Eliesha Training’s Post

"There are efficiencies that can be gained at every level of an organization. If we streamline decision making, if we make accountabilities clear, if we leverage technologies in new ways, it recreates the way work gets done at every level. What we’re seeing our clients think through now, holistically, is how work needs to get done differently. What’s the role of the manager in the future? How do we craft that role in a way that provides time to do what managers do best? In some organizations, that may be a reduction in the overall number of managers but in a way that frees up and creates more capacity for coaching, more capacity for the things that matter most; it’s not an either-or conversation. Instead, it’s a way of saying, “Hey, our organization isn’t working. It may not be the cost position we needed. We may not have the coaching and development we need.” Those things often go together. So how do we comprehensively think about work? How do we think about management practices in the context of work? What do we change to get a more efficient and effective organization, particularly at the managerial layer?"

Middle managers are the unsung heroes of organizational success. McKinsey’s latest analysis highlights their importance, and I couldn't agree more. One of the biggest challenges middle managers face is balancing day-to-day tasks with strategic thinking. This is where AI can make a real difference. By automating administrative tasks, AI frees managers to focus on leadership and innovation. But we need to go beyond just implementing AI—we must also provide ongoing training and support to help managers adapt to these new tools. Investing in our middle managers means investing in the future of our organizations. Let’s use AI not just to streamline operations but to truly empower our leaders to drive meaningful change. #McKinsey #Leadership #AI #Management #Innovation #GenAI

McKinsey's emphasis on middle managers is spot on, but it’s also essential to recognize that AI isn't just a tool for efficiency—it’s a catalyst for transformation. AI can shift the role of middle managers from mere task execution to strategic leadership, but the real impact comes when we align AI with a broader organizational vision. Middle managers need to be equipped with the skills to not only use AI but also to harness it for innovation and growth. This isn't just about staying competitive; it's about redefining leadership in the digital age. Investing in their development today ensures they’re ready to lead tomorrow’s challenges. It's all about the long game folks. #MiddleManagers #Longevity #Leadership

Have we lost the human touch in leadership? The people function has been outsourced to HR, with line managers finding themselves adrift and overworked. What we have in our hands are heartbreaking situations of Wells Fargo and EY. I don't believe these companies to be exceptions. But it doesn’t have to be this way! Empowering line managers is key, enabled by AI, to transforming leadership. Managers focus must be brought back to people, by integrating AI tools into their daily workflows, managers can lighten their administrative burdens and reconnect with their teams. This article explores this critical topic, “Reclaiming Leadership: Empowering Line Managers with AI for a People-First Future.” https://lnkd.in/gQnTdG62

#Middlemanagers are often the unsung heroes of organisational success, bridging the gap between strategy and execution. Yet, their potential remains largely untapped due to outdated perceptions and underinvestment in their development. Discover how targeted capability building can transform middle managers from overlooked cogs into pivotal drivers of change, unleashing their ability to innovate, solve problems, and lead effectively. Beamible can help your managers understand the current state of their team and organisation, leverage AI to generate ideas on optimisations, assist in prioritising goal-aligned activities, visually plan a better optimised team, analyse potential ROI, implement changes, measure improvements over time and iterate. (Diagram) Article and diagram from McKinsey.

To all the mid-level managers feeling the pressure — you're not alone! Lately, I've had numerous conversations about the challenges you're facing. Here are some key insights to keep in mind to help you navigate, let me know if any resonate with you! 1️⃣ AI and Leadership: Navigating the Future AI is transforming workplaces, offering opportunities and challenges. Middle managers must stay updated on AI advancements, address team concerns, and ensure ethical use and transparent communication about AI policies. 2️⃣ Key Skills in Demand: Embracing Continuous Learning In 2024, adaptability, emotional intelligence, communication, strategic thinking, and technology proficiency are essential skills for leaders. 3️⃣ Hybrid Work Models: Adapting to a Diverse Workforce Managing a mix of office-based, remote, and hybrid roles requires tailored strategies for clear communication and cohesive team interactions. 4️⃣ Building Trust: The Foundation of Effective Leadership Trust is crucial for leadership. Middle managers can build trust through transparent communication, active listening, and authenticity. 5️⃣ Diversity, Equity, and Inclusion (DEI): Integrating for Impact DEI is essential for modern leadership. Integrating DEI practices improves trust, morale, and innovation. Middle managers play a key role in ensuring genuine and effective DEI efforts. 6️⃣ Kind Leadership: Empathy as a Strategy Leading with kindness and empathy enhances team performance and well-being. Understanding team members' perspectives and fostering a supportive environment is key. 7️⃣ Work-Life Balance: Supporting Middle Managers & Their Teams Stress and burnout are common among middle managers. Ensuring work-life balance through supportive policies and recognition can improve well-being and effectiveness. #midlevelmanagers #leadership

Thoughts on middle managers struggle between plans execution as is and creativity in the link. Middle managers have a lot to offer in organizations’ strategies for growth and sustainability in the AI era.

