Changing Face of Leadership

7/27/2019 Changing Face of Leadership

1/3

Feature Artic le appearing in the October 13, 2010 eNewsletter

The Changing Face of Leadership: 4 Keys to Managing Todays Workforce

By Ken Blanchard

The Ken Blanchard Companies asked 1,400 workers about some of the biggestmistakes leaders make when it comes to managing others. The responses cited mostoften were:

1. Failing to provide appropriate feedback (82%)2. Failing to listen to or involve others in the process (81%)3. Failing to use a leadership style that is appropriate to the person, task, and

situation (76%)4. Failing to set clear goals and objectives (76%)5. Failing to train and develop their people (59%)

With highly mobile, competent workers in demand, employers must find ways to attractand keep their best people. Today's best leaders provide an environment where peoplecan stretch, learn, and share their talents. Here are four strategies that can help:

Set a clear, inclusive vision.

Without a compelling vision and clear goals, your leadership really doesnt matter.Leadership is about going somewhere.

With time and resources at a premium, leaders need to focus their people on the critical

tasks to be accomplished. Begin by identifying the goals and strategic imperatives of theorganization. Next, clarify what each team and department needs to be doing to helpthe organization achieve its goals. Finally, break it down to individual goals and tasks toachieve the desired results.

When people can see where the larger group is heading and why heading that way isimportant, they can begin to work in the same direction. Instead of wasting their time onlow-impact projectsor investing time in work that doesnt support the companysvisionthey can focus on high-impact areas that directly contribute to shared goals andsubsequently improve the company's bottom line.

Increase the quality and quantity of conversations occurring between managersand direct reports.

This is one of the best ways to get everyone on the same page. A great way to start isby setting up a consistent schedule of weekly one-on-ones. Dont let time pressures getin the way of a weekly check-in with direct reports to see how they are doing. A short,weekly meeting where the agenda is driven by the direct report can work wonders inproviding the appropriate combination of direction and support people need to beengaged and productive.


2/3


Consider the whole person.

Dont ask people to leave their nerve endings at the door. Employees want theirmanagers to know them as peopleincluding the issues they might be dealing withboth in and out of work. Employees want to feel cared for, understood, and supported intheir efforts to make a difference at work.

This leads back to the importance of increasing communication. Leaders need tocontinuously communicate so they can meet their employees needs.

Acknowledge that people have concerns. Once youve communicated the vision for theorganization, you also need to take the time to listen for concerns and anxieties thatpeople might have. Create opportunities for dialogue. This doesnt mean coddling

people, but it does mean taking the time to make sure that you are listening.

Increase involvement.

One of my favorite sayings is that, No one of us is as smart as all of us. One of thegreat advantages in working together with other people is that you can tackle a problemfrom a rich variety of viewpoints. But you have to encourage participation and reallylisten to what people have to say to make the most of that opportunity.

Today, we need more involvement instead of less involvement, but this doesn't meanleaders need to immobilize themselves by making sure everyone agrees. Its muchmore important that everyone be heard.

Leaders have to increase involvement and influence. They have to look for good ideaseverywhere. They have to look for ideas from people who are informal leaders in theorganization in addition to people who are formal leaders. They have to look to resistersas well as adopters of change. The more that we can get people talking to others whohave different viewpoints, the more chance we have to be responsive, resilient, andadaptive in the face of change.

The New Reality

During todays constantly changing conditions, organizations need everyone to beinvolved to be able to provide the quick, nimble, and adaptive response that allowsorganizations to thrive. By sharing power and expanding influence, leaders can createan organization with a strong overall capacity to change and succeed.

Today, you need to partner. Thats why it is so important for senior leaders to addressconcerns and include all employees in the process. When people are involved in thesetypes of conversations, they bring their creativity and discretionary energy to the table.


3/3


Globalization and the increasingly international nature of business is changing the

requirements of leadership. One of the great advantages in having a diverse populationis that you can tackle a problem from a wide range of viewpoints. But you have toencourage participation and really listen to what people have to say to make the most ofthat opportunity.

Good pay is no longer the only answer. Todays workers want more. They seekopportunities where they feel that their contributions are valued and rewardedwherethey are involved and empowered, can develop skills, can see advancementopportunities, and believe they are making a difference.

Editors Note:

Ken Blanchard, cofounder of The Ken Blanchard Companies and coauthor ofThe OneMinute Manager, believes that bringing people together from diverse backgroundscreates tremendous opportunities for organizations, but also some challenges. In twoupcoming executive briefings in Calgary on October 19th and in Ottawa on October22nd, Blanchard will be discussing how organizations can benefit from newperspectives if they are able to unite people behind a common set of values and goals.
http://www.cvent.com/EVENTS/Info/Summary.aspx?e=67bd650b-165a-4dbe-8fc5-d48fc84d92abhttp://www.cvent.com/EVENTS/Info/Summary.aspx?e=1fd57a60-f7c5-4867-9227-3085d692eaa3http://www.cvent.com/EVENTS/Info/Summary.aspx?e=1fd57a60-f7c5-4867-9227-3085d692eaa3http://www.cvent.com/EVENTS/Info/Summary.aspx?e=1fd57a60-f7c5-4867-9227-3085d692eaa3http://www.cvent.com/EVENTS/Info/Summary.aspx?e=1fd57a60-f7c5-4867-9227-3085d692eaa3http://www.cvent.com/EVENTS/Info/Summary.aspx?e=67bd650b-165a-4dbe-8fc5-d48fc84d92ab

Documents

Changing Face of Leadership