As a speaker and a consultant, He travels all over the country facilitating leadership development programs. One of the first questions He asks in his program is, "how many people have reported to a bad manager in their career?" Unfortunately (and He would even argue predictably) usually about 90 percent of the people in the room raise their hand. Why is that? Because He believes that most companies make massive mistakes when it comes to how they handle leadership development in their organizations. He sees it at every size company, in the world of nonprofit and in government agencies. Here are the biggest mistakes He sees companies make and how to solve them. Mistake No. 1: They support people who have technical competency and they assume they have leadership skills. I see so many organizations who support a person because they were good at their job. They were good at IT, so companies assume that they will also make a good IT manager. Why do they do that? It is such a crazy presumption because the skills required to do the job are nowhere near the same skills needed to lead and manage people. Of course the person who got promoted will not admit that they don't know, they will just do the best they can and they will either sink or swim. Sadly, far too often they sink. Solution: Don't suppose people know how to lead. Provide coaching and development for all new managers to teach them how to lead productively. Mistake No. 2: We let senior leaders get away with not committing to their own development. When I conduct leadership programs, the people running the programs almost always inform me that the Vice Presidents in the company will not be joining the program. When I asked why, they tell me in a very frustrated tone that the senior leaders don't believe that they need additional leadership development, and they are just too busy. I have found that some people in senior leadership roles can create massive egos and don't believe they need to boost or grow. Wrong! This is also an example of terrible leadership role modeling. Senior leaders insist that their managers go to leadership training, but they don't go themselves. In one program that I conducted, a very savvy CEO took the training as a student in order to demonstrate how crucial it was to commit to leadership development. Solution: The CEO of the company should require that every person in a leadership or management role should commit to leadership development every year. It should be a requirement, not an option. Mistake No. 3: There are no examinations or testing of leadership skills and abilities. Many times when I talk to clients who want to do leadership development, they have already selected a list of topics that they want to cover. When I ask how these topics were selected, they say they got together with the group and decided what it was that people needed. My question to that is always "how do you know?" In my opinion you can't do efficient leadership development unless you assess where people are in their skill sets. How do you know what they need unless you test their knowledge skills and abilities? Solution: Put into place efficient data driven leadership assessments, so the training can be tailored to exactly what it is that people need, not what the company thinks they need. Mistake No. 4: Not willing to commit the time for leadership development. Many times in organizations people tell me that they would like to attend my leadership development program, but they can't. When I ask why, they tell me that they are too busy, and their manager will not let them attend the program because there's too much work to be done. This is a very shortsighted strategy, and it is also a vicious cycle. The person in a leadership role is working very hard and because they're working very hard they're not able to go to the leadership development program. Because they're not getting leadership development they're not getting better at what they do and have a hard time increasing their performance or effectiveness as a leader.
Solution: If we want people to be effective leaders, no matter how busy they are, we have to invest time for their leadership development. Mistake No. 5: Assuming that leadership development is an event and not a process. I often find it hilarious when companies send their leaders to one day leadership development training programs. The company is expecting that leader will learn and apply new skills from the program. But the reality is learning should not be an event, it should be a process and often that is where the training fails, because there is no system. Solution: When conducting leadership development programs there needs to be pre-assignments, the class itself, and then comprehensive follow-up processes to make sure that they apply what they understood. Mistake No. 6: The managers are not dedicated to their direct report's development. I often hear a sad story from someone in my leadership program, who went back the next day to work, and had their manager completely ignore the fact that they attended class. They don't ask how class went, they don't ask what they learned, they don't do any follow-up whatsoever because they are so busy doing the work. When people that are in the leadership program try to apply their action plans, the manager tells them that they don't have the time and they need to get back to work. It is impossible for a leader to develop effectively if they don't get support from the person that they report to and worse, actually get resistance from them. This sends a terrible message program because it tells them that it's really not important. Solution: Make sure that when your company does leadership development, it involves not only the people who are in the class, but the people who they report to because they are an integral part of the entire process. Take a hard look at your organization, and ask yourself-- are you dedicating any of these mistakes in developing your leaders? Some simple course corrections can make the difference between highly effective leaders those who aren't. The decision is yours. Autor: Shawn Doyle Source: HuffingtonPost.com
