Tag Archives

48 Articles

Change Management for Risk Professionals w/ Dr. James Leflar

Posted by rstapholz on
0
Business
Change Management for Risk Professionals w/ Dr. James Leflar

Join me Dec 8/22 at 1pm EST!

Change Management can be a major factor in determining risk mitigation factors and projects & program management activities. I talk with Business Continuity, Change Management, and Risk Management expert, and “Change Management for Risk Professional” author, Dr. James Leflar.

In our talk we discuss:

1. Why Change Mgmt. should be important to Risk Professionals,

2. Defining a “change agent”,

3. The types of ‘change’ we should be aware of,

4. Change drivers,

5. Define Organization Resilience Management (ORM),

6. Personal change management, and why it’s important,

7. Change Management vs. Project Management,

8. Recommendations for dealing with change denial and resistance,

9. How risk can be a positive and negative, and

10. Communicating change.

James provides lots of insights on Change Management, and how if we don’t get it right, we run a great risk of having our projects / change initiatives failing…badly. Enjoy!

Book Cover.jpg

Evolving an Iconic Brand

Posted by rstapholz on
0
Business
Evolving an Iconic Brand

This week’s article written by Maureen Metcalf.  It is a companion to the interview she conducted with George Limbert, President of Red Roof Inn on Innovating Leadership, Co-creating Our Future titled Red Roof Revisioning the Future that aired on Tuesday, December 21st, 2021.

Since the pandemic, everyone has been talking about the new normal. The new President of the Red Roof family of brands is proactively evolving how the hotel industry and its brands meet their stakeholder needs in a post-pandemic world.

On August 26, 2021, Red Roof’s® name’s’ George Limbert as President of the company effective immediately. George was the interim President beginning in October of 2020.

George served as Red Roof’s General Counsel for the previous eight years. He was on the core leadership team that guided the company throughout the pandemic. As a result, Red Roof has overcome these challenges as a well-positioned leader in the industry, seeing consistent increases in all performance metrics.

Immediately after being named President, George invited his senior leadership team to look at how they would evolve the brands. He started with the founder’s mission. Next, the team explored how to evolve the strong legacy of this iconic brand to meet the changing needs of all stakeholders.

The founder, Jim Truman’s Mission was:  To offer clean and comfortable rooms and attentive guest service – and charge less for it.

With the support of an Innovative Leadership Institute facilitator, the team came together and co-created the updated vision.  The new vision is: To provide the best experience and value in the lodging industry for our guests, owners, team members, partners, and communities.

When we look at missions and visions, many think of a group of leaders sitting in a corporate headquarters coming up with nice slogans that are neither realistic nor inspirational. While the senior leaders created the new Red Roof vision, this process differed from most. After developing the vision, several leaders went on a “look and listen” tour of a sample of the 660 hotels to hear from the franchisees and employees. Next, the team participated in two annual franchise conferences, where they spent more time in person with the franchise owners. The next step is a gathering in February with all employees. At each step, the team looked to validate and find holes in the vision to ensure the final version accurately reflected the true promise of the brand family. This process is ongoing, and while brands don’t regularly change their visions, this brand is “stress testing” its vision to ensure it is an accurate and inspirational evolution of the founder’s legacy.

After putting the vision on paper, the leadership team broke into groups to define what that vision would look like as it turned into reality. Some groups focused more on people while others on processes and measures. The result was a consolidated story of how the brands and the organization will evolve. This step is critical in the organizational change process. The leadership team and the organization need to align around the what before identifying and agreeing on the how. They answered a range of questions about culture, processes, measures. These questions ranged from processes related to aligning as a team to how they view and build on quality. Evolving a brand takes a concerted effort by a well-aligned team. The story starts, “Five years from now, we will be an extraordinary reflection of our best selves. We will have grown with purpose because we pooled our greatest strengths: our diverse talent, our culture founded on trust, honesty, transparency, and our iconic brand.”

The Red Roof team will continue to share their evolution as they progress in their transformation. The Innovative Leadership Institute is honored to support this iconic brand’s evolution.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

About the Author

Maureen Metcalf, CEO, the Innovative Leadership Institute, is dedicated to elevating the quality of leaders globally.