The Age of Innovation and the Demise of Command-and-Control Leadership Companies that adhere to traditional command-and-control leadership styles face several challenges in the rapidly evolving landscape of technological advancements, innovation, and complex global issues. While some organizations may continue to operate under this leadership style, they are likely to encounter the following difficulties: Stifled Innovation: Command-and-control leadership can inhibit creativity and experimentation, leading to a lack of innovative solutions and new ideas. This can cause companies to fall behind more agile and innovative competitors. Slow Response Times: Traditional hierarchical structures can create bottlenecks in decision-making, slowing down a company's ability to respond to market changes, emerging trends, and customer needs. This lack of agility can result in missed opportunities. Decreased Employee Engagement: Employees today often seek autonomy, flexibility, and a sense of purpose in their work. Command-and-control leadership can lead to disengagement and dissatisfaction among employees, making it harder for companies to attract and retain top talent. Difficulty Adapting to Change: Companies with rigid structures may struggle to adapt to changing technologies and market dynamics. The inability to adjust to new realities can lead to obsolescence or declining market share. Poor Collaboration and Communication: Top-down leadership can limit open communication and collaboration among teams, hindering cross-functional problem-solving and the sharing of knowledge and expertise. Reputation and Trust Issues: Command-and-control leadership can harm a company's reputation in an era where stakeholders and consumers value transparency and ethical behavior. Companies that fail to adapt to changing social and ethical expectations may lose trust. Challenges in Global and Cross-Disciplinary Work: Many modern challenges require collaboration across geographies and disciplines. Command-and-control companies may struggle to foster the kind of teamwork and open dialogue needed for these complex projects. Risk of Irrelevance: As markets and industries evolve rapidly, companies that do not embrace more adaptive and innovative leadership styles may find themselves struggling to remain relevant and competitive. While some organizations may continue to operate under command-and-control leadership styles, they will need to evolve their approaches to stay competitive and navigate the complexities of the new era. Lisa is writing her dissertation on using Commander's Intent to manage remote workers. Your feedback would be greatly appreciated. #AgeofInnovation #CommandersIntent #Leadership

When it comes to performance management the problem quickly shifts from "the mouse being in a maze" to "the maze being in the mouse!" In this brilliant session, Neel Doshi ask three critical questions. 1. What is performance? Neel highlights the crucial difference between tactical and adaptive, demonstrating how many organizations fail by focussing solely on tactical performance. 2. What drives performance? Neel reveals that the secret lies in "total motivation." With lots of insightful details, he outlines six types of motives and explains how the performance management ecosystem can either positively or negatively impact their balance. A focus on indirect motives often decreases performance, while learning is the only sustainable way to enhance it. This principle extends to goals —learning goals consistently outperform "performance" goals. Ratings typically exacerbate the problem. Skill-based pay can support both development and perceptions of fairness. 3. What scales performance? Senior leaders, Neel points out, must systematically and scientifically link performance management, motivation, and performance to cultivate cultures where organizations can truly flourish. This requires above all a change in their own mindset, which often remains focused on tactical performance. Leveraging available tools, including AI, can help to enhance the system. Get ready for an eye-opening session! Packed with cutting-edge insights blending science and practice, it offers actionable strategies to improve your performance managemen - this session is definitely one you won't want to skip! Watch now: https://lnkd.in/e9WFRZpd [Freedom to Flourish] For more information about the Performance Management Transformation project and the Flourishing Manifesto, visit https://lnkd.in/eVWEw2At for all the details, recordings and further materials. #GoodLeadershipSociety #GoodOrganisations #HR #FutureofWork #Leadership #Transformation #Business #PersonalDevelopment #CIPD

Building Trust and Bridging Gaps: The CHRO as Executive Coach Here are six tips from an HR leader who made the transition to add executive coaching to her skills toolbox. Chief executives sit in a lonely position, where confidentiality and organizational stability often go hand in hand. When a CEO has a major dilemma involving another C-suite leader, they often turn to their head of HR for support in navigating the challenge. But where do they turn when they are struggling with a situation that is not HR-related? Often, the challenges CEOs face are operational in nature. And while most operational issues end up impacting people, it’s not always obvious that the HR leader may be a good sounding board. But a sounding board is exactly what every strong CHRO should be. Not only does the CHRO help foresee and plan for the human impact of business decisions, they also provide the C-suite with a safe place to discuss issues without fear. As the world of work has evolved through crisis and major disruptions—including the 2008 recession, the pandemic and the explosion of remote work—CHROs have cemented their role as executive coaches to the leadership team. But this role is not only useful in times of crisis. As a senior HR leader, I have often found myself in the role of an executive coach, and as I have applied my skills in guiding the C-suite through crises and transformation, the need for this role has become even clearer. Switching Hats For example, at one of my prior roles, I was brought into discussions by the CEO regarding a major reduction in staff that may affect my own role as well. I was able to act as a sounding board—even though the decision could have affected me—because I had built that level of trust with the CEO in my professionalism and objective judgement. Of course, I had my own feelings about the situation. But at that moment the CEO needed a sounding board for not only the impending personnel actions but also ways we might save the situation. In this case, the CEO was really struggling with the weight of the decisions ahead and had no one else to turn to. The CEO could not risk speaking to other members of leadership for fear they may panic or breach confidentiality, making the situation even worse. As we discussed the problem objectively, I was able to help the CEO determine how long we could hold on and structure a plan that would save as many jobs as possible through some creative methods of coupling layoffs with other cost-reduction methods. Such is the role of an executive coach. When that hat is on, we are no longer the CHRO. We are there to listen and coach, helping the C-suite solve problems well outside the traditional purview of human resources by acting as the confidante and coach that is necessary. Source: #shrm #منابع_انسانی #آموزش