Why What Got You Here Won’t Get You There!

Why what got you here won’t get you there!

Are any of these scenarios familiar to you?

  • You’ve been recently promoted.
  • You’re in the same job you were in a year ago, but the scope is a lot bigger today than it was then.
  • You’re working in an organization where the performance bar has been raised dramatically.
  • You’re operating in a constantly changing competitive environment.

I expect you are in a position where you could easily pick two, three or four of these options.  The question is, what do they have in common?  The answer is that you are in a different situation in which you need to get different results. You can no longer do what you always did to get what you always got. In short, you need to change.

The problem with change is that we don’t always like to or want to change. Also, if we have been successful in the past then it can be difficult to change our behavior as we believe it is our past behavior that has made us successful. However, these same behaviors can now be an impediment to us with our being successful in spite of our behavior rather than because of our behavior.

In dealing with this are two things to identify:

  • What behaviors do you need to stop?
  • What behaviors do you need to change to be a more effective leader?

In doing this you cannot depend on your own intuition.  An interesting piece of research found that leaders, when comparing themselves to their peers, consistently over-rated their contribution with 80% of all leaders surveyed seeing themselves in the top 20% of performers, and 70% seeing themselves in the top 10% of all performers.  To get a realistic understanding of what you need to improve on as a leader you need to objective input from your stakeholders. These are the people who are involved with you and impacted by your behavior – your boss, your peers and your reports.

To find out more how you can do this email Andrew Cooke and find out more about the Marshall Goldsmith Stakeholder Centred Coaching process for executive coaches and successful leaders.

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Share your thoughts and ideas here, or email me at andrew.cooke@business-gps.com.au

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Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

5 Keys for Self-Influence

Leadership is influence” – John Maxwell

by Andrew Cooke, Growth & Profit Solutions

Be the Change You Want to See

The difference between management and leadership is best described as management is about handling complexity, whereas leadership is about handling change.  Change is about successful influence, and influence is a personal skill that can be developed and grown.

People often don’t think of themselves as influencers because they fail to see that the common thread running through the triumphs and tragedies of our lives is our ability to exert influence.  It is the lack of our being good at exerting influence that causes us a great deal of grief, people tend to be better copers than influencers by choice.

Leadership is about influence.  When we influence others, we are leading them.  When we influence ourselves, we are self-leading.  That brings up the question, “What are the thoughts, behaviours and strategies that help us exert influence over ourselves?

5 Keys to Self-Influence

1.       Make peace with the uncontrollable. Figure out the things you can change, and then change them.  If you can’t change something, then learn to live with it.  This means changing your attitude about the uncontrollable.

“Give me the serenity to accept the things that you cannot change, the courage to change the things I can, and the wisdom to know the difference”.

You learn to live with it by making peace with it.  I’ve discovered – repeatedly – that worrying about something is not a good problem-solving technique.  You feel like you’re doing something, but it only makes things worse.  By not worrying, you make space for new thoughts and ideas to enter.

Let go of what you can’t control.  Invest your energy in things you can.  Your attitude is the first place to start.  Which means you must….

2.       Let go of the past. We know nothing is gained by pointing out what others did, or what’s wrong with them.  Yet we do this with ourselves.  Focus on how to make the future better rather than why the past was bad.  We learn from the past, but we don’t live there.  This means you need to…….

3.       Focus on what’s important. Don’t waste physical and emotional energy on the trivial.  This will help to eliminate “vicarious living”- the trap of talking about others rather than discovering how we can make a difference.  There’s a lot of nonsense in our daily discussions, and most of it doesn’t matter.  Is the investment on the topic really worth it?  What’s it worth 10 hours from now?  10 days from now?  10 years from now?  Playing it forward will help you determine its present value.  You can discuss debate, argue and be right, but is it worth it?  Train your mind to use the 10/10/10 approach before you invest time in the discussion.  Instead, why not……

4.       Invest in yourself. This is not an act of selfishness.  If I don’t take care of “me”, I can’t take care of “you.” Investing in me allows me to invest in you. Investing in yourself may mean putting some money, some time, and some energy on the line to contribute to your growth and personal development.  Investing in yourself allows you to invest in others. The more you influence yourself, the more you will influence others.  You cannot give what you don’t have.  One way to do this is to…..

