Does Your Behavior Encourage Leader Development?

Setting the example for leader development is vital. Successful executives identified the following observable behaviors as the key to encouraging leader development in others. Similarly, the leader who does not exhibit these behaviors sends the message that leader development is not valued or important. What message are you sending throughout your organization or department?

Are you a leader who…

Displays empathy? Do you understand and can you relate to the challenges others face?
Is poised and self-assured? Do you speak openly about your mistakes and lessons learned?
Promotes innovation? Can leaders exchange ideas and challenge each other’s viewpoint, including yours?
Actively listens? Do you seek to understand the other person’s perspective before being understood?
Creates a healthy work environment? Do you enjoy being a leader and does your example motivate others to become leaders who inspire employee passion?
Believes in life-long learning? Are you prepared to overcome the challenges healthcare organizations are facing today?
Develops other leaders? Do you know their strengths, weaknesses, goals, and activities that extend beyond work? Are you willing to serve as the example others should emulate?

Successful executives agree… organizational leadership development is ineffective when leaders failed to model these behaviors.

Action Exercise

Assess whether your behavior encourages leader development. Ask those you trust and will provide honest feedback to see if you display these behaviors over the next few weeks. Ask them to provide specific feedback about your behavior, which encouraged or discouraged leader development. Your ability to receive timely, accurate feedback will significantly contribute to better leader development an organizational success.

Adapted from The Commander’s Unit Leader Development Handbook

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In the high art of serving others, employees sustain their morale, management keeps its customers, and the organization prospers. One of the indisputable lessons of life is that we cannot get or keep anything for ourselves without getting it for others.
~ Richard J. Sneed

Don’t forget to ask your people what it is they need and want from you. After all, employees have expectations too. And they are more likely to follow and support leaders who meet those expectations. When they do, YOU WIN!
Source: Lead Right

Leading Change

Because leadership is charged with bringing new ideas, methods, or solutions into use, innovation is mutually connected with the process of being an effective leader. Innovation means change, and change requires leadership. As a leader, you must be the Director of Transformation in your organization and learn everything there is to know about the change before it even takes place. Furthermore, you must learn how to deal with the emotions that result from the chaos and fear associated with change. Putting new processes in place is not enough—the people supporting these processes must be motivated to meet the challenge and support the change. To do this, it is important you maintain a balance between a clear understanding of the present and a clear focus on the future.

 

Your first act is to create an organizational climate favorable to change by explaining the limitations and shortfalls of the present process and the possibilities and benefits of the proposed change. Your second act should be to facilitate the change itself. Walk the employees through the change, explain the details and answer questions. Finally, you should reward those who comply with the change and refocus those who do not. Realistic optimism and determination is the best quality you can demonstrate when coping with change.

 

When dealing with change leaders should:

 

·         Be open-minded and experiment with alternatives.

·         Involve people affected in the change process.

·         Fully explain the reason for change.

·         Create enthusiasm for the change.

·         Facilitate change…don’t force it.

·         Seek out and accept criticism.

·         View change positively.

·         Never get complacent.

 

Action Exercises 

  1. Identify what you are doing well in terms of managing change.
  2. Reward the people who are actively supporting the change.
  3. Now, identify what you could do better and preapre a plan for successful change. 

Source: Air Force Professional Development Guide