Leadership in difficult economic times

Viewers of The Apprentice will see how Alan Sugar displays a bullish toughness with cast-iron strength. This appears to work; those around him recognise his proven success and business acumen and they want to be part of his team.


It is suggested that when business is particularly tough, a strong and positive leader should communicate well with those around him/her and explan what s/he intends to do to about it. Speed is crucial to survival although this is not easy because today, more than ever before, there are huge amounts of information to absorb. 


Honest communication is essential otherwise team members loose commitment and rumours escalate. Such situations often highlight the need for change which create the 'nervous' energy good leaders thrive on - this, in turn, creates new opportunity. 


Lay the foundation stages correctly and there will be a strong and dedicated team who support their leader in the next business chapter.

Do managers cause health problems at work?

A recent management article suggests that managers with poor social skills actually cause stress to their subordinates through their approach to handling staff. The need for approachable, sensitive and tactful skills are recognised. The article suggests that when recruiting managers a rigorous selection procedure is used, including psychometric tests, and it is the task competencies which receive more recognition than social or interpersonal skills, which may be of equal or greater importance. Poor people management skills cause undue stress to staff and are responsible for low performance. 


It is also suggested that emotional issues in employees' personal lives are likely to impact on their performance and that this should be recognised rather than ignored. 


Both of these situations require appropriate and sensitive management skills which may be lacking in many managers today. 

Change in the workplace

Much has been written about change and peoples' reaction to it at work. Recession brings change (and uncertainty).

Often in their strive to 'get it right', directors and managers omit to fully communicate change to subordinates and then become impatient that people appear to be resisting it. Here, the cause is a breakdown in communications. Here the 'what's in it for me?' approach often works; sell  the benefits and promote the advantages.

Often when facing change it's hobson's choice ie there's no alternative. Consultation, discussion and review are crucial but certainly worth the time spent.

On-line learning

Virtual Learning Environments (VLEs) are common place in schools, colleges and universities. They also provide tailor, bite-sized training for business professional who have access to a VLE.

Training consultants who have access to a VLE can devise material which is accessible at a time and pace to suit the learner. With carefully designed material the learning can be interactive and reflective to stretch the learner and take him/her into a different comfort zone.

Leadership

Much has been written about leadership .......... often by those who have never been leaders!


A recent Radio 4 programme made the point that if someone needs leadership explaining to him/her, then they don't have it.


Leadership was mentioned as being: followship, ie inspiring others to follow you.


Integrity was mentioned - if people see you're in it for yourself then you may not be able to inspire followers.


Attention was focussed on the essential role of management - leaders need quality managers.


An interesting programme which stimulated much thought on leadership.

Weekly tip - How to create a Coaching Culture

When the appointed coaches are in place and they are performing coaching within the organisation, the next stage is to set up a 'Coaches Forum' whereby coaches identify common themes and coaching requirements across the organisation and discuss how best to coach these. 


Whilst confidentiality should be maintained, the general concerns and issues can be discussed and analysed so that productive feedback can be given to the Director or HRM or Learning & Development.


This is a useful exercise, because it assists managers in allocating/assigning coaches to coachees (those requiring coaching).

Weekly tip - How to create a Coaching Culture

To gain the benefits, coaching needs to be supported at the top of the organisation and not limited to senior staff. Organisations need to focus on developing their internal coaching capability. Coaching is a complex practical skillset that needs hands-on experience. Coaching addresses personal skills and development, as well as business and work skills - it is about self-awareness and personal confidence.


The first stage is to appoint coaches within the organisation - carefully selected staff who have been provided with coaching training (coach the coach) and then assign coachees to them so that with carefully determined outcomes, the coaching process can begin.

Management in the future

Much is spoken about managing a diverse workforce, which reflects the changing society. Another related issue is managing an older workforce; designing appropriate and purposeful CPD for older workers; facilitating harmonious working relationships amongst an older workforce; and motivating this sector of workforce.