To become a trusted leader, communicate with compassion and try to connect personally with team members, writes Christina Haxton, who offers a three-step process for becoming a more empathetic leader. The first step is to reflect on your own personality to strengthen your emotional intelligence, she writes.
Read all three steps here:
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1. To identify the strengths and fail points in Leadership Development initiatives, with a special interest in identifying the challenges faced by newly promoted Senior Leaders (recent research states over 40% of newly promoted executives quit or get fired within the first 18 months in their new position).
2. To begin to identify practical solutions for the fail points in Leadership Development programs or initiatives for today’s leaders, especially newly promoted executives and senior leaders.
3. To use the responses to develop a value-filled, evidence-based Sustainable Leaders Development & Mastermind group for Senior Leaders who are highly motivated to drive positive change in themselves, others and in the organization by learning practical, effective and sustainable interpersonal and communication skills, and develop themselves as a leader from the inside out.
SUMMARY SO FAR: While the number of survey responses is not (yet) statistically significant, it appears there are definitely “themes” or gap areas emerging, that when filled, will allow a leader to full fill his or her responsibilities more easily, feel more satisfied in their role and harness the power of their own potential as well as others, to facilitate organizational change, to continue to develop inter-personally as well as intra-personally to achieve ongoing growth and sustainability in self and others.
(At Least) 3 Fail Points in Leadership Training:
1. Please Understand Me – One fail point reflects a need for leaders to master a significantly higher level of interpersonal and communication skills (i.e., Emotional Intelligence) and the skills to better and more deeply understand people’s motivators and drivers to gain cooperation and support to get the job done quickly and easily. Not to mention understanding one’s own beliefs, motivators/drivers and the infinite ways we will attempt to avoid pain (our behavior is a result of our feelings which is a result of B.S. – which is a topic of a whole other thread, I’m sure).
2. Leaders don’t exist in a vacuum – Another fail point is “training” the individual in a one day workshop (yes, I’m being sarcastic, but this is a HUGE waste of time, money and resources) and sending him back to the office to effect change inevitably fails. Minimally, this strategy fails to take into consideration the homeostasis of the system (i.e. culture) as well as the basic dynamics of the “rules of engagement” in human relationships and communication.
3. Lonely at the the top – The survey also indicated a significant desire for leaders do network and exchange solutions and ideas in conversations with other like-minded senior leaders. “It’s a great tool, but how do I use it in real life?” I use a “What? So What? Now What?” approach which has been a very helpful framework for my clients to use to go from knowing something, to doing it to being it AND transferring the learning for lasting change. “A fool with a tool is still a fool.” I love it.
To take the brief 8 question survey and participate in the tele-forum to discuss the results and begin to identify solutions for the fail points in developing leaders today, go to Sustainable Leader’s Survey
Thank you and keep posting your insights, resources and questions!
It is refreshing to see how the definition of leadership is transforming from “skills” CEO’s “use” to get the job done, to leadership about bringing who we are as leaders into what we do to as leaders, and the ongoing definition of ourselves and our purpose, and as such the positive change we have the responsibility for making in our organization.
Exceptional leaders begin by answering the question “Who am I?” Sustainable leaders are built to last, who invest in developing others and recognize the effect of who they are on the people who surround them … and beyond.
Sustainable leaders recognize the “ripple effect” of their actions. When you throw a rock into a pond … the ripples go across the top of the water, down to the bottom and reverberate back to continually define that leader going forward.
Sustainable, effective leaders take responsibility for how they show up and the ripples they create.