Photo by Gabrielle Henderson on Unsplash

Leverage Change: If You Want to Transform Your Organization, Start by Changing Your Own Paradigms

Posted by rstapholz on
0
Business
Leverage Change: If You Want to Transform Your Organization, Start by Changing Your Own Paradigms

This week’s article is provided by Jake Jacobs. President of Jake Jacobs Consulting and author of Leverage Change, 8 Ways to Achieve Faster, Easier, Better Results.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Leverage Change: Achieve Faster, Easier, Better Results that aired on Tuesday, August 24th.

Transforming organizations takes years, is hard work, and often leads to disappointing results.  This is common wisdom.  It’s been proven time and again.  It goes with the territory.

But it doesn’t have to be that way.

Most approaches to organization transformation are littered with flawed paradigms.  Paradigms that inherently lead to these efforts falling short of the mark.  Want different results?  See the world in new ways.

Uncommon wisdom makes it possible to achieve faster, easier, better results with any transformation effort, in any organization, made by anyone.  The approach we’re describing is chockfull of new paradigms, fresh perspectives on problems that have plagued organizations for years.

Welcome to the world of Leverage Change.

Leverage Change

Leverage Change1 is a flexible approach to applying eight ways for individuals, teams and organizations to transform faster, easier, and better than you believe possible.  You can use it to turbocharge a change method you’re already using or as the foundation for one you’re developing.  It applies equally well to simple efforts involving a few people to complex ones engaging tens of thousands.  Benefit from it as you launch a transformation effort and reap rewards if your work is already underway.  Be the “go to” person when it comes to change, advancing your career and organization alike.

Adopt the paradigm of leverage and accomplish more with fewer hassles, headaches and problems.  Archimedes, a third century B.C. Greek mathematician described the power of leverage when he said, “Give me a lever long enough, and a fulcrum on which to place it, and single-handed I shall move the world.”  You can move your worlds in the arena of transformation by changing your paradigms about how it happens.  Leverage Change is your guide map along this journey.

Leverage Change is comprised of eight levers, or smart, strategic actions, that yield profound results.  Each addresses a common problem that prevents transformation efforts from succeeding (see Table 1.)  While there are eight powerful ways available in creating effective transformations, we are going to focus on one that addresses a frequent frustration of leaders:  change taking too long.

Organizations pay a steep price for slow transformation efforts, even when they can eventually claim victory from their work.  While you are toiling away, competition is winning new markets, commercializing leading-edge technologies, making valuable process improvements, and creating cultures that lead to advantages in the recruitment and retention of top talent.

Living in a Leverage Change World

How can you reduce the time it takes to transform an organization from years to months?  Embrace a new paradigm, the lever noted above of Thinking and Acting as if the Future Were Now!  Instead of seeing the future as something “out there” that will occur at a later point in time, choose to live it today.  Here.  Now.  When you and your entire organization make this shift, transformation occurs rapidly, even in some cases instantaneously.

Your old paradigm told you that transforming culture takes years.  Plenty of experts will tell you the same.  Don’t buy it.  Your new culture will take years to create because you believe it will.  If you want a more participative culture, think and act as if this close collaboration already exists.  This paradigm shift immediately changes the game.  In this new reality, who should be in the room for your next meeting?  What criteria should you be using to make decisions today?  How much power should different stakeholders hold right now?  Stop talking about the future.  Start living it.

Then encourage others to join you in this journey.  Create an organization that subscribes to this new paradigm.  Benefits of effective change work accrue to the bold.  Colleagues previously reticent to jump aboard the transformation train see and hear change occurring all around them.  Their belief that this time it’s for real increases significantly.  As they begin thinking and acting as if the future were now, their colleagues’ faith in the future being real creates a virtuous cycle of ongoing transformation.  At the same time, you’ll be collecting financial, quality, customer satisfaction and other “winnings” sooner…and being able to reinvest them, further stoking the engine of your transformation efforts.

A Transformation Challenge

You have a new strategy where sales people partner in new ways with each other in the field.  It’s smart, strategic and sure to give you a leg up on the competition.  If you implement it before they make their next competitive move.  But how do you get that job done well?  And done now?

5 Steps to Transforming Your Organization

How does the lever Think and Act as if the Future Were Now! accelerate implementation of your new strategy?  I outline how to do this, providing answers to the above implementation effort as examples.  Pick your own transformation work – for yourself, your team or your organization – and respond to each of the steps for your own benefit.