At a recent leadership summit held at Twitter with 100 of our top global leaders, their agenda was to talk about our tactical path and get straightened as a leadership team. Then, the day before the summit, news leaked of several executive departures. The context of their discussions had shifted. You've surely experienced such circumstance shifts as a leader yourself. Over the last 10 years we've seen the command-and-control style of leadership give way to a flatter, more collaborative approach. I'm now seeing another shift happening-- to more and more debate of contextual leadership. As Tony Mayo, director of the Leadership Initiative at Harvard Business School, has put it, "Success in the 21st century will require leaders to pay attention to the evolving context" a business is operating in. Contextual leaders facilitate adapting to transform by helping their people understand the nature of new challenges and opportunities and how to address them in the moment. Why are we hearing more and more about the importance of "context" now? One reason is that the context around us seems to be shifting more rapidly, due in part to major technological shifts. This means more of us are operating in more contexts, more of the time. To take a simple example, when you're in touch with your colleagues on Slack or Google Hangouts outside of normal work hours, you're operating in multiple contexts-- "work" and "personal"-- at once. At work alone, though, contexts have grown rapidly and shifted as well. For instance, more of us work with more people, as technology has opened up collaboration to more people, departments, and business units. More of us work on cross-functional teams or across time zones. A 2014 research study by CEB showed that 60 % of people coordinate with at least 10 people daily in their work. This means that leaders have to be aware of all these contexts-- and more-- as they try to move projects forward. For example, at Twitter we wanted to transform our feedback and talent management processes, and we wanted to involve cross-functional teams from all across the company, including designers, engineers, and data scientists. Despite being in different buildings, different time zones, and even different countries, everyone always knew the project status, which decisions were open, and when we 'd reached milestones. That's an accomplishment of contextual leadership, as well as smart use of technology tools. To help develop a workforce's contextual leadership skills, those of us responsible for training and developing our firms' next leaders have to think a little differently about learning. Organizational learning has to become less about the kind of learning done in a training session or online tutorial and more about continuous learning on the job. That means creating a work environment that supports and encourages learning, one that's less about individuals learning new skills on their own, and more about using their environment to learn and learning from one another. Done right, this kind of learning teaches employees new skills and results in knowledge being shared across the company. Perhaps even more importantly, it also satisfies the deep desire expressed by so many employees to be part of something bigger. In the past, people I managed preferred to focus their time and energy on work they could take sole ownership of; now people emphasize their desire to work on projects that they can see will make a significant difference-- for their own growth and for the company's. Once the context shifted at our summit, we could have carried on with the agenda as planned, but we instead chose to address the departures and all the issues they raised. The conversations that ensued were more candid than any I 'd experienced in my career. We directly addressed the challenges of the new situation, engaging in healthy debate that balanced, as one leader put it, "optimism with sober reality." At the end of the two days, we were aligned around a clear set of priorities and were inspired about our future. We were also better prepared to provide context to our teams about the challenges and opportunities ahead and to inspire them in turn. Technology tools are evolving, and the way we work and learn must also grow. People's desire for more inclusion and agency and the increasingly rapid evolution of the business landscape both require that we find ways to create more collaborative teams, help with richer, more continuous learning, and involve all employees in their quest to adapt and seize the abundant chances our fast-changing world offers. Source: HBR.org
Business leaders looking for meaningful growth are all about investing in their people to cultivate an engaged workforce, and ultimately, achieve higher sales and a stronger bottom line. Here are seven trends we’re watching:
Uncertainty is the new normal. Organizations are launching more change initiatives than ever – as many as five per year, on average. However, the increased uncertainty among companies may be preventing these changes from sticking. Research has found that twice as many business leaders say “the ability to lead change” is a key challenge.
The management talent shortage is intensifying. For business leaders, the top concern during the next few years is the talent shortage. Don’t expect to be able to hire fully capable managers from outside. Instead, hire promising talent early and invest in their training and retention. Look for emerging leaders and, again, invest in them.
First-line leaders matter. First-line leaders make up 50-60 percent of management. They are the linchpin in strategy execution, customer satisfaction and employee engagement. They are the last stop for communicating strategy and enabling employee success. In order to keep up with competitors, invest at least one-third of your total leadership development budget in your first-line leaders. Your bottom line will thank you.
Organizations that focus on people-leadership practices will reap rewards. Research has shown that the ability to lead people effectively is about three times more important to a leader’s career success than other skills and knowledge. In fact, thinking like a leader, coaching your team, gaining results through others and engaging people are the four most critical people-leadership skills. Businesses must ensure that all leaders, and especially first-line leaders, are trained in these four critical practices.