5.       Invite feedback as an opportunity to be transparent. Feedback has positive benefits as you learn new information and skills.  But it also makes you more transparent.  It helps you develop an openness about who you are.  Feedback is not about pleasing others.  It’s an exercise in learning about yourself.  Growing in your personal curiosity and openness is attractive.  This kind of person is trustworthy, optimistic, flexible, poised, and cheerful. Transparency helps produce these traits.  People aren’t attracted to perfection.  They are attracted to transparency.  Feedback expands the boundaries of personal openness.

One of the greatest challenges in life is influencing yourself in a world that’s constantly pressuring you to conform your image to theirs.  It can be immobilizing!  Someone is always richer, prettier, smarter, stronger, younger, wiser, and funnier than you.  The paradox is that the more we influence ourselves to be ourselves, the more people like us.

And we like ourselves more too!

This article is partly based on the article, “5 Ways Smart People Influence Themselves” by Mick Ukleja.

Click here to find out more about Andrew Cooke and Growth & Profit Solutions 

Using the Leadership Grid to be an Adaptive Leader

The Trials of Leadership Styles

by Andrew Cooke, Growth & Profit Solutions

Adapting your leadership style for effective results – balancing task- and people-oriented leadership.

Leadership Styles

When organizing a company meeting what do you, or the individual you have delegated to, do first?  Do you develop the timeline and associated task, or do you consider who would prefer to do what and then try to develop an approach and schedule around their needs?  And how do you respond if you fall behind schedule – do you focus on the tasks or the people?

How you answer the above can reveal your preferred personal leadership style, these can be:

  • Task-oriented – you focus on getting things done, you are more production or task-focused;
  • People-oriented – you want to people to be happy, you are more people-focused;
  • A blend of both.

Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it’s useful to understand what your natural leadership tendencies are, so that you can then begin working on developing skills that you or your reports may be missing.

Understanding the Leadership Grid

The Leadership Grid is based on two behavioural dimensions:

  • Concern for People – this is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.
  • Concern for Production – this is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

In the Leadership Grip below there are five leadership styles.

  Leadership Grid 2a

The Leadership Grid highlights how placing too much emphasis in one area at the expense of the other leads to low overall productivity.  However, when both people and production concerns are high, employee engagement and productivity increases accordingly.

The Five Leadership Styles

Impoverished Leadership – Low Production/Low People (A)

This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. Often typified by a delegate-and-disappear management style, the leader of manger shows a low concern for both people and production. He (or she) avoids getting into trouble. His main concern is not to be held responsible for any mistakes. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The result is a place of disorganization, dissatisfaction and disharmony.

Produce or Perish Leadership – High Production/Low People (B)

Also known as authoritarian or compliance leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. There is little or no allowance for cooperation or collaboration. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.  Although results may be achieved in the short-term it is not sustainable in the long-term as employees become disengaged and employee turnover increases.

Middle-of-the-Road Leadership – Medium Production/Medium People (C)

This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem: when you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.

Country Club Leadership – High People/Low Production (D)

This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. The leader or manager is almost incapable of employing the more punitive, coercive and legitimate powers fearing that using such powers could jeopardize relationships with the other team members. The organization will end up with a friendly atmosphere, but not necessarily very productive due to a lack of direction and control.

Team Leadership – High Production/High People (E)

This is the pinnacle of leadership style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.

Applying the Leadership Grid

1.      Identify the Current Leadership Style

What is your current leadership style?  Review past and current situations where you have been the leader.  For each situation mark your position on the matrix.  What themes or trends can you identify?  Why have you put yourself there?  What was the outcome for using that style? Use the template below to assess yourself.

2.      Identify areas of improvement and develop your leadership skills?

Are you more task-focused or people-focused?  How effective are the leadership styles you are using?  Are you in the middle-of-the-road?  If so, do you need to operate outside your comfort zone?  Are you too task-focused?  If so, what people skills do you need to develop?  Are you too people-focused?  If so, what do you need to do develop task-related skills?

Leadership Grid

3.      Monitor, Review and Solicit Feedback

Get others to assist you in this and to share their perspective and reasoning in a constructive manner.  This is an on-going process, not a one-off event.