Step 1:  Describe the essential elements of the preferred future you aspire to create.

A rapid response implementation where we gain substantial market share through the new partnership roles for sales people across the company.

Step 2:  If you were already living in this preferred future, how would you be thinking and what actions would you be taking right now?

  • Commissions are shared with the whole team
  • All team members are performing all sales functions
  • Customers are pleased with the comprehensive service they receive
  • Marketing and sales personnel are working seamlessly together

Step 3:  Recruit and request the help you need from a support and accountability partner to live into this new future now.

Our sales team has a “wants and offers” negotiation session with the marketing department.

Step 4:  Invite others to join you in Thinking and Acting as if the Future Were Now!

The entire sales organization is cross-trained on critical tasks; finance takes the lead in new commission structure.

Step 5:  Assess the impact.  What can you see, hear and feel that is different from applying this lever?

We gauge success by tracking market share and customer satisfaction scores against historical trends.

Paradigms help us make sense of our organizations.  They can also get in the way.  Change your paradigms.  Transform your organization.

1Jacobs, Robert Jake, Leverage Change, 2021, Berrett-Koehler, Oakland

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, TuneIn, Stitcher, Spotify, Amazon Music, Audible,  iHeartRADIO, and NPR One.  Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

About the Author

Jake Jacobs is President of Jake Jacobs Consulting, a global consulting firm focused on helping clients achieve faster, easier, better results than they ever imagined possible.

LOVE LIGHT GUEST TESTIMONIAL

Posted by rstapholz on
0
Empowerment
LOVE LIGHT GUEST TESTIMONIAL

thumbnail (1)judyphotoresized.jpg “Thank you Jean for inviting me to speak once again on your Voice of America ‘LOVE LIGHT’ program. I am very much enjoying the opportunity to communicate the message of Ascension upgrade and the spiritually motivated activation of human potential. You are making such a contribution to people and  the planet. This is especially valuable, as every show is free of charge for listeners to access on demand, wherever they might live, around the world.  I also appreciate your engaging, friendly and supportive manner.  I know by how you are  that your listeners feel heard, informed and supported. Thank you, to you personally and to the Voice of America Network, for such a well organised, professionally produced and effective platform to share my knowledge with others.  Best wishes, Judy Satori.”

Business Continuity: Cultural Change and Awareness

Posted by presspass on
0
Variety
Business Continuity: Cultural Change and Awareness

Join me April 8/21, 9am EST.  Each organization has its own culture and how it perceives Business Continuity, sometimes in a positive light and others no so. BCM industry expert Dwayne Grizzle will talk about his presentation from the BCI World Virtual 2020 conference entitled ‘Cultural Change and Awareness’. We’ll learn about the definition of Culture and how through change triggers and awareness measures, organizations can change their organization’s thinking, participation, and culture surrounding Business Continuity Management.

Enjoy!

Show Logo w Microphone.jpgs

Navigating Change

Posted by presspass on
0
Business
Navigating Change

To receive the weekly blogs via email, please sign-up here.

This blog is provided by United States Navy Rear Admiral Deborah Haven, Retired.  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Leading Through Change: A Military Perspective that aired on Tuesday, December 1st, 2020.

 

Here are my observations and takeaways from my experience navigating change in a wide variety of global logistics organizations supporting the US Military and our allies. Much of my experience has been leading change which ranged from crisis response establishing and maintaining a logistics hub to support the Haiti citizens from their devastating earthquake to contingency operations mobilizing Naval Reservists in support of expeditionary logistics missions in Iraq and Kuwait to operating system upgrade implementing a SAP system which replaced a legacy system.   These experiences shaped my approach to leading change in a dynamic environment and provide the foundation for the following article.

How a leader handles change will determine the team’s future.  A leader’s attitude toward change will be a key to success. I learned early on that I could spend energy resisting change, or I could embrace the change to keep moving forward.   A leader must look at change in a positive and realistic light. The leader needs to be the steady rudder to keep everyone on course.  This will require the leader to keep their “resiliency tank” full at all times to stay tough during the challenges ahead.  Figure out how to keep your “resiliency tank” full, whether it is meditating, exercising, or playing chess.  Your strength will be needed so a resiliency routine will have to be a priority.  Encourage your team members to establish a resiliency routine too.