Employee engagement will continue to be a key concern. Organizations with engaged workforces have significantly lower absenteeism, turnover and safety incidents, according to Gallup’s “State of the Global Workplace,” while productivity and profitability are much higher. Having an engaged workforce is a huge market advantage. Leaders need to know the factors that contribute to their team’s engagement.
Leadership is becoming more collective. Leadership during the past 50 years has been about the individual. However, in the last 15 years, this model has become less effective and has transitioned to being more collaborative. Organizations must create multilevel leadership development systems and ensure steadiness between levels of consistent competencies, concepts, language and themes.
Boot-camp training is out. A recent survey of 700 leaders worldwide found that 91 percent of respondents feel they have too much work on their plate. Seventy-five percent said they have “little or no” capacity to “do more with less.” When it comes to education, it’s time to give learners a break – boot camp-style learning is out. Workers are tired and “pedal-to-the-metal” training will only make them more tired. Learning needs to be practical and challenging, but also include chances for team bonding and laughter, quiet time and reflection, free-wheeling discussions with colleagues and a bit of surprise and adventure.
If organizations can implement these trends into their initiatives, they’ll achieve an even more productive year. Source: boston.com wrote by Jocelyn Davis
Of all the big issues facing healthcare organizations, leadership development is the least pressing but arguably the most important. Leadership skills are requisite beyond the CEO's office, particularly in an era when demands for change press on all functions and levels. An executive roundtable at the HealthLeaders Media CEO Exchange, held last fall at The Lodge at Torrey Pines in La Jolla, Calif., discussed leadership development programs for executives and physicians alike, the rise of new leadership competencies, and sources of inspiration.
Some health systems, particularly large organizations with many eadership positions, have long recognized the importance of developing leaders from within. MemorialCare Health System, the six-hospital, $2 billion integrated delivery system in Southern California, has enrolled 20 business-side executives and physician leaders in dual "leadership academies" each year since 1997. CEO Barry Arbuckle, PhD, said, "Below the senior level, closer to the front lines, we spent a lot of time on leadership development. We've had MemorialCare Academy in place for 16 years. We also have now a physician leadership academy. … Those have been an enormous benefit for developing and grooming leaders in the company. If you look at who has been promoted over the last 15 years, you can draw a direct line right back to the academy."
But the leadership requirements for healthcare organizations are shifting with the advent of new payment structures and operational models. New competencies are needed to handle risk management, case management, and medical informatics. "I think leadership is changing rapidly," said Christopher Howard, president and CEO of SSM Health Care-St. Louis. "The ability of a physician to think like a CEO and to deal with the issues that are in front of the lay leaders on a daily basis—the balance sheets, the income statements, every other report and responsibility we have, the ability to grasp and understand that and see a holistic picture—is going to be key for physician leaders of the future."
A Personal Leadership Development Business Opportunity. It's Success Education. The winner of two prestigious awards. Industry experts refer to our unique business model as a "refreshing alternative to franchises & traditional businesses". Now in over 56 countries around the world. A one of a kind pay structure. We're a direct sales company with one profit paid per product sold. But this is not for everyone. I know this, therefore I interview everyone to see if this might be a fit for both of us. I am looking for people who know they deserve an abundant life and are ready to reap the rewards of being self employed. These people are serious about getting significant results in their life, highly motivated and committed to the journey of achieving success with their own business. Source: youtube.com
Wrote by, Lindsay Olson Think social media is the only trendy thing in the business world? Think again. Management techniques and leadership styles have trends too, and as experts crop up with new strategies for managing employees, these trends evolve. Andrew Graham, president and CEO of The Forum Corporation, a Boston-based learning organization, has some interesting predictions of leadership trends in 2013.
1. You must lead change. With unemployment rates bouncing up and down, and companies cutting pay increases and bonuses, constant volatility has become the new norm in the workplace. And that can make for an uncomfortable environment ... unless you manage it. Graham says Forum research points to three critical practices for leaders:
Build your context agility
Exercise judgment in action
Develop professional intelligence
Essentially, give your team confidence that change doesn't necessarily mean upheaval, and make decisions on a case-by-case basis, rather than applying blanket actions to every situation.
