The two components of Leadership critical in shaping a strong and high performance business culture are:
To what Leaders pay most attention
How do Leaders respond to critical incidents
“Managers do the job right, Leaders do the right job”
"If those in Leadership positions focus too much upon their 'transactional' role of providing technical expertise, administrative control, inspection and fulfilling their role as efficiency experts they are not maximising their role as change leaders. Instead, if Leaders devote their attention and their energies to inspiring others to transform the business you can be sure you have installed a Leadership culture."
Some questions……………
Who is a Leader?
A leader is someone who manages or achieves results through the efforts of others. This applies equally to those with technical responsibilities with no direct reports but who still have to motivate and lead others in the “supply chain”.
Can we have too much Leadership?
Few organisations have developed the right balance between 'transactional' and 'transformational' leadership.
The advantages of a strong Leadership culture are obvious. Appraise now how your business is doing in the Leadership stakes.
Think through the diagram below. The horizontal axis assesses “current performance” and the vertical axis depicts “potential achievement” given the right development.
How do you rate your organisation? Is it peopled by 'Question Marks' or 'High Flyers?'
What action can you take to turn the 'New Shoots' into 'High Flyers'?
What are you going to do with the 'Question Marks'? You can either develop or let them go. But you have to take some action. It's probably not their fault that they don't perform currently - but its management's role to give them the tools to achieve.
High Potential
Current Performance Low
NEW SHOOTS
“Still need guidance and support to become a high flyer. Full of energy and drive – but needs constant coaching. If left to their own devices they may fall into the Question Mark quadrant”
High Potential
Current Performance High
HIGH-FLYERS
“They have evolved from 'New Shoots'or the 'Backbone'. They are excellent at what they do. Rising early, as high flyers they are in control and can shape the destiny of the business for the better.”
Low Potential
Current Performance Low
QUESTION-MARKS
“Decisions need to be made about staff at this level - otherwise poor performance can soon spread and become the new performance standard."
Low Potential,
Current Performance High
BACKBONE
“These are the mainstay of the business – work well in teams across the organisation. Good performers – their development has probably been over-looked by others – need some enthusiasm and investment in them to join the high flyers.”
We have worked with many organisations focusing upon Leadership as the key leverage for change. You may want to talk with us about the strategies adopted and how a business can be turned around quickly to deliver superior results.
This has been adapted from Chapter 1, The Iceberg Agenda: Mastering Corporate Potential, by Philip Atkinson, BT Batsford, 1988
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