The leader’s job is to clearly articulate the WHY …and repeat the message …over and over.  This gives time for the team to catch up.  In most cases, the leader has had time to absorb the new information before the idea is introduced to the entire team. When the change is introduced to the team, the team needs time to grasp and embrace the new idea. The leader is going 100 miles an hour down the highway with the new idea and team is just getting to the highway on ramp.  As the leader, you may need to slowdown so your team can speed up.  I did not say stop. Once the team absorbs the idea, understands the mission, and is empowered to execute, it will accelerate and exceed expectations. One key point is knowing that not everyone engages the change in the same manner.  Some individuals struggle with the new idea and may feel threaten by what they see taking place.  The employee’s role may change.  He or she may go from expert to novice in the new arrangement.  Resulting in an unsettling emotional reaction.  And will usually get better over time for most individuals. This is something to be aware of during the process. A leader needs to watch out for those struggling and engage through listening and understanding the challenges the workforce is undergoing.  Sometimes an empathetic ear from the leader can be the tonic to pull the team member through the rough waters of change.  Also, some individuals just take longer to adjust to the new environment, but others soar to the future state.

I have also noticed that the technique that makes teams more successful in new unknown areas is to create an open dialogue about the challenges and work through them collaboratively with the stakeholders. Easily said, not always so easy to do but rewarding in the end.  Continual communication about the compelling need for the change is a must do and must be repeated often.

Some best practices when dealing with change:

  • Set trust as the foundation for all relationships.
  • Identify the key stakeholders and communicate the compelling reason for the change …the WHY.
  • Uncover the blind spots as quick as possible through listening and learning.
  • Create collaborative teams to develop solutions for the blind spots identified.
  • Build coalitions that do not exist and shore up ones that need to be reinforced.
  • Stay strong throughout by listening and understanding the barriers or challenges anchoring others.
  • Be agile. Do not get defensive when new information is received, and adjustments must be made.
  • Establish a routine and regular check-in, set goals, and follow up on progress using accountability metrics.

Have a bias for action…keep moving forward.

The takeaway here is that during a significant period of change is when the leader really earns his or her money.  They need to be authentically enthusiastic and fully engaged to ensure the team members are making the transition.  This can be exhausting work but extremely rewarding.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

United States Navy Rear Admiral Deborah Haven, Retired, has been a successful leader in a wide variety of global logistics organizations, both civilian and military for over 30 years.  She is particularly skilled at introducing change in large organizations.  She has a keen ability to understand the landscape, identify barriers and develop an actionable plan to improve organizational effectiveness.  Deborah is a graduate of the Naval War College, holds an MBA from the LaSalle University in Philadelphia, and a BS from the University of Maryland, College Park. She is an executive coach, independent consultant, and a member of the board of directors for the Flag and General Officer Network.

GREAT LEADERS PIVOT, DISRUPT, TRANSFORM

Posted by presspass on
0
Business
GREAT LEADERS PIVOT, DISRUPT, TRANSFORM

To receive the weekly blogs via email, please sign-up here.

This blog is provided by Marcia Daszko, speaker, author and strategic advisor.  It is a companion to her interview on Innovating Leadership, Co-creating Our Future titled Pivot, Disrupt, Transform: How Leaders Beat the Odds and Survive that aired on Tuesday, October 20th, 2020.

 

Is your job, business, or industry facing new challenges, opportunities, or threats?  What do WE do? Great leaders see the needs of customers or society, and they rapidly pivot their direction, disrupt the status quo, and transform to make a difference!

Why do some leaders struggle, flounder, and fail while others see possibilities and opportunities and passionately are inspired to create a new future?

Leaders (at home and at work) transform to make progress with new, different, bold ideas and actions. Leaders see new markets and opportunities to serve and make a difference. That’s transformation: thinking and adding value like never before!

When we face challenges in life and a crisis such as a pandemic, some people quickly discover their natural leadership and internal courage. Others shrink, hunker down, and take no accountability. There are varying degrees of leadership and various places where it shows up.

Some people can jump into action and accelerate their creativity and innovate because they have a great foundation of strategic thinking and can use a Strategic Compass tool.  They’ve invested in themselves and their colleagues and have been learning to lead. They quickly gather an action team, create a plan, and launch into action.

 

Do You Know How to Think Differently and What to DO?

