentor is often the most effective way of nurturing the incumbent through this phase. Confidence and the lack of achievement will be the largest problem to address. Recognizing and reinforcing correct behavior, no matter how small, is vital.
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.
Slowly, and sometimes painfully, our new leaders learn that people will help them get what they want to the extent that they believe leadership will in turn help them get what they want. The realization that leaders get results through others and that it is possible to multiply their own efforts by the skills and abilities of others, starts to sink in. Nothing succeeds like success.
The objectives of all leadership is essentially the same, however, the method and route to achieving this may vary widely depending on the individual. Senior company officials have a duty to nurture potential leaders within their companies. To achieve this it is now becoming clear that these efforts need to be focused on individualized training needs.
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