Summary

Being aware of the various approaches is the first step in understanding and improving how well you or your reports perform as a leader or manager. It can also help you to anticipate how you lead can impact the level of employee engagement either positively or negatively.

At different times and for different situations you will find that you will adapt your leadership style – there is no one style that can be universally applied to produce the results and the people that you want to develop and achieve.  However, the Leadership Grid provides you with a tool by which to assess the alternative styles that are available to you.

Don’t treat the Leadership Grid as the “ultimate truth” – it is only there to provide input for you to consider when trying to determine and understand what is the most effective leadership style for you to use given your situation, the context of the situation (including its seriousness, urgency and whether it will become more acute if left unaddressed), your current skills and capabilities, your experience and your people.

Finally, don’t forget to use this tool with your own reports – a great leader develops his or her people.

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Creating ‘Head Edge’ for Competitive Advantage

The power of visualization and mental rehearsal is often not appreciated by leaders and managers, yet it has been proven in research time after time.

Let me share one study done with the United States Olympic ski team. The team was divided into two groups equally matched for ski-racing ability. One group received imagery training, visualizing how they would win their races; the other served as a control group. The coach quickly realized that the skiers practicing imagery were improving more rapidly than those in the control group. He called off the experiment and insisted that all his skiers be given the opportunity to train using imagery.

Like anything, visualization requires regular practice; this can be done anywhere, at any time, even when you are tired. When visualizing and mentally rehearsing, make your images as vivid and as clear as you can. Don’t just visualize the end result, but visualize every step you will take along the way and how you will feel. Incorporate every sense into building that picture of the future. See yourself overcoming mistakes, and imagine yourself doing things well. You will find, and feel, yourself achieving greater confidence, clarity and agility.

Top sports psychologist, Gary Mack, used to carry out an experiment on the power of the mind and visualization when he coached professional sports teams on the power of the mind. He would get all the athletes to stand up and then ask them a simple but important question: ‘Who believes that their performance on the sporting field is affected by how they think, by at least 50 per cent?’ He found that at least half the room agreed. He then asked a very powerful question: ‘If most of you believe that your state of mind changes your final performance so greatly, why aren’t you spending ten, twenty, thirty or even fifty per cent of your training time on thinking in the right way?’ The room would go quiet as the athletes realised that they were not devoting nearly enough time to mental training for peak performance.

It is no different for business leaders and managers. We get so caught up in what we do, the physical training and the present, that we do not look at how we do what we do, the mental training and the future. We often act, but without any clear direction in mind. We are trying to move straight from the ‘Now’ to the ‘How’ without considering the ‘Where’. This is a reflex action. What we want is reflective action, to think about what we are going to do and where it will take us. Working on your “head edge” and making dedicated time to reflect will help you do this.

Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

 

How to Be an Effective Leader?

What Do Effective Leaders Do?

The one thing effective leaders do. Do you do this too?

by Andrew Cooke, Growth & Profit Solutions

effective leadership

When you ask people what do effective leaders do you will get a range of responses – set strategy, provide direction, develop people, motivate people, create alignment of activities, and so the list goes on. All true, but they are all facets of one thing,

To discover this, ask yourself what should an effective leader do? The one thing an effective leader should do is to get results.

All the earlier responses are actions that an effective leader makes in order to get results.  If it were that easy then virtually all leaders, by dint of what they do, could be effective leaders.  But this is not the case. A leader is not effective because of what he or she does, but rather because of how he or she does it.  An effective leader is followed, and people follow the leader for who they are and not because of the position.

As such, it is how leaders lead that encourages and engages other people to follow and get results.  The “how” is the individual’s leadership style, and this is made visible and tangible in the behaviours they exhibit when leading.  This is important as people will pay more attention to what their leaders do than what they say, and if there is a conflict between (such as when the leader does not “walk the talk”) then people will follow the example of what is done rather than what is said.

There are six common leadership styles which are utilised by leaders, and which they switch between in the short-term on a frequent basis.  These six styles provide a context in which a leader behaves, and depending on the leadership style the behaviours that exhibit can be very different.  The leadership style used is a result of the individual’s perception of the situation at hand and how they need to adapt it, and their personal preference in leadership styles.

