Leaders are crucial for the long-term success of any organization. But, contrary to what some may believe, great leaders aren’t necessarily “born.” They can be developed, and your company should be putting effort and resources into training its leaders.
Continuing yesterday’s post, here are six additional timeless qualities that effective and successful leaders own that you’ll want to keep in mind.
The leaders across your organization can drive your organization forward or they can destroy its goals and ambitions. In fact, finding and developing great leaders for your organization are always the most important and relevant things you should be doing as a learning and development professional.
Not all managers are created equal. They have different management styles based on personal preferences, experience, and education. While there is a broad spectrum of different styles along multiple axes, management styles are commonly grouped into one of three broad types: autocratic, democratic, and laissez-faire.
Many employers think that they need to offer things like table tennis in large and custom-designed breakrooms, organic juice bars, bring-your-dog-to-work days, and free lunch every other day—especially when it comes to hiring younger employees—to retain employees and keep them happy.
L&D professionals identify the ability to effectively deliver insights on skill gaps as a key priority. However, as the workplace becomes increasingly more digitized it’s important that executives understand the key traits that are critical for leadership to succeed. According to research from Randstad US, executives must develop new leadership capabilities in order to successfully […]
When HR departments look for training and development programs for their organizations’ leaders and high potentials, they often focus on industry-specific and job-related tasks. This is because—much more than “soft skills” like communication, teamwork, or critical analysis—these more concrete skills are easier to standardize across departments and titles and simpler to evaluate and teach.
Traditional hierarchies have created a relationship of power between employee and manager with clear distinctions of leadership and subordinate roles. This dynamic is sometimes forced and has not always benefited us. Although there are some benefits to this traditional schema, we often forget that leaders are people, too, and have their personal development to consider.
A global economy means global competition. It also means complicated transnational economic environments; divergent regulations; and complicated networks of suppliers, customers, and business partners. Perhaps now more than ever, strong leaders are needed to help ensure the success of businesses in an economy that has become increasingly competitive—and increasingly complex.
Within my first 6 years in the U.S. Army, I had been a member of four different battalions (around 700 soldiers organized into four subunits), been a member of two combat arms branches, evaluated leaders from six different battalions, and been across the world and the United States. Military training had taught me that the […]