In recent months, we have seen leaders emerging around the world.  They step up individually, in organizations, and in nations. They reach across communities, industries, and countries to collaborate, partner, and find rapid solutions.

Leaders see the challenges and what needs to be done to beat the obstacles. What will it take? Leaders Pivot and transform!

Here are key Pivot Points that leaders use:

 

  • BECOME AWARE. Leaders anticipate crises. When it hits, they quickly assess and grasp the situation. They strategically see its probable impact and step up to address it. They sense and respond.

The Question for You: What are you aware of and how will it impact you?

  • BELIEVE. Leaders believe that by working together a crisis can be addressed. They have no doubt that they will make progress to serve customers, brand new markets, and society. They don’t waste time. High speed is their modus operandi.

The Questions for You: Do you believe that you can succeed and serve fast enough? Do you believe you can deliver an AMAZING EXPERIENCE OF VALUE THAT IS NEEDED?

 IF WE BELIEVE IT, WE CAN ACHIEVE IT. 

  • CREATE. Creative people are full of ideas in a crisis. Their creativity is contagious as they engage other people to explore and discover new, different, possible solutions. The more creative people are, the easier and more fun their work and solutions flow.

The Questions for You: Are you constantly discussing and exploring new ideas and choosing which ones you will implement? Are you learning and acting fast enough?

  • CAN DO. Innovators make their ideas happen. They influence, leverage, and connect with others to achieve their goals.

The Questions for You: Do you rapidly make your Plan (it might take 10 minutes or 2 hours to discuss and agree on a Plan of Action (do not take a week or month to make an Action Plan to address a crisis!) and act on it? What works; what doesn’t? Revise your Plan; do it again. Faster! You’ll can implement the Plan-Do Study-Act (PDSA) Cycle. It’s just one tool to use to make a difference.

 

Where Do We See Pivots during the COVID19 Outbreak?

 Jobs. Thousands of restaurant and salon workers have lost their jobs. It’s uncertain if or when their employers will re-open. Workers who pivot immediately can find companies who are hiring and secure a new position.

Digital Education. Thousands of students, staff, administrators, and faculty pivoted into a digital learning platform. There has been wide variation with its success, and educators and families around the world are continually adapting to meet education needs. In the future, virtual and hybrid learning will continue to be adopted and integrated into the curriculum.

Telemedicine. Healthcare has transformed for thousands of patients who have been able to connect with their doctors via a Zoom platform to be diagnosed for minor illnesses and receive treatment or prescriptions without needing to go into the office. Telemedicine is a transformation that is widely welcomed and when possible, will not go back to the old way of medicine.

Hand sanitizers and ventilators. Small and large breweries and distilleries across the U.S pivoted from making beer, gin and vodka to making hand sanitizers.  Auto manufacturers pivoted to produce ventilators as seven ventilator producers increased their productivity on 24-hour shifts.

Mask sterilizers. Three Midwest companies transformed 100’s of toaster ovens into mask sterilizer units that can sterilize 150 masks per hour and donated them to hospitals low on mask inventory.

Virtual events. Consultants, trainers, and speakers shifted to virtual classes, events, and conferences to share significant intellectual property.

There is power in the pivots! Pivots in life are perpetual. If you face a challenge, rise up and pivot. The more you prepare yourself for continual transformation (let go of the status quo), the easier it is to embrace new futures.  Wherever there are needs for solutions or there are opportunities to seize, innovators are intrinsically inspired to create new organizations, products or services.

Your power is in your pivot!

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Marcia Daszko has helped leaders at home and at work for 25+ years pivot to save or exponentially grow their organizations to navigate crises or embrace new opportunities.  A professional global keynote and workshop leadership speaker, she is a trusted strategic advisor, and facilitator for executive teams.  She is the bestselling author of the book “Pivot Disrupt Transform” and co-author of “Turning Ideas Into Impact: Insights from 16 Silicon Valley Consultants.” She has also taught MBA leadership classes at six universities across the U.S.  Contact her at md@mdaszko.com and access her resources at www.mdaszko.com

How to Keep Business Level During the Pandemic in the “New Normal”

Posted by presspass on
0
Business
How to Keep Business Level During the Pandemic in the “New Normal”

To receive the weekly blogs via email, please sign-up here.

