THE LEADERSHIP LABYRINTH
THE LEADERSHIP LABYRINTH AT GALLUS WE WORK WITH LOTS OF ORGANISATIONS AND LEADERS ACROSS A VARIETY OF SECTORS, AT VARYING STAGES OF DEVELOPMENT. WITHOUT FAIL, EVERY ORGANISATION WE WORK WITH SEES LEADERSHIP CAPABILITY AS ITS NUMBER ONE POTENTIAL ENABLER AND ITS NUMBER ONE RISK. GROWTH PLANS CAN BE MADE OR BROKEN ON THE BACK OF LEADERSHIP CAPABILITY YET ALL TOO OFTEN ITS EVALUATION AND DEVELOPMENT IS OVERLOOKED OR TREATED AS A CONSTANT ACROSS VASTLY DIFFERENT GEOGRAPHICAL, REGULATORY AND POLITICAL ENVIRONMENTS. Leadership assessment and development tends to focus upon the upper echelons of the organisation’s hierarchy with some more far-sighted organisations providing leadership capability interventions at critical transition points earlier in career. However, despite all of the effort employed, organisations still struggle to cultivate leaders who are able to successfully perform at the highest levels, under pressure and across contexts. Sound judgement, balancing risk and performance, decision making and ethical concern all seem to be in short supply. Are we focusing the wrong interventions towards the wrong people? We explore how you can develop multi-level leadership capability that provides strength and depth to your organisation’s brand, is sustainable over time and across contexts, and provides the foundations to being a genuinely BELIEVE-ABLE organisation…..
Our Research Says... We know, from our research, what it takes to be a successful leader in a complex (perhaps global) organisation. We also know what it takes to be able to hold the course, to steer an organisation and to drive the dynamic reactions and fundamental transformations required to survive in potentially volatile, uncertain, complex and ambiguous times. And we know, from experience, how organisations who have not consistently developed genuine leadership insight, skills and behaviours at all career stages find that their leaders struggle when the going gets tough. Much like a strong set of core muscles can protect against and hasten recovery from a back injury; a strong set of personal leadership principles and experiences to draw upon can provide the core that protects a leader when the going gets tough. Game-changing leadership isn’t a tactic; it’s a way of being, an outcome. Followership is a choice where emotions can outplay logic. Believe-able leaders consistently perform at the highest levels, under pressure and across contexts.
Building Core Leadership Muscles: There are 8 Lead Dimensions that together create a solid core strength.
Learning Agility must come first; it’s the enabler that allows a leader to develop game-changing dimensions effectively. Without learning agility a leader becomes stale; unresponsive to external stimuli and potentially arrogant to risks and weaknesses. A leader who is unwilling to learn is not fit to lead!
Connected leaders value people and relationships and understand how to get the best results from any team, in any situation,
anywhere. They form strong bonds based upon shared values and visions. They create movements that align behind a cause. They generate followership and are willing to follow others where that would be the right thing to do. Game-changing leaders are informed; they look for emerging themes and are amongst the first to recognise their significance. They are curious and flex their learning agility and connections to generate input that creates a flow of data and information to support strategic planning and dynamic decisions. Innovation and creativity are natural extensions of intellect and intuition for insightful leaders at the cutting edge. Ideas are generated and solutions developed through structured thinking, intellectual curiosity, inclusive debates and lateral thinking driven by the application of learned patterns of creative behaviour.
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