Six Leadership Styles

  • Coercive leaders – demand immediate compliance.
  • Authoritative leaders – mobilize people toward a vision.
  • Affiliative leaders – create emotional bonds and harmony.
  • Democratic leaders – build consensus through participation.
  • Pace-setting leaders – expect excellence and self-direction.
  • Coaching leaders – develop people for the future

Being an Effective Leader

So, to be an effective leader – a leader who gets results – you need to

  1. Be clear on what the results that you want are – ensure you articulate and communicate them clearly to everyone.
  2. Be clear on how you will achieve them, in doing this you need to:
  • Use a suitable leadership style given the context of your particular situation.
  • Adapt your behaviours to the style, but make sure that they provide the right example to others and for others to emulate.
  • Switch between styles and behaviours as needed so you not only get the results, but you get them in the right way.

Remember, the difference between a good leader and a great leader is in the how.

Next Steps:

Look at what you are looking to achieve as a leader.  Once you are clear on what you have to do, and can articulate it, then ask yourself how can I do this to be effective?

Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

Are You Setting Up People to Fail?

When Leadership Fails – and Why!

Leaders and potential leaders are often set-up to fail by their own companies.  Where are companies going wrong, and what can we do about it?

by Andrew Cooke, Growth & Profit Solutions

Let me paint you a picture.

Your business has a new global initiative to identify and develop leaders to meet both the current and the future needs of the business.  Your business is looking to expand globally, and with the slow-down in the developed world you are looking to improve your efficiencies where you are established, expand your existing products and services to new markets, and to develop a culture of innovation to help support and spur on the planned growth over the next 5 years.

Failing Leadership

You have spent considerable time and expense in establishing what your current talent pool looks like, and you have developed a framework of the key skills and capabilities that you need now and in the future as your existing business expands.  Against this you have tested and measured all those who are above a certain level to ascertain their potential, to identify how their skills and capabilities rate against the levels that you have identified as necessary.  From this you have developed the training needed to develop them.

This is a very broadstroke approach, but one that is familiar to those involved in developing, acquiring and retaining talent, and in organisational development.  It is time-consuming, expensive and requires considerable time, resources and top management time and active sponsorship.  And let’s assume you have all of this.

Now let me ask you – how successful have you been in doing this?  Yes, I know you can point to significant successes that have been realised.  But take a deep, deep look at what has been achieved and compare it to what was planned.  Compare this to what is actually needed.  You will find gaps and, dare I suggest it, gaps there are larger than you would like.  Or maybe you have some anecdotal evidence of some success, but you do not have clear measures in place or those that are in place are not meaningful.

So you want to have better leaders, for both now and in the future.  You want the right people in the right place who have the skills and capabilities to take the business forward, both now and in the future.  Yet despite investing millions of dollars, thousands and thousands of man-hours, and dedicating the necessary resources, time and senior management support your efforts fail or, at best, are only partially successful.  I know this is not true for you (?), but take a deep and long look at your efforts and see what has really been achieved.  I suggest you may be taking an over-optimistic view.  I am not disparaging the effort that has been put in, or people’s intent – that is in place.  However, the efforts have been made either in conflicting directions, reducing their effaciousness, or even in the wrong direction.

In the USA, according to the American Society of Training and Development, U.S. businesses spend more than $170 billion dollars on leadership-based curriculum.  Yet despite this massive annual investment what is the return that is achieved?  Few companies measure this in a meaningful way, and of those that do few achieve a significant return

So why is this happening?

Why Leadership Training is Failing Leaders

There are five main reasons:

1. Leadership is a Choice, Not a Position

Companies spend considerable time and effort in testing and assessing people to identify the potential leaders.  Here is my first gripe.  How can you test for leadership?  You can’t.  Leadership is only apparent when people stand up and lead.  It is a choice.  I might have perfect pitch, an ability to follow music by ear, and a great pair of lungs but if I am not interested in playing the trumpet it does not mean I will be a great trumpet player.

