Learning and development isn’t a new concept, but it’s gained a lot of momentum recently due to a greater emphasis on collaboration and advances in tech. In fact, LinkedIn’s 2019 Workplace Learning Report calls 2019 “the breakout year for talent development.” And an article on the history of learning and development notes that the concept of learning and development as a business partner or business consultant was not even thought of 30 years ago, but is now commonplace.
“When you look at people who are successful, you will find that they aren't the people who are motivated, but have consistency in their motivation.”
— Arsene Wenger
Earlier this year, The Golden State Warriors head coach, Steve Kerr, became one of the only coaches in the National Basketball Association (NBA) history to coach 5 All-Stars from the previous season, during a professional basketball game. However, even with those 5 All-Stars playing consistently every game for the past month and a half, the two-time defending NBA champions are struggling, and Steve Kerr is concerned about his team heading into the playoffs next month.
Leaders wear many hats. From planning and setting goals to monitoring success and providing feedback, a leader’s to-do list is often lengthy but great leaders are always looking for a place to improve. Do you know what your best leadership quality is? Take this quiz and discover if your strongest practice is preparing, envisioning, initiating, assessing or responding and learn how you can work on the others!
Developing leaders within your current talent pool has become increasingly important in the past few years due to current war for talent and changes in technology. In order to stay on top, building leaders from within has become an important topic for employers and employees. According to Brandon Hall’s State of Leadership Development Survey, 84% of organizations surveyed anticipate a shortfall of leaders in the next five years. With more than over 10,000 baby boomers retiring each day, leadership development is more important than ever to sustain your business.
Ongoing Feedback and Recognition
It’s a new year with new goals for you, your team, and your organization. But that doesn’t mean that you should wait until the end of the year to check back in with those goals. In fact, ongoing feedback and recognition conversations about the progress, challenges, and triumphs of you and your team goals are critical to, not only the achievement of those goals but improving engagement and optimally motivating others toward the common objectives you’re striving for.
Organizations of all sizes and global locations, among diverse workplaces, across a wide variety of industries are wrestling with ways to improve the way they inspire, lead, and analyze performance. While new standards for Continuous Performance Management (CPM) are becoming more widely embraced and used in organizations today, some of the core practices of how to effectively lead and influence others toward performance excellence remain steady and true.
When preparing for leadership, it is important to consider and distinguish the components of your unique personality. In Drea Zigarmi’s Achieve Leadership Genius, these elements include your subconscious self, disposition, values and persona.
Leadership seems intuitive. But leadership can be tricky the more you expand the number of people you’re attempting to influence. Continuing the skills you need to be an effective Self Leader is just the start of the Leadership Journey.
Your role as a leader has a major impact on the lives of the people you are attempting to lead. In his book Achieve Leadership Genius, Dr. Drea Zigarmi describes leadership in a variety of contexts. One of the most critical contexts of leadership is practiced in the One-to-One relationship between a leader and the people that report directly to them. The One-to-One context of leadership is the most written about and discussed topics in the world of of leadership. Generations of research have been poured over in trying to understand the nature and best practices of leading individuals toward common objectives.
Traditional leadership models typically are rooted in a top-down leadership approach. Most traditional leadership programs focus development opportunities on improving the skills of executives and managers. And even if when they do offer skills training to individual contributors, it's often not the same core skill sets offered to the leaders at the top of the hierarchy. The problem with the traditional leadership development approach is that it misses an opportunity to take a holistic approach to training the entire organization with the core skills to needed to succeed at any level of the organization. 77% of organizations say they are experiencing a leadership gap and are struggling to find solutions to close the learning and development gap between strategy and execution.