Leader Labs’ Post

Successful transformations hinge on understanding and harnessing human emotions and behaviours. EY and Saïd Business School, University of Oxford research reveals that a people-focused approach, emphasising emotional support and early detection of warning signs, can significantly enhance outcomes. Leaders prioritising key behavioural indicators over traditional KPIs can prevent issues before they arise, leading to a 12-fold increase in transformation value. It’s clear: effective change is as much about managing people’s emotions as it is about managing metrics. Learn more in this Fast Company piece from my colleague Errol Gardner https://lnkd.in/gpcURMtt #Leadership

KPIs are important, but they're not the whole story. Successful transformations are driven by people, not just numbers. Leaders who prioritize emotional intelligence and understand the importance of team dynamics are better equipped to navigate challenges and achieve long-term success. https://buff.ly/3SDgi2Q #leadership #transformation #emotionalintelligence #peoplemanagement

🚀 Why Leaders Should Make Space for Constructive Challenge 🚀 Curious about how successful leaders harness the power of their teams? The latest article from Imperial College London is a must-read. It delves into the critical role of leaders in creating an environment where team members feel empowered to challenge decisions and share diverse perspectives. The article spotlights our whitepaper, "Facilitating Constructive Challenge: Concrete Ways Leaders Recruit (and Repress) Speaking Up," which explores actionable strategies for leaders to foster a culture where constructive challenge is not just welcomed but actively encouraged. Key Takeaways: Empowering Team Voices: Leaders can significantly improve team dynamics and decision-making by embracing and legitimising challenge. Effective Questioning: Specific strategies and questions can double the likelihood of team members speaking up. Leadership in Action: Based on a rigorous field experiment, this whitepaper provides a roadmap for leaders aiming to cultivate a culture of accountability and innovation. This collaboration between Centre for Responsible Leadership and the Financial Services Culture Board offers invaluable insights, especially in high-stakes environments. Don't miss out on these crucial lessons for responsible leadership in today’s complex world. Take a few minutes to explore the article and discover how you can start leading more effectively by embracing the power of constructive challenge. https://lnkd.in/efpAYaJ4 #Leadership #Innovation #TeamDynamics #ConstructiveChallenge #Whitepaper #ImperialCollege #ResponsibleLeadership

I am excited to share an interesting article I recently read on the top five questions Boards ask when searching for new candidates to lead organizations into the future. "It’s about how leaders behave, how they build teams and develop talent, and who they are­—not just the numbers they produce." 1. Can leaders lead with a compass when there is no map? Today’s leaders have to be able to establish a compelling destination and then navigate through the fog with a compass. 2. Have they embraced uncertainty as a team sport? Can they instill adaptability as a core skill across the enterprise? 3. Do they walk the talk? When a gap appears between what leaders say they’ll prioritize and what they do, they will be called out. 4. Have they demonstrated mastery of the matrix? Influential leaders use the matrix to encourage cross-discipline thinking and ways to unlock innovation and teach others to do the same. 5. Are they really who they say they are? In a world where everyone is a stakeholder and any internal communication is likely to circulate publicly, boards want to understand the values that candidates bring to the table, how those values guide their decision-making in the face of uncertainty, and whether their self-awareness is high or low. Lyna Matesi, #uwspmba, #BUS703, #Sentryschool, #leadership, #business https://lnkd.in/ec3QSMGJ

Interesting article from McKinsey on the four behavioural traits that most closely correlate with leadership success, namely: ✅Solving problems effectively ✅Operating with a strong results orientation ✅Seeking different perspectives ✅Supporting others What piqued my interest in particular is how the above plays out in #Insights terms, requiring different behavioural/energy preferences to be brought to the fore in order to succeed - so for example: Solving problems effectively > Cool Blue 🔵 Operating with a strong results orientation > Fiery Red 🔴 Seeking different perspectives > Sunshine Yellow 🟡 Supporting others > Earth Green 🟢 Not all leaders may be able to draw on each of the above readily, but successful leaders will recognise where they have gaps/blindspots and ensure they build a team capable of plugging them. Whilst #Insights is not the only tool you can use to explore behavioural preferences in this way, I still find it to be one of the most readily accessible for leaders looking to develop themselves and their teams. If you’d like to find out more, including what lies beneath the colours and how you can use the insight 💡 on a practical basis to develop your teams drop me a DM. #Insights #Leadership #Highperformingteams

Leadership is a set of behaviors used to help people align their collective direction, to execute strategic plans, and to continually renew an organization. https://lnkd.in/eRYGrJE9 #structuredvisualthinking #strategy #decisionquality #business #csuite #decisionquality #decisionmaking #frameworks #truth #ai #listen #payattention #leaders #leadership #commonsense via McKinsey & Company

