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Martyn Newman Ph.D. Randstad Consulting Psychologist and Managing Director, RocheMartin Whats the single most important characteristic of an effective leader? Most of us agree great leaders are those that inspire us to act and give us a sense of purpose that has little to do with any external incentive or reward. They have a remarkable ability to tap into the very personal, intrinsic motivations that drive each of us and help us reach for something better in ourselves. And we know that people who love going to work are more creative and more productive, and they treat their colleagues, clients and customers better. Imagine if more people inside the organisation could learn to think, act and communicate like those who inspire us? Imagine if the ability to inspire others could be practised not just by a select few, but by the majority? Leadership abilities such as those described by emotional intelligence (EQ) explain what leaders do, but not why they perform. Furthermore, knowing what to do is all very well, but the big question for the rest of us is how to do it. Working with some of the worlds best organisations over the last 12 years to develop and enhance leadership skills, the question of how to develop leaders who inspire is the single most consistent question I get asked. In this article Id like to explain why inspiring leaders do what they do, and answer the question of how to develop a leadership culture that inspires the rest of us. According to more than 20 years of research in psychology, there are at least seven common factors that contribute to the how of creating positive behaviour change.
7. Evaluate change
Finally, what gets measured gets done! An important part of any leadership program is the measurement of an individuals actual performance against the behaviours targeted for change. Ideally, when leaders themselves have been involved in setting their goals and choosing the skills for development, they are much more likely to make progress. Documenting individual progress by evaluating changes in both understanding and behaviour reinforces learning, charts the way forward and demonstrates return on investment. Nothing succeeds like success.
wrapping-up
Randstad is a Fortune 500 Company and one of the worlds largest recruitment & HR services providers. The Randstad Group employs almost 675,000 people every day with the aim of Shaping the world of work. For further information visit: www.randstad.com.au www.randstad.co.nz www.randstad.com.sg www.randstad.com.my The evidence is impressive. Leaders who inspire others do not necessarily need to come up with all the big ideas, but rather create the right culture in which big ideas can happen. They provide a description of why the group must change, where they are going and how they will get there. That is, why we should do what we do. Similarly, programs for developing great leaders should not simply focus on what leadership skills to build, but how to build them. The seven elements described here represent the how of building sustainable leadership skills. So, the real questions for you as a leader are: Do you as a leader make clear why you do what you do? Do you do this for your colleagues and customers? Most importantly, do you have the right culture that inspires leadership in everyone and that allows everyone to buy-in to the vision, product, or service that you provide? Martyn Newman is the author of the international bestseller, Emotional Capitalists The New Leaders (John Wiley) and the Emotional Capital Report the worlds first scientifically designed tool for measuring emotional intelligence and leadership. Martyn is the Consulting Psychologist for recruitment & HR services company, Randstad, and Managing Director of RocheMartin.