Why Leadership’s Failing IX

Leadership is Action

Transparency within a company is crucial to gaining the trust of your employees. A disturbing note from a recent book by Jeff Pfeffer:

The Talent Strategy Group surveyed 200 companies in 2014 and found that 73% of companies have decided that lying to their employees about their potential to advance is the right choice. ”Leadership BS”  by Jeff Pfeffer, page 123

To build your company on lies is to build your company on faulty ground…only a matter of time before the employees will lose complete trust in the company leadership.

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Why Leadership’s Failing VIII

Success leadershipThe Human Resources Department is consistently under pressure to maintain order in a company and simply cannot be held responsible for poor leadership within the ranks. In many instances, the HR function has lost its clout within the organization.  Companies need to follow the pharma/med device model where a Chief Quality Officer can stop the presses.  Much should be true of a CHRO….they should have board level authority to challenge inappropriate processes and actions and be able to break the glass and pull the handle!

 

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BE THE LEADERS, FIND THE LEADERS, CREATE THE LEADERSSM

Why Leadership’s Failing VII

Leadership

Leadership is not reaching its potential impact on the workforce for several reasons, one being the insufficient numbers of bona fide and qualified role models. Studies and surveys show that employees want to lead, but they aren’t getting the experience they need, they are not being coached on how to manage difficult employees and they are not being taught how to deal with conflict, three of the key learnings necessary.  And, for the millennials, leadership development is particularly lacking within companies and they are not being taught how to manage older generations. 

Additionally, companies often fail to value the indispensable skill of leadership, resulting in poor ‘leaders’ being promoted.

 

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BE THE LEADERS, FIND THE LEADERS, CREATE THE LEADERSSM

Why Leadership’s Failing VI

Roles of Leadership

Throughout this series, we have talked about communication, training and development, dis-economies of scale, and visibility.

Today we want to bring to light how in spite of all the attention and investments given to the topic of both management and leadership, there is still no certification or accreditation in management or leadership. Much like parenting, there is no definitive handbook on best practices, leaving the majority to learn by doing.

Although there are plenty of books available to those who desire to learn fundamental management and leadership skills, companies often fail to provide the environment in which those skills can be practiced and applied.

 

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BE THE LEADERS, FIND THE LEADERS, CREATE THE LEADERSSM