“We are concerned when we see that many executives around the world don’t have confidence in their organisation’s skills to achieve strategic goals and that most of them are not planning to address it. Doing business today is fundamentally different from just a year ago, and you have to have the right talent within the organisation to meet your goals.” “We are, however, pleased to see the focus on mid-level managers for leadership development – it’s not just about the CEO calling the shots. Creating leaders must happen on an international scale to connect disparate workforces as well as at a deeper level within the organisation to engage more people.” “Virtual leadership development has the unrivalled benefits to meet these demands. It accelerates a business strategy that is essential to not only adapt to today’s market conditions, but also to take advantage of them and stay ahead. Those who don’t get on board will be left behind.”
Ray Carvey, executive vice-president of corporate learning and international at Harvard Business Publishing. http://www.personneltoday.com/articles/05/03/2013/59245/employers-urged-to-rethink-talent-strategies.htm
'half of the 674 executives surveyed globally have little confidence in their companies' ability to mobilize quickly to capitalize on market shifts or to serve new customers. Half do not believe that their culture is adaptive enough to respond positively to change. And 44% aren't certain that their workforces are prepared to adapt to and manage change through periods of economic uncertainty.' http://www.accenture.com/us-en/outlook/Pages/outlook-journal-2012-corporate-agility-six-ways-to-make-volatility-your-friend.aspx)
Do you readily accept the need for teaching when learning to play Golf or Ski? Are you similarly ready to invest in training future supervisors to avoid bad habits being ingrained and inefficiency from individuals 'practicing' leadership without the basics? How do your junior leaders balance the needs of tasks with those of individuals and their teams? Do they do this in a way that encourages engagement or are they endanger retention of your people? Without more training and development, is there a risk that they will create more evidence for the case that “individuals join enterprises but leave Managers”?
How much does your enterprise loose through:
- Individuals managing themselves ineffectively
- Managers not recognising the needs of individuals on their teams
- Less than excellent collaborative performance due to inefficient and ineffective leadership of teams
We work with organisations to grow staff capability in 4 areas to further improve enterprise agility (& staff engagement):
- Next Generation Leaders. We believe that the development of talent can be accelerated & engagement improved – while growing the capabilities needed to excel in our competitive, agile business world. Please see next generation senior leaders.
- Managing Teams Better. A programme designed for individuals with Technical backgrounds that are new to supervising / managing people. This can be delivered either face-to-face or via an eLearning Internet application. Please see first line supervisors.
- Continuous Business Improvement. A workshop for managers and team leaders focused on continuously improving the experiences clients (internal and external) have of your products and services.
- Managing Major Changes. A workshop targeted at managers that builds participants understanding of the challenges involved in managing change effectively.
Download our Accelerating Capability Paper written by Huw Morris