2. Good managers will be hard to find. Because of that very change mentioned in No. 1, many qualified managers are turning to entrepreneurship rather than continuing to climb the corporate ladder. For companies, that means the search for good help will be difficult in 2013. "Don't expect to be able to hire fully capable managers from outside," Graham says. "Instead, grow your own: Hire promising talent early and invest in their training and retention. Look for emerging leaders and, again, invest in them."
Make sure you've got an excellent training program and a clear-cut path for your staff to move into increasingly higher roles of responsibility. Not only will you cultivate great leaders, but you'll also reduce turnover.
3. People-leadership skills will be more highly valued. Of all the skills and experience a manager gets on the job, the ability to lead people is ranking higher every year. According to the research and management firm Leadership IQ's "Talent Management in America and China," organizations with managers who use certain people-leadership skills tend to perform better in their industries. Companies that are leaders in their industries report much higher use of people-leadership practices than lower performing organizations.
Companies that want to lead the pack on this should incorporate these four tenets in employee training:
Think like a leader
Coach a team
Get results through others
Engage people
4. It will take a village. Whereas past leadership efforts have been all about the individual as a leader, in 2013 it will be about the collective efforts of a team. Because leaders are coming across new challenges, there isn't any history to base making an informed decision on, and leaders must look to their social networks, employees, and other leaders to make the best decision.
Graham suggests leaders "create multilevel leadership development systems, and a) ensure consistency between the levels: consistent competencies, concepts, language, and themes; b) give each level a strong role in the programs for the next level down; c) be intentional about bringing together leaders from different business units, functions, and geographies for training and development opportunities."
It's okay to show that you don't always have the answer. A good leader at the very least knows where to find that answer. 5. Boot camp training is so 2012. In recent years, companies have taken a boot camp approach to training, trying to cram as much information as possible in the minds of employees in just a few hours. Graham says we're starting to see a backlash. "Learners have no desire to come to a training class in which they're forced to work at a breakneck pace all day, complete difficult assignments in the evening, and at the same time keep up with all their regular work." Source: USNews.com
Pick up any business publication these days, and you'll find an article on Coaching, whether it be working with individuals to find more balance or meaning in their lives, to helping others identify a new career they are more passionate about. While these are certainly positive objectives of coaching, we at Incite Strategies have spent over 10 years working specifically with leaders in organizations to help them be more effective within their organization. Some of our work centers around more traditional executive coaching - that is, individuals coming to work with us on specific issues that have already been highlighted in the organization, and which are thought best to be addressed by an external coach, either because the internal coaching has not had the desired impact or because the internal resources do not have the time or skills required. The majority of our work, however, is more akin to proactive leadership and organizational coaching. We often work with leaders in conjunction with their teams (individuals often identified as direct reports, peers, or business partners). These individuals are typically identified as part of a certain group -- whether as members of a senior leadership team, mid-level leaders identified through succession planning, or emerging high potential leaders. In other words, we are coaching people who have a proven track record of performance become that much better vs. focusing on a previously identified development need. This ‘proactive' assessment, development and coaching provides a road map not only to the business, but also to the individual leader, as to how to best leverage strengths, work on development needs and ensure the current trajectory and proven track record continues. Having assessed and coached hundreds of global leaders, we're often asked "what does it take" to be a successful leader. Below are our observations that we hope you find helpful and can perhaps use as a roadmap for your own development. Ours is not a "cookie cutter" approach, but one that you can achieve by stretching, but still being true to yourself. The Basics These are what we refer to as "the ticket to entry" in any discussion of leadership and the potential to assume larger roles in an organization. Accountable - Doing what you say you're going to do...having a high "say-do" ratio...being dependable....delivering results...meeting or exceeding performance objectives Credible - Believable...being seen as doing the right thing vs. having any hidden agendas...having built a solid foundation of experience that you are speaking from a base of knowledge Decisive - Having courage in your convictions...Being able to make a decision without all the data...Knowing when to stop getting more input and "make the call" Driven - Having the desire to stretch outside of your comfort zone...highly self-motivated....always seeking to "over deliver" and exceed expectations...always doing more than asked Adaptable - Having the flexibility to adapt to internal