Leadership: stepping up to new challenges

450848-130620-Right brain illustrationThe world of work has shifted. Organisations have downsized, restructured, merged, gone lean and agile, all with a view to being more productive and perform at increasingly high levels.

We are beset by volatility,  uncertainty, complexity and ambiguity. Many of the problems we face in our work environments today are not resolvable with the skills and capabilities we have developed to this point.

Nowhere is that more evident than in the expectations of leadership.

In order to thrive in today’s new business landscape, leaders need to be agile, think on their feet and make sound decisions at speed based on complex and ambiguous information. The past is no longer a guide to the future.

There is no time, space or capacity for leaders to second-guess themselves, to be driven by perfection or to go it alone. This is no time for a limiting mindset.

Australia’s investment in leaders is not paying off … yet!

In Australia roughly $1 billion is spent on identifying and developing the next generation of leaders.

The challenge is this. According to several bodies of research, a high proportion of direct reports (up to 75%) consider their boss to be incompetent. Not technically incompetent. Incompetent in the area of personal and interpersonal capabilities. Just those things that make a leader effective and even inspirational.

Something is missing from leadership development … and we provide it!

In such a crowded area for business, you would expect there to be many top level providers of services to identify and develop potential leaders. There are. According to McKinsey, though, there are four common mistakes organisations make in developing their leaders and one of those four mistakes is underestimating the importance of addressing mindsets to drive behavioural change.

The challenge is without that behavioural change at a core level, your programmes will not deliver the effectiveness you are expecting!

When we say mindsets, we may have a different understanding. Many consider attitudes, behaviours and outcomes as mindset. That’s right as far as it goes.

Mindset Model 2Our experience indicates we need to go deeper into mindset to identify and challenge the unconscious tapes around our identity and capability.

Up to 70% of us are impacted by the feeling of not being good enough.

From that space, we are reactive rather than proactive. We protect ourselves and seek to control rather than be vulnerable and exposed. We fail to identify the talents in our people, and develop them. We can be inconsistent in our behaviour breaking trust. We may treat others with a lack of respect in our drive to restore a feeling of personal certainty.

As leaders, we may leave our people in the dark because information gives us power and control. In other words, when we feel we’re not good enough, our behaviour can become quite dysfunctional at least occasionally.

Yes its personal. Equally important, it makes great business sense!

The cost of a leader holding a limiting mindset includes: lower levels of employee engagement; reduced ability to participate in or guide development of high performing teams; reduced ability and desire to collaborate; inability to develop foundational relationships; reduced capability to innovate and create sustainable competitive advantage; broken trust which impacts the speed of business; reduced capability to solve problems and make sound business decisions.

We can help your leaders develop expanded, resourceful and resilient minds

We help your leaders understand the power of their deep mindset, map their own mindset, recognise whether it supports or sabotages their confidence and desire to live up to their possibility. We also providfed them with the path to shift to a more resourceful and resilient mindset when and if they choose to do so. We help them step up to be inspired and inspiring leaders.

You can’t run a high performance car without an ignition key!

You’re gazing in awe at the red Ferrari in front of you! This car is pure potential. The engine – including the Weber carburetor – is designed for maximum output. The tyres provide vice-like grip for overtaking  on corners. The carbon fibre composite disc brakes allow perfect control of speed and manoeuverability. Everything about the car has been engineered for performance. Only one small part of the car lets you access the pure potential … or not.

The ignition key.

When you turn the ignition, the spark plugs send a spark into the high performance fuel, turning it into energy to propel the vehicle forward.

Your talented people are like a high performance car. If they don’t have the ignition key – the mindset – they remain pure potential, unable to live up to their possibility. They miss out and so does your organisation.

Underperforming leaders or inspiring Executives?

If you’re satisfied with the performance of your aspiring or existing leaders, then read no further.

If, on the other hand, you recognise that your talented people may have so much more they could contribute and that the programmes you’ve provided them with so far haven’t unlocked that potential, then please contact us for a confidential conversation.

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