"These are certainly tough times. Employers and employees are facing financial challenges, fears about physical and mental health, and countless other very real and personal worries. Effective leaders need to lead with more heart and empathy now than ever before."
Tag: hr
Facilitation is like skiing. Preparation, practice and picking the right line are essential. In other words, know your audience, know the outcome desired, and introduce a facilitation approach (style) that best fits the situation.
John Burdett outlines four facilitation styles. One size doesn't fit all. A masterful facilitator sees the four approaches as a rich pallet of behaviours to be mixed, matched and blended as the situation demands.
Insights from "Facilitation - the Forgotten Art" by John Burdett.
Few companies teach facilitation as part of their leadership development agenda. And yet, if we want collaboration, if we want to grow teams, if we want to challenge talent in a meaningful way … being able to get the best out of meeting of minds becomes pretty important.
Excellence in facilitation shares much with what it means to be an outstanding coach:
- Humility
- Conduct with a hidden baton but don't start to play any of the instruments
- Come with a beginner's mind … be open to being surprised
- Pass power to the participants
- Ask great questions
- Push for clarity around what the real issue is but avoid suggesting potential solutions
- Listen, listen, listen
- Summarise what has been agreed to
- Push for objective action regarding next steps
Good luck on your next opportunity to facilitate. It is one of the most difficult but at the same time rewarding leadership skills. Remember, from a career perspective, bringing the best out of a group session is something of a forgotten art.
Insights from "Facilitation - the Forgotten Art" by John Burdett.
In the current talent environment, doing everything possible to protect your investment in a strategic hire means committing to a strong Leadership Integration process. An effective process provides the framework for defining what success means for a new leader. The specific design parameters for a virtual Leadership Integration program will vary based on the unique features of the organisation and the demands of the role.
Bedford/Teal set out core elements that should be included in a best in class virtual onboarding program, including:
- Understand their technology needs
- Ensure onboarding goals are clearly defined
- Provide a copy/framework of the on-boarding plan
- Establish a personal reach out process
- Provide an opportunity to debrief from the recruitment/search process
At some point in your career, transitioning into an an industry that has richer prospects than the one you have come to know may give you room to grow. Here is what to keep in mind as you tool your reinvention:
- Flexibility is key - As you contemplate a change, having the right mindset is key. It is important to have realistic expectations.
- Heed cultural cues - Culture matters. It can be nourishing and thrilling; it can be defeating and stressful. Culture hugely impacts your experience.
- Network - Your network is an excellent resource. See who you know and where they are positioned. Ask questions. Build momentum. Learn what you need to about positions and industries you are targeting.
- Tell the right story - Change gives you the chance to see your experience, skill set and goals from a different vantage point. That’s empowering. Use the momentum.
Transition, timed right, is powerful. As the shot caller of your own career, you have to be bold, brave, energised. Enact your decisions when you see what is coming, not after it is here. Enact foresight not afterthought.
Insights from "How To Transition Into A New Industry" by John Ryan.
"CEOs are leaning on their CHROs to ensure their workforces are feeling supported, because they know the future success - and in many cases, the survival - of their businesses depends on it."
Here are three ways to support them in being most effective in fulfilling their new dominant roles.
"The pool of available talent is suddenly both changing and expanding, and visionary leaders can make the most of it, preparing the ground for post-crisis recovery and growth."
In the most challenging of times it is essential that new leaders are integrated quickly and successfully. TRANSEARCH Paris interviewed leaders in new positions to determine the impact of the current situation on their ability to integrate without breaking stride. Anne Chevillotte highlights key findings including the leadership qualities and traits helping new leaders through these difficult times.
Multiple factors combine to determine the ultimate success or failure of a leader. The variables are interdependent and difficult to isolate. But complexity doesn't justify surrender. On the contrary, the study of leadership begs for a more scientific approach. Especially in times of crisis!
What does 'trusted advisor' mean and why does receiving the services of a trusted adviser matter? Ulrich F. Ackermann contributes his insights and experiences to Executive Talent magazine by the Association of Executive Search and Leadership Consultants.