changes in the organization or external fluctuations in the marketplace...seeing change as a positive, as unearthing new possibilities vs. being resistant "Quick Study" - Not necessarily having the highest IQ, but having the resourcefulness and know-how to figure out how to get up to speed quickly in any new situation, whether it be through self study or leveraging the knowledge of others The Stand Outs These are attributes that we don't see very frequently, so when we do, they stand out as unique. Ability to Influence - This goes well beyond interpersonal skills and encompasses organizational knowledge - knowing who the key stakeholders are and being able to flex your communication style to see things from their perspective to get buy-in Genuinely Cares - Unfortunately all too often we work with leaders who see people as a "means to an end"...this characteristic stems from really caring about the people who work for and with you, and getting to know them and value them for the individual they are Risk Taker - We're not referring to hair-brained ideas here, but thoughtful, creative, prudent risk taking...thinking outside of the box...challenging the sacred cows of an organization...never being satisfied with the status quo Mature - This has nothing to do with age or experience, but with being self aware...knowing what your strengths and development needs are...being a life-long learner...being comfortable in your own skin, confident in the person you are and the style you have Passion for the Customer - Many think this would be in the "Basics" category, but we find many leaders becoming too internally focused and not being conscious of needing to stay close to the customer, and to continually drive the customer-centric view down to their teams Innovative - This could be creating something from scratch, inventing something new, or simply doing things differently...Or, if you're not particularly creative, surrounding yourself with those people and creating the environment that allows new ideas to bloom The Missing Pieces As you would expect, there are areas where even the most successful leaders continually struggle and aspire to reach. Strategic Thinking - Although well intended, many leaders get bogged down with daily firefighting or the transactional nature of their businesses and don't consciously carve out time to think long term and set a vision for where they want their organization to go. Leadership Flexibility - Staying true to who you are doesn't mean only having one style of leadership...it's easy to lead a team of people like you, but much more difficult (and much more effective ) to lead a diverse team of individuals...and, their job is not to adjust to your style, but for you to understand how best to influence and motivate them as individuals and as a total team Communication Savviness - Most leaders communicate well in specific scenarios, but many still focus on trying to be equally effective on all fronts: with individuals, small - large groups, across all levels of an organization, in formal presentations or informal networking events Presence - Like it or not, the way in which you present yourself goes a long way in people's impression of you as a leader, whether it be how you dress, how you speak, or the impression you leave...many people we coach want to prove they can be successful without this, but they end up being overlooked or misperceived because they're not "memorable" Ability to Build a Following - This goes beyond positional power, or people doing what you ask them to do because they work for you...you know when you've developed followers when people say " I don't care what the job is, I just want to work for them again" Proactive Career Planning - Surprisingly, the majority of the leaders we have assessed have never sat down and thought about where they wanted to go from a career perspective, and the gaps they needed to fill to get there...Most have had a sponsor who has called them and told them what job to go to next...While having sponsors is certainly important, what happens if the sponsor leaves the company? Or falls out of favor? Many realize too late that they haven't built a broad network or have pigeon-holed themselves unintentionally by having a passive approach to their own development Working with a group of individuals accomplishes many things for the organization. It not only serves as a retention tool for those individuals, but also provides a common framework and process against which they can be assessed. Using the existing corporate values (or helping define those if they don't already exist), we gather data from the individual and others that work closely with them (like a verbal 360) which results in strengths and areas for development for each individual. We then pull together the themes which emerge from the population so that organizations can ensure that their on-going development programs and company culture reinforce these behaviors...in other words, coaching the organization! Source: ArticlesBase.com
Leadership is the ability to inspire confidence and support among the people who are needed to achieve organization goals. It is the process of providing the direction and inspiration necessary to create or sustain an organization. The 21st century has already spawned a sizable volcano of daunting new challenges to leadership. Deregulation, digitization, ecosystems, strategy life cycles, and competition at present, represents change have permanent rhythm for every business firm. This change process gives a role of decision making initiative for the leaders such as:
Broadening the scope of employee freedom by managing less, without sacrificing focus, discipline, and order.
Creating an organization where the spirit of shared values and community dominate, not programs and policies.
