As a leader, one of your key responsibilities is to develop the people who work with you, to push them to new heights, and to develop the next generation of leaders.
It’s true to say that not all of the people who work for you will become Leaders, but it is also true to say that they will all benefit from being developed in this direction.
Developing leadership skills isn’t a 1-week training session.
It’s an ongoing process, to which you need to be fully committed.
From my perspective a Leadership Program needs to include:
While defining the Leadership Culture you want to create might sound difficult, in fact, it’s fairly simple.
Most organizations want the same leadership culture, which you can find in most leadership books, but you probably already know it.
Most models include:
The problem is that in many companies they just talk the talk and don’t walk the walk.
Often the leadership culture then becomes just a reflection of the leader, which may be created subconsciously rather than consciously.
Here are 13 of the benefits of setting up a leadership program are:
Leadership is often the difference between success and failure, so why wouldn’t you want to create a culture that promotes success. in my opinion this is the number one job of any leader.
By Gordon Tredgold, Founder and CEO, Leadership Principles
This management backlash has roots in several places. For one, trust in leadership has eroded sharply. Only 21% of workers strongly agree that they trust the leadership in their company, and the number has been on the decline since the pandemic.
Knowledge workers, employees with technical expertise and high-level executives alike can benefit from training to grasp the nascent tech. Across industries, businesses are laying out plans to train employees to use generative AI and AI tools effectively.
There also needs to be an understanding of the toll that caring takes on the mental, and sometimes physical, health of the individual. The constant mental burden of ensuring that both children and the elderly are cared for needs to be recognised by managers, followed by an honest discussion with employees about how best to manage and support it.