One of the most critical aspects of our VISTA Leadership Model is Insight. 🔎 Insight is the compelling rationale and the clear benefits /advantages of delivering the Leader's Vision. It can be seen as the ‘immediate and clear understanding that takes place without recourse to overt trial and error behaviour’. This comes from a true understanding and interrogation of self and a clear Vision that aligns with the Values of the leader. Effective leadership starts with self-awareness. Leaders need to invest time to recognise their strengths, potential Achilles and personal biases. This enables them to adapt, to harness their strengths and address areas for improvement whilst dealing with the not-insignificant responsibility of running their businesses and inspiring their people. Self-reflection is key to constantly checking in with ourselves and what drives us. It is crucial time, well spent on how we can bring our unique experiences and capabilities to achieve the best outcomes. The mobilisation and support of our key stakeholders is crucial. By engaging in this process, leaders can share a clear sense of their personal and professional vision, making it easier to align their goals with those of their organisation. This can bring others on board with the same level of excitement and commitment to success. Externally, Insight involves understanding market trends, competitor behaviours, and socio-economic factors. Internally, Insight involves understanding our ‘personal climate’... our personal values, motivations and current issues. This broader awareness enables leaders to lead with authenticity, anticipate challenges, be vulnerable and strategise proactively and fostering innovation within their teams. Insightful leaders can better weigh decisions, foresee the outcomes of their choices, and make informed decisions. These decisions align with both the business’s short-term needs and long-term goals as well as enabling their people to really understand the Why. This comprehensive understanding not only enriches decision-making but also prepares leaders to support their teams through the challenges, fostering a culture of positivity, adaptability and continuous improvement. It also means success can be recognised. By exploring and embracing the real need for ‘Internal Insight,’ leaders will connect with and inspire their people more easily, with radical candour, to achieve their own VISTAs. This Insight component of VISTA drives growth and ensures a competitive edge, building understanding, empathy and resilience in leadership teams and preparing them to navigate complex business landscapes effectively, together. Keep an eye out for our next post where we’ll share the VISTA model in more detail. #Leadership #LeadershipDevelopment

"Everyone thinks of changing the world, but no one thinks of changing himself." - Leo Tolstoy This is a picture of a mobile speed camera that went too fast around a bend here in Ireland. It reminded me of the "do as I say, not as I do" behaviours so common in the corporate world. Many leaders are oblivious to their behaviours until they run aground. During the challenging times of the pandemic, leaders across industries found themselves under a magnifying glass, revealing a stark truth: the importance of aligning words with actions. Tolstoy wisely said, "Everyone thinks of changing the world, but no one thinks of changing himself." This resonates profoundly in the corporate world, especially during periods of transformation. The "do as I say, not as I do" mentality has been exposed, highlighting the critical need for leaders to lead by example. As we navigate organizational transformations, it's paramount that leaders wear their calendars on their sleeves, showcasing a commitment to the entrepreneurial behaviours they seek in their teams. In the words of Tolstoy, true change begins with oneself. Organizational transformation demands more than just setting numerical targets; it requires leaders to embody the change they wish to see. The entrepreneurial frame must become a living goal, guiding the attention and agendas of everyone within the organisation. A simple rule of thumb for leaders is ensuring that the activities linked to achieving goals are consistently within the top five issues on their agenda. Whether in meetings, conversations, or performance reviews, leaders must genuinely commit to the transformation journey. People pay attention to what leaders prioritize, and the alignment between attention and success influences their commitment. Trust in leadership has declined, with only 23% of U.S. employees strongly agreeing that they trust their organization's leadership. However, when leaders communicate, lead, support change, and inspire confidence in the future, 95% of employees fully trust their leaders. When the winds of change are gentle, it's effortless to extol great leadership. When the conditions are optimal, even a turkey can soar in the sky. #innovation #transformation #Leadership #OrganizationalTransformation #LeadByExample #Trust

Read an interesting article this weekend on the evolution of leadership in today’s economy and wanted to share some thoughts. I would agree that traditional metrics for evaluating leaders have shifted from efficiency and financial performance to a qualitative approach to measuring success. Understanding how leaders actually behave, empower employees, develop talent and adapt to change focuses on the intangible qualities that make leaders unique. Navigating today’s unpredictable and complex business environment requires a high level of intangibles which helps control the chaos and reshapes the perspective on uncertainty and its impact on business. The article really challenges conventional thinking and offers a unique perspective on leadership. For anyone interested in learning what it takes to be an effective leader in today's economy, I would highly recommend it. #Leadership #BusinessStrategy #Innovation

What these three things really mean is that leaders need to do the inner work on themselves to ensure they are aware and conscious of the character failings that impact their leadership. This requires humility and a deeper dive into their blind spots and vulnerabilities. Having a dedicated team-building structure for your executive team, functional teams, as well as all the way down to task-driven teams, is something that leaders need to establish mastery within. The ability for a leader and the executive team to create an environment where "teaming up" is a competitive advantage for the organisation requires significant focus from leadership. And the most destructive of all, leadership misalignment, can bring an organisation to its knees - teams become toxic competitive ecosystems that devour each other alive. Leadership alignment is vital because it ensures that everyone in the organisation is working towards the same goals and objectives. When leaders are aligned with results, they can effectively communicate the vision and direction of the company, helping to create a sense of unity and focus among employees. This alignment allows everyone to understand what is expected of them and how their individual roles contribute to the overall success of the organisation. Leadership alignment to results promotes accountability. We love accountability - without it, we don’t get to feel successful or be tested. When leaders are committed to achieving the desired outcomes, they are more likely to hold themselves and others accountable for their actions and performance. This accountability helps to create a culture of high performance. And if we don’t have alignment to results, how do we drive strategic decision-making? When leaders are focused on achieving specific outcomes, they are better able to make informed and strategic choices in the best interest of the business. This ensures that resources, such as time, money, and talent, are allocated effectively and efficiently to achieve the desired results. Lastly, leadership alignment to results is important in commercial organisations because it enhances the organisation's ability to adapt and respond to changing market conditions. By staying focused on results, leaders can quickly assess whether current strategies and approaches are effective or need to be adjusted. This responsive ability is crucial in today's fast-paced business environment. #becauseworkmatters #performanceisourcurrency #winnersatalllevels #leadership