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The size of the challenge
As the 2011 DDI/CIPD Global Leadership Survey declares at its outset “Quality of Leadership can either make or break the success and sustainability of any organisation” . Their research demonstrated powerfully that organisations with the highest quality leaders were much more likely to outperform their competition in key bottom-line metrics and, moreover, are more commonly those organisations with highly motivated and engaged staff who stay longer in a role. If we accept Nigel Povah’s principle, as espoused in his June 2016 article ‘Leadership Development for the 21st century’, that leaders have to be right for the time and right for the circumstances that their organisations face, what does this mean for those of us tasked to design and facilitate ‘solutions’ to fill gaps in leaders’ competencies? How can we balance the demands of creating programmes that are bespoke (maybe even individual to meet very specific needs), ‘vs’ the practicalities of limited budgets, the time that leaders can carve out to participate in self-development and all the advantages that come from leaders learning together, whether within and across their home organisation or networking more widely with leaders from other sectors?
And as if this isn’t enough of a challenge, how do we respond to the gauntlet thrown down in the McKinsey article of January 2014 of the 4 most common mistakes made by organisations in trying to improve the capabilities of managers and nurturing new leaders? This article shares a&dc’s response and lessons learned from the creation of its flagship LIVED leadership development programme, designed to complement an accompanying assessment process.
The acronym VUCA – Volatile, Uncertain, Complex and Ambiguous – has been commonly used in business parlance for at least the last 10 years. However, surely with the imminent consequences of Brexit and the arrival of the Trump administration in the US, VUCA has never been more relevant and important? Yet in a&dc’s continued work with a wide range of UK and global businesses, whilst HR colleagues acknowledge its significance, we remain disappointed that there appears to be real reluctance amongst C-suite colleagues to seriously engage with what this kind of world could look like and mean for their businesses. As Learning and Development (L&
a&dc are the leaders in behavioural assessment and development. We make a measurable difference to business performance by using behavioural assessment to recruit and select great talent into every job and developing leadership behaviours that enhance business results. Find out more.