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Coaching and mentoring are 2 essential tools in the leader’s arsenal. The vast majority of large, successful companies now expect their managers to be able to use these skills to motivate and develop their teams. This results in much higher levels of employee engagement with attendant business benefits (higher profitability, lower staff turnover, greater agility, etc.). Coaching is used to help the coachee articulate the root cause/s of the problem and generate solutions to a

Delegate effectively. There are 2 main errors leaders can make: delegate too little, too late and continue to micro-manage, or delegate too much and to the wrong person. Both are very damaging. The first error severely limits the both individual and organisational capacity. It also ensures that ideas and staff engagement will be sparse and condemns the manager to, at best, a stressful tenure. The second error lacks control, puts the subordinate in a difficult position and car

There are many exciting aspects to leadership: making decisions, growing your staff, setting the vision, etc. Communicating the same message again and again may not be one of them, but it is no less important. Studies show that employees need to hear a message 7 times on average before they really believe the senior management means it and that it is important. Many an organisation has launched a bold new strategy with great fanfare only to find that little really changes in

Be consistent but tailor your style. It is important to be even-handed and consistent when dealing with your team whilst also understanding that each person is an individual with different motivations and preferred behaviours. The good leader will behave consistently and apply common, high standards when holding others to account or praising them for their behaviour. However, he will tailor his style according to the needs and preferences of individual team members (also taki

Be decisive! There is little more poisonous to a team than an indecisive leader. Note that this is very different from rashness. If you have time to make a decision, use it wisely, but remember that you will never have all the information or assurances you want, and you will have to act on incomplete or even contradictory information. The key is to fail quickly and cheaply (how many projects continue to consume resources long after it is clear they will not deliver the benefi

Be prepared. Lots of aspects to this, of course, but I find it helpful to focus on the following 2 activities: Research the attendees by checking out their profiles on LinkedIn, Twitter, Facebook, etc. Then, look at the wider picture: For example, if they are representing other companies, what are the big issues and opportunities those other companies are facing? This is particularly helpful during sales meetings: If you can show an awareness of your potential client’s motiva

Not a comprehensive list, but useful for focusing effort and keeping the team on track: https://hbr.org/2017/04/5-questions-leaders-should-be-asking-all-the-time. Appropriate questions can be very helpful for generating new ideas, promoting buy-in, clarifying understanding, getting the quieter team members involved, etc. Even if you know precisely what you want to achieve and do, it can be a useful technique. #ActionCentredLeadership #LeadershipDevelopment #Meetings #Decision

Pleased to say that series 1 is now complete. You can access them via this link: https://goo.gl/ra7iS5 Don't forget to use the 25% off code at checkout (25DISCOUNT). #LeadershipDevelopment #TeamBuilding #ActionCentredLeadership #AchievingtheTask