I suspect many companies “test and assess” people for leadership because this is what they do for technical roles.  The thinking is that it has worked well for them there, so by extension it should work for leadership roles.  As a result of this companies spend significant money and time in trying to skill up those who have leadership “aptitude” (as tested for) but no “attitude” (no desire).  This has a double-impact with:

  • Many of those being developed lack the passion required to be a leader.  Investing   time, resources and money into such candidates is ineffective; it also means that the level and quality of leadership being developed is sub-par (as well as all the implications and costs of having poor leaders in place who are not able to lead effectively).
  • There being a significant opportunity-cost in that those who do have the passion, hunger and desire to be great leaders lack the opportunity to be fully developed.  Frustrated they will leave to work for other companies, including competitors, where they can grow.

2.  Leaders are Developed not Trained

Companies confuse training and development, using the terms interchangeably when they are not synonymous.  Here is why.

Training focuses on teaching people about the necessary systems, processes and techniques and, in doing so, assumes that these are correct.  It looks to standardise, and to acquiesce to “best practices” which are in themselves static as they represent a fixed goal. Training assumes a status quo and is not suitable for equipping people to deal with dynamic or volatile environments.  Leaders will try to avoid training because, quite rightly, they do not see it as supportive or developmental.

Herein lies the crux.

Leaders need to be developed. Leaders have to adjust to the new business reality, where they need to lead the business in a volatile, uncertain, ambiguous and complex world – and one which is becoming increasingly so.  To develop our leaders we need to help equip them to develop and grow themselves, and in turn to grow their teams and reports, to provide the agility, flexibility and speed to adapt and grow.  Training, to be frank, does not cut the mustard – it is one-dimensional, one-size-fits-all and static – it looks back, not ahead.

Developing leaders is challenging – because they want to be and need to be challenged.  In this dynamic environment the adage of “what got you here, won’t get you there” is increasingly true.  Leaders need to be proactive, not reactive.  They need learn experientially, expand their social and business networks to gain alternative perspectives, and they need on-going support in doing so.  Too often leaders are “trained and left”.  The erroneous belief being that now you have ticked the box and attended the course you can do it all, when it is apparent this is not the case.  This is especially true as leaders, at all levels of the business, have no prior experience on which to draw in working in this new business reality in which we exist.

As such, leaders have to be trailblazers to lead the business and its people into new territory – and to do this they need to be fully supported and provisioned, whilst being supported in learning how to live off the land as they progress.  You need to develop them and support them on a continuous basis.

3. Leaders are Unique – Not Standard

When developing leaders too many companies adopt a “cookie-cutter” approach, believing that a standardised process will produce a standard human output.  Yet every leader, or high potential, has reached their current position through a unique blend of education, experience and skills; and each has their own unique set of strengths and weaknesses.  This means that they need an individualised approach to their development to not only build on this, but also to recognise that what got them to their current position will rarely be sufficient or appropriate to taking them further.

In doing this you need to identify what are the business outcomes you are looking for, the metrics and the expected benefits and value you will realise from achieving the outcome.  There will be areas of development that are core to all leaders and high-potentials, but there is a sizeable portion which needs to be customised.  Broadly speaking this is a 80-20 split between common areas and personalised approaches, however the benefits are often more split 20-80 as dealing with the individual’s requirements has greater relevance, immediacy and effect in helping them achieve results.

4. Leaders Never Stop Learning, the “Level” of Leadership is Fluid

The idea that you can complete a course, or a fixed program, and “become a leader” is a misnomer.  Leaders, instinctively, are great self-learners looking to challenge themselves and others, and have the humility to know they never have all the answers.

Leaders progress not only in their position in the hierarchy, but in how they lead or their “level” of leadership – and as they stay and/or move with their position in the hierarchy so they can go up and down in their “level” of leadership  The idea of the Five Levels of Leadership (from  John Maxwell) is shown below:

5 Levels of Leadership

5 Levels of Leadership

1. Positionrights granted by the position and title.

2. Permission – People follow because they want to. Level 2 leadership is based entirely on relationships. You can like people without leading them, but you cannot lead people well without liking them.

3. Production – People follow because of what you have done for the organization. Level 3 leadership is based on results. This is the easiest place to plateau.

4. People Development – People follow because of what you have done for them personally. Leaders become great, not because of their power, but because of their ability to empower others. Level 4 is based on reproduction.

5. Pinnacle – People follow because of who you are and what you represent. Here leadership is based on reputation.

As such, as leaders oscillate between these different levels they will need to not only learn more, but also how to apply it.  This leads me to my last point.

