28 Jun

Selecting and developing future leaders in your organisation

What is your organisation’s leadership development acceleration plan? What programme is your business establishing to ensure that you capture the right talent to grow and develop the future leaders of your business?
I recently spoke on this topic at a leadership summit. My focus however was on the developing and grooming of future leaders as opposed to the selection of potential future leaders.
The reason for this is quite simple. Businesses can spend a huge amount of time, energy and money on selecting the right people with the right leadership traits and experience, but what happens to them when they arrive in your business? As Jim Rohn so aptly said   “You are the average of the five people you spend the most time with”, so it is quite obvious  that these new future leaders will not be operating in a bubble. On the contrary, they will be constantly interacting with their team members and colleagues.
So let’s paint the picture. These new leaders of the future come into the business with their own set of traits, but they are also unavoidably adopting new traits as they engage with other employees, customers and suppliers. This could be very beneficial for their development and the future of the business if they were being exposed to sought-after leadership traits from their working environment, or it could destroy all of the hard work and effort that was spent on the initial selection process if they are constantly being bombarded by undesirable behaviours.
So before you spend time and money on expensive assessment models and recruitment services, think about the existing people and culture of the business. Think about who these future leaders will be spending their time with and evaluate those people’s leadership and management abilities.
Also, where do you stand with your leadership traits? The long list of non-negotiable traits which have been set out in the future leaders job description, how well do you match up to them?
It’s about accepting that future leaders will not function in silos and that the people they are permanently working with within your organisation will influence their behaviour and belief system in some shape or form. Besides building a future leadership programme spend time on your existing team members and the future leaders supervisors. Build their skills and capabilities, build their soft skills and build their leadership skills. Adopting the mindset that everyone within the business has the ability to grow and develop themselves is your first win.
Create an environment in your business that will nurture your future leaders, not chew them up and spit them out at the first chance it gets.
24 Sep

Are you keeping good company?

Look around you. Who are you spending most of your time with? Who are you socialising and working with on a daily basis?  Jim Rohn says, “You are the average of the five people you spend the most time with.” Are you content or concerned with your answer?

By allowing people into your world, you are unconsciously giving them permission to influence how you make decisions, think, behave and conduct your life.  Depending on who these people are they will either inspire, nurture and motivate you to grow, or they will happily sit with you and be complacent.

The next time you are at work or a social occasion, take note of your thoughts, emotions and physical feelings.  Do you feel happy, invigorated, and ready to take on the world, or do you feel tired, demotivated and bored? There could be many reasons for why you feel this way, but have you considered that the people around you are either energising or draining you?

The other important point to be aware of is that this influence lasts longer than the actual time you were physically with these people. If you find your working environment motivating, nurturing and positive, it is most likely that you will approach your next interaction with a positive attitude. This unfortunately works in the negative as well. Have you experienced this before and were you aware of the damage your behaviour could cause?

I invite you to answer the following questions the next time you are at work or in a social setting.

  1. Name of person you are interacting with
  2. How much time do I spend with this person? If this person is quite prominent in your life, go to the next question. 
  3. How do I feel (emotionally & physically) when I am with this person?
  4. How do I feel (emotionally & physically) after my interaction with them?
  5. If the outcome is positive – How can I increase my time with this person?
  6. If the outcome is negative – How can I decrease my time with this person? or what do I need to do to change this negative outcome?

These questions will hopefully get you thinking about who you spend your time with and  by just selecting the right people, you are supporting your choice for self-development and growth.