This blog is provided by Bill Higgs, speaker, author and expert authority on culture.  It is a companion to his interview on Innovating Leadership, Co-creating Our Future titled Culture Code Champions: 7 Steps to Scale & Succeed in Your Business that aired on Tuesday, October 13th, 2020.

 

The pandemic-fueled recession forced businesses to take a hard look at their expenses and make judgments about what is a necessary expense, what is a luxury, and what is an out-and-out waste.

As uncomfortable as that might be for many business leaders – especially if it means cutting someone’s job – it’s clearly critical to the organization’s survival to figure out ways to conserve cash whenever hard times descend on both a company and the economy at large.

At Mustang Engineering, the company I helped found, we used the phrase “plug all the holes in the bucket” as a metaphor for finding ways to conserve cash before it trickled out through the leaks. Those “holes in the bucket” could be labor costs, lease space, and all sorts of general expenses. Ultimately, anything that had the potential to kill profitability was a “hole in the bucket” that we were determined to plug.

Actually, we chose to be tight with money right from the beginning with our company, largely because we needed to be. For example, like many new businesses, we couldn’t really afford a dedicated sales team. And, in fact, Mustang didn’t hire its first full-time salesperson until we had been in business for seven years. We just did without. In the meantime, I did the selling myself.

We also were forced to gather a lot of experience making do with less because we went through four major downturns that were different in their details but similar in their economic impact to what we’ve experienced with the pandemic. Banks went under, there were foreclosures on every street, and hundreds of businesses disappeared in Texas.

In between there were nine other significant downturns, all related to the oil price that was whipsawed around by war, politics, tariffs, embargos, transportation restrictions and OPEC.

Despite those difficult times, we never went down in revenue when they hit because we were continuously preparing ourselves for the next downturn. We didn’t know where it would come from, or when, but we knew it would happen eventually, so we wanted to be ready.

Ever since the pandemic hit the U.S. and the recession quickly followed, businesses have had to make the same type of frugal and practical decisions we did.

So, whenever a crisis like this hits, you have to ask yourself: What do we absolutely need? What can we do without?

Take notes on everything you have done so far to “plug holes” and reduce cash outflow to insure you do not let any unnecessary expenses creep back in. Examine your profit-and-loss statement in detail and see if you can identify other cuts you can make.

Be ruthless.

At the moment, this is a matter of survival. But learning to practice frugality now will also make you much stronger in the long term. You want to make this a habit, not just something you do when dire circumstances arrive.

Imagine how much better shape you would have been in when this recession hit if you had been “plugging those holes” all along.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Bill Higgs, an authority on corporate culture, is former CEO and founder of Mustang Engineering, which he took from zero to $1 billion in annual revenues based on a people-first culture. He is also the ForbesBooks author of the just-released book Culture Code Champions: 7 Steps to Scale & Succeed in Your Business. His culture podcast and training modules are available through www.culturecodechampions.com.

LOVE LIGHT GUEST TESTIMONIAL

Posted by presspass on
0
Empowerment
LOVE LIGHT GUEST TESTIMONIAL

“I truly appreciate the clarity and professionalism of both Jean and the technical team. It is wonderful to have such a show to uplift and support so many people” LOVE LIGHT Guest Judy Satori (New Zealand)
Ascension Expert
www.AscensionLibrary.org
“The Power of Surrender”
October 9, 2020

How Different Leadership Styles Affect Organization Growth

Posted by presspass on
0
Business
How Different Leadership Styles Affect Organization Growth

To receive the Innovative Leadership Institute weekly blogs via email, please sign-up here.

 

This blog is provided by Ashley Wilson, as a companion to the interview with Dr. Dale Meyerrose and his interview on Innovating Leadership, Co-creating Our Future titled Pandemic, Activism, Political Policies: Practical Actions for Leaders that aired on August 25th, 2020.

 

The leadership style that you implement when running your business can often have a significant impact on the success or failure of your company.

Excellent leadership isn’t about barking orders at a specific time or making sure that deadlines are met. You also need to consider the culture you’re creating in your company, and the inspiration you give to your employees.

There are many different styles of leadership when managing and running your team. Each comes with its pros and cons. Let’s inspect how specific leadership styles can affect the growth of your organization.

Autocratic / Authoritarian Leadership

In a crisis, an autocratic or authoritarian leadership style can be beneficial. Sometimes, when employees are panicked, they need the guidance of a strong and confident leader. However, more often than not, autocratic leadership isn’t as beneficial as it seems.