5.  Leadership is a Verb & Active, Not a Noun & Passive

Leaders lead, they make decisions and they take action.  They are proactive and not reactive.  They produce a centrifugal force that draws people to them, and which often places them at the nexus of event.  Leaders not only learn from their experiences, but they apply what they learn.

Research varies in how effectively what is taught in leadership courses actually transfers to leadership practice. Some have suggested that knowledge transfer is as low as 10%. Other studies show the number closer to 60%. Others estimate that 20% to 30% of ideas learned in leadership training turn into practice. Whichever of these statistics you believe, it is clear that the investment in leadership training is not having the impact it could, or should.

Why is this?  My belief is that they many of the methods use are essentially passive, and are not practically applied or built into helping leaders improve how they work.  It is assumed that a process of osmosis will move theory to application, rather than building it into experiential learning and supporting its on-going application and use.

How Can We Stop Our Leaders from Failing

To develop a leader you need to understand three key things when learning:

  • Reason – what is it that they are learning? What is the underlying purpose?
  • Relevance – why is it important, and what is the relevance of it? They are especially time-poor, so they invest their time carefully.
  • Results – how can they use and apply what they have learnt to good effect?

As such they need to learn experientially – it allows them to apply what has been learnt, to fully comprehend it, and to build it into how they do work and, in doing so, to drive performance and results.  You need to develop your leaders, not train them.  You can train a sheep-dog, but training a leader is like trying to teach a sheep how to herd a flock – it will only end up following the herd rather than leading it.

So how will you identify, engage and develop your leaders?

Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

Using Executive Coaching to Grow

How executive coaching can help you in your business

by Andrew Cooke, Growth & Profit Solutions

learn leadExecutive coaching is a next evolutionary step in the development of leaders. Historically, leadership development was largely focused on participants’ involvement in training programs. These programs were all based upon one completely invalid assumption—if they understand, they will do.

Wrong!

In the United States the diet industry is worth about $59 billion per year, with over 50% of Americans on some type of diet – yet 95% of dieters fail. That means the market just keeps churning: people lose weight, gain it again, and go right back to the diet industry to search for another solution.  Everyone who buys diet books makes the same assumption as everyone who goes to training programs: If I understand how to go on a diet, I will do it.

Wrong again!

You don’t lose weight by reading diet books. You lose weight by actually going on a diet—and sticking with it.  You don’t improve yourself by attending training programs, you only improve by actually applying what you learn on a consistent basis.

Extensive research involving more than 86,000 participants in leadership development programs from eight major corporations found that if leaders attend training programs, but then don’t discuss what they learn with co-workers and follow up to ensure continued progress—they improve no more than by random chance. In other words, they might just as well have been watching sitcoms all day!  Those who do apply what they have learned do get better. Yet many don’t!

Why do so many leaders attend training programs and then end up making no real change? The answer is seldom because of a lack of values or a lack of intelligence. The reason why many leaders don’t apply what they learn in traditional training when they’re “back on the job” is that they are buried in work. Leaders in major corporations today work harder than leaders have worked in the past 50 years. They feel trapped in an endless sea of e-mails, voice mails, and requests. They worry about global competition. The job security that they may have felt in the past is a distant memory. They barely have time to meet the minimum requirements of their jobs—much less focus on their long-term development as leaders.

Executive coaches can help leaders bridge the huge gap between understanding what to do and actually doing it. Your coach is a person who sticks with you over time and makes sure that you do what you know you should do, but have a tendency to “put off until tomorrow”—a tomorrow that (without help) may never come.

So why do CEOs prefer to work with external executive coaches rather than coach their leaders themselves? There are four good reasons:

  1. They don’t like dealing with behavioral issues, so their motivation is very low;
  2. They lack the ability to coach well
  3. They lack time
  4. It is more efficient and effective to have an objective outsider involved, rather than take up a leader’s valuable time which is in short supply

In today’s corporate world, the stakes have gone up, the pressure has gone up, and the need to develop great leaders has gone up. The time available for executives to do this has diminished. Coaching can help high-potential leaders become great leaders! In doing so, coaching helps you to develop the skills, capabilities, and bandwidth of your people to lead, manage and develop others.

Click here to find out more about Andrew Cooke and Growth & Profit Solutions.