Providing for a mission that justifies extraordinary contribution .etc
The best effective decisions made within the available limited resources and constraints to provide an optimum solution for the change process makes a leader and a manager to achieve their objectives in many change process. Further to handle the change initiatives efficiently an organization must recognize that succession planning and leadership development are two elements of the same process that of ensuring there are leaders now and in the future who can implement the organizational vision .while succession planning can identify those individuals who have the abilities ,talent and potential to turn the vision of the organization into reality, the alignment to leadership development can ensure that this potential is realized .In so doing, an organization can ensure that there is indeed long term leadership sustainability and opportunities of entrepreneurship this will be a source of having competitive advantage of developing next generation leaders in the years to come for an organization to succeed . Introduction Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action to meet commonly agreed objectives whilst having commonly held values. Leader's values must offer 4E's frame work-envision, enable, empower and energize, for establishing a climate for creative thinking and promote innovation. 21'st century has already experienced with deregulation, digitization, globalization, Strategic business management, the result is familiar to every business firm "Change", Change is a common occurrence in business today. Leading change describes the role of leaders in accepting and managing many change process .many of the change initiatives fail to achieve their objectives because (1) Absence of a definition of what actually would constitute organizational success. (2) "Results" a powerful concept if left unmanaged, poses a risk in future. (3) Intransparency ie, lack of clarity of the changing situation. (4) Lack of succession planning and building bench strength. Leadership attempts to have integrated systems to solve the problems of change process. "Leadership is about being adaptable to change and uncertainty" (Mark .A. Morgan MD of citigroup private bank). An organization to develop the next generation leaders should consider the following important points such as (1) Identifying core set of skills to equip leaders of next generation. (2) Tracking and networking alumni of young professionals. (3) Determining the value of pooling program evaluation efforts. (4) Recognizing the key challenges in finding the resources and enhancing youth programes. Key words: Leadership sustainability & roles, change process, toxic leadership etc. Contemporary Leadership Roles The 4 contemporary leadership roles that are important for the organization to achieve its objectives are: Providing team leadership Leadership is increasingly taking place within a team context .as teams grow in popularity; the role of the leader in guiding team members takes on heightened importance. Mentoring Organizations have formal mentoring programs where mentors are officially assigned to new or high –potential employees to present ideas clearly, and empathize with problems of their protégés. Self leadership Self –leadership propose that there are a set of processes through which individuals control their own behavior and effective leaders help their followers to lead themselves. Online leadership To lead the people who are physically separated from you and with whom your interactions are basically to written digital communications like telecommuting with employees you need online leadership. Factors for effective leadership (1) Follower. (2) Leader (3) Communication (4) Situation Figure showing factors of effective leadership Factors influencing changes in organizations environment Globalization and developments in the field of information and technology. New management strategies and the competitiveness in the business environment. Implementation of news business processes. New goals and performance standards established in the business Structural changes in the economy. Etc Need for implementation of change in the organization's environment Based on Michael E Porter's five forces of competitive position we can analyze that there is a need for "change" in the organization to survive in the competitive modern business. Michael Porter's five forces:
Existing competitive rivalry between suppliers
Threat of new market entrants.
Bargaining power of buyer
Power of suppliers
Threat of substitute products (including technology change)
Leadership role and responsibility in implementing change in organization Organizational culture is the primary source of resistance to change a leader should understand the organization culture and then plan the change process. The use of value based management model 0f 7-s model can be helpful in implementation of change by coordinating 7-s namely, shared value, strategy, structure, system, staff, style and skill. (MC Kinsey's 7-s framework) Leadership should determine clear decision making framework to ensure the organization has means and resources to achieve its goals. Analyzing the change process through a experimental project with the five factors such as project duration, the project teams performance ,integrity of management commitment, employee commitment and employee effort required to cope with the change that are essential to be implemented. Change can be implemented through organizational transformation by ensuring succession planning initiatives are closely aligned to leadership and development and organizational vision Ensuring that succession planning process occurs in such a way that it is in itself a transforming experience. Drawbacks of implementation of changes in the organization. Some the reasons why change initiatives fail to achieve their objectives are: Absence of clear definition of what actually constitute organizational success Lack of knowledge about changing situation in business environment. Lack of integration between succession planning and leadership with organizational vision. Toxic leadership performance. Lack of planning premises and constraints, inadequacy of resources and means to implement the planned change process. Toxic leadership and organization Toxic /Bad leadership is one of the main reason we can point out for the failure to implementation of change in the organization. "A Toxic leader is someone who has responsibility over organizations employees but abuses the leader –follower