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The Hidden Dimension of Leadership
I was recently chatting with an HR colleague about the extensive use of psychometric assessments in leadership selection and development. Despite the sophistication of many of these tools, we both reflected on a familiar organisational experience. People are promoted into increasingly senior leadership roles, appear to have all the right credentials, perform well initially, and…
HR Future Focus – Leadership Culture: The Real Competitive Edge
The Real Competitive Edge Two weeks ago, I had the privilege of co-chairing the HR Directors Conference, hosted by Knowledge Resources. It was so good to spend time with so many truly remarkable HR leaders. What I walked away with has been sitting with me ever since. On reflection, almost every single talk, whether it…
PART TWO: The Gift Of Influence
– Part 2 of a 6-Part Series In Part One, I suggested that trust is not an emotion but the conclusion our subconscious reaches after accumulating our experiences of another person. The obvious question then becomes: So why is that important? The answer is simple. When people trust us, they give us one of the…
Why Training Departments Don’t Create Learning Organisations
Peter Senge’s idea of the “learning organisation” has been misunderstood for years. Too often, companies assume that having a training and development department makes them a learning organisation. In fact, that structure often does the opposite. It shifts accountability for learning away from where it belongs, with every leader and every individual. A true learning…
Real Leaders Value Intrinsic Motivation Over Loyalty
Think about it. In the past leaders prided themselves in the loyalty of their staff, emphasising the transactional nature of the relationship. They offered benefits, competitive pay, stylish uniforms, a pleasant work environment, and even a gold watch upon retirement. In return, loyal team members would go above and beyond to meet their leader’s needs,…
PART ONE: Building Trust One Experience at a Time
– Part 1 of a 6-Part Series Yesterday I spent the morning coaching two experienced middle managers. Both were intelligent, capable and deeply committed to their work. Both had impressive track records and a genuine desire to do a good job. Yet they had reached a point where working together had become increasingly difficult. Their…