This strategy allows you to run your organization from a top-down perspective, so all the power and authority in your company belongs to your senior management.

This also means that your employees can often feel as though their voices aren’t heard. Although this kind of leadership fosters an environment where working decisions are made quickly, allowing for enhanced efficiency, it also allows for less creativity and buy-in for employees.

Team members can see leaders in this style as uncompromising and controlling, which can lead to even more significant issues with morale.

Participative Leadership

The participative leadership or democratic leadership style is often a lot better for employee morale and creativity. Here, business leaders and managers seek and encourage input from their staff before making decisions.

Participative leaders act after soliciting opinions and ideas from the employees.

The biggest benefit of this leadership strategy is that employees feel more valued and as though their opinion matters. This also fosters a more aligned team, where employees feel more connected to managers, and generally have more commitment to their organization.

However, one downside of leadership style is that decisions can sometimes stall because leaders want to make a choice that can please everyone.

Delegative Leadership

Otherwise known as laissez-faire leadership, delegative leadership is at the other side of the spectrum to the autocratic style.

This strategy allows employees to make more of their own decisions and establish their guidelines for how to work. Leaders that choose this style rarely make major decisions on their own.

This method of leadership also means that team leaders generally only intervene with work in critical circumstances. Employees often prefer this form of leadership, but it can often lead to problems with a lack of direction.

Company leaders often need to find the right balance between giving guidance and letting employees know what they need and giving them the freedom to operate autonomously.

If your company is brimming with experts who know how to make the most out of their skills in your workplace, then you may find that it’s easier to run a business with a delegative leadership style.

Transformational Leadership

In a transformational leadership environment, there’s a heavy focus on change and improvement in the workplace.

A lot of companies in different industries have begun to focus more on transformational leadership to support an age of “digital transformation,” or switch to a more agile way of working.

Transformational leaders inspire their team and create visions that can help their team members to move towards a brighter future.

However, although transformational leaders can give their employees guidance toward reaching business goals, they also pay attention to what their team members need.

This kind of business leader collaborates with employees to determine what changes are needed in workplaces and how to implement these changes.

Transformational leaders are often seen as valuable assets within their organizations, as they help companies to grow and thrive in difficult times. Such leaders can also serve as critical role models, helpful for keeping subordinates motivated.

Transactional Leadership

Finally, transactional leaders give team members very specific tasks to complete and targets to work towards. They reward team members when they meet the set objectives. This leadership style focuses heavily on the results of employee performance.

An enormous benefit of transactional leadership is that it allows for frequent feedback from team leaders.

Employers and managers need to give their staff plenty of guidance for this strategy to work, and also highlight clear expectations that their team members know what to do next. Transformational leadership can promote a lot of improvement and growth within any organization.

This form of leadership is useful for achieving high levels of employee engagement, particularly for those who are motivated by receiving awards and bonuses. However, there is a risk in this kind of environment that employees will follow the status quo and lose their creativity.

Maintaining Best Leadership Practices

Ultimately, there isn’t a one-size-fits-all solution to finding the perfect leadership strategy for your team.

You’ll need to consider the demands of your business, how your employees work, and more when determining what kind of leader you need to be. The best leaders can adapt their style to the environment and the personalities that exist in their team.

Take some time to analyze your team and create a strategy based on what you think you know about how your people operate. Once you’ve implemented a leadership style that seems suitable for your company, monitor how your employees respond.

If something isn’t working, go back to the drawing board and ask yourself what you need to change.

Choosing Your Leadership Style

Different leadership styles have a significant impact on the performance of any organization.

How you choose to lead your team will affect employee morale, decision-making abilities, productivity, and more.

Because of this, successful leaders are scrutinizing problems in their environment and making informed choices on how to adapt.

Effective leaders don’t just set a direction and communicate a goal to their team members, they pay attention to what’s going on around them, and ensure that they’re ready to pivot their leadership style when necessary.

 

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

 

About the Author

Ashley Wilson is a content creator, writing about business and tech. She has been known to reference movies in casual conversation and enjoys baking homemade treats for her husband and their two felines, Lady and Gaga. You can get in touch with Ashley via Twitter.

Photo source: Pexels

Enjoy this blog? Please spread the word :)

RSS
Follow by Email