relationship by leaving the organization in a worse condition than when he/she first found them". (Barbara Kellerman) Barbara Kellerman analyzes Toxic/bad leadership into seven different types: (1)Incompetent (2) Rigid (3) Intemperate (4) Callous (5) Corrupt (6) Insular (7) Evil. Toxic leadership can effect organization in change implementation by following way: Lack of definition of vision, strategy and business plan. Inappropriate execution of the vision, plan strategy and business plan. Lack of team building skills and business ethics. Lack of sponsoring, supporting, measuring results. Destruction of organizational culture, values and employees trust and confidence. Understanding the change process Understanding the change process helps the leader of present and future generation to develop the suitable technique to solve problems in initiating change process in organization. To understand problems, determining the characteristics of the difficult problem is key to initiate change process. Dietrich Dorner and Joachim Funke have elucidated typical characteristics of difficult problem they are as follows: Intransparency-lack of clarity of situation. Polytely-multiple goals which have a) Inexpressiveness. b) Opposition c) Transience complexity- large number of items interrelations and decisions which have a) Enumerability. b) Connectivity(hierarchy relation ,communication relation, allocation relation) c) Heterogeneity. Dynamics- time considerations, which have a) Temporal constraints b) Temporal sensitivity c) Phase effects d) Dynamic unpredictability Problem Solving Techniques Abstraction: solving the problem in a model of the system before applying it to the real system. Analogy: using a solution that solved an analogous problem. Brainstorming: (especially among the groups and teams)suggesting a large number of solutions or ideas and combining and developing them until an optimum is found. Divide and conquer: breaking down a large complex problem into smaller, solvable problems. Hypothesis testing: assuming a possible explanation to the problem and trying to prove the assumption Lateral thinking: approaching solutions indirectly and creatively. Means-ends analysis: choosing an action at each step to move closer to the goal. Method of focal objects: synthesizing seemingly non-matching characteristics of different objects into something new. Morphological analysis: assessing the output and interactions of an entire system Reduction: transforming the problem into another problem for which solutions exist. Research: employing existing ideas or adapting existing solutions to similar problems. Root cause analysis: eliminating the cause of the problem. Trial and error: testing possible solutions until the right one is found. Developing The Leaders Of Next Generation Michael G.Winston who has been working with fortune 50 companies partnering with key executives in developing the next generation of leadership explains how they develop the next generation of leaders. Seeking and securing top management support Leadership development initiatives are launched with clear communication from the senior executives explaining the mission, strategy, objectives and expectations for participant's .later stage measurement tools are designed to assess and reinforce leadership accountability for results. Determining required skill sets. Firstly you define key leadership requirement and develop a plan to improve critical skills and competencies required to implement the current and projected business strategy and review both current and prospective markets, competitors, customers, channels and determine critical success factor. Building Best-in-class leadership development initiatives An integrated and highly focused set of initiatives is crafted that should reflect the company's strategic agenda, address critical challenges and opportunities and strengthen leadership capability ,programs are generally used as a combination of company's presenters, external world-class subject matter experts,E-learning technologies and post-program project work to reinforce key strategic initiatives. Launching a tiered Talent Identificfation,Assessment and Succession process Succession management is a critical activity in business organizations must serve to identify, develop and retain those people who are able to deliver superior performance both individually and as a part of team. This can be done like: Alignment of top performers to most critical jobs. Identification of successor candidates for key roles Assessment of strengths across key competencies Identification and development of high potentials. Identification and elimination of key succession gaps. Figure showing how to strengthening talent development in the organization. Developing an enterprise perspective The CEO can ensure a balanced focus on leadership development and business Needs as well as movement of people across organizational boundaries. This will Promote sustainable leadership in the organization Integrating the organization Creation of an organizational integration function provides diagnostic processes to identify and eliminate or reduce the overlap and duplication that often emerges in decentralized structures. High impact instruments can be created and implanted to identify and build upon key organizational, structural process and leadership elements to strengthen and enhance business performance. Metrics for driving accountability Systems are then installed to hold line managers accountable for building leadership. Leadership development and succession becomes an unavoidable "gate" for promotion and significantly affect compensation, this can be understood with the diagram given below Figure showing metrics for driving accountability Institutionalizing the process Ultimately the objective is to institutionalize a simple consistent process across the enterprise which promotes leadership and succession cycles Leadership and Entrepreneurship It is leadership style that creates the appropriate climate for entrepreneurship and innovation in an organization.successfull leaders are not only good executives they are also great entrepreneurs .a entrepreneur today has to face several changes in the organization .he has to adapt the change process efficiently and convert the disadvantages of changes into advantages of business for which entrepreneur needs strong leadership qualities mentioned in above paragraphs leadership ,creativity, ability to solve problems makes a leader successful entrepreneur. 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