Management Training

You are currently browsing the archive for the Management Training category.

Leaders and Managers Must Shift Their Style!

March 28, 2010 in L3 Leadership, Leadership Coaching, Leadership development, Management Training by Marc Michaelson | No comments

More progressive organizations are moving toward a more engaging style of leadership, mainly due to their recognition that followers have a greater role as collaborators in the strategic and day-to-day leadership of teams and organizations. We find in our coaching relationships that most middle managers have great frustration and challenge moving from the top-down model to a more collaborative leadership style.

It is important for leaders and managers to recognize that the the business world is far too complex for one person to have all the answers and responsibility for leadership decisions.

Leaders who draw solutions from their teams by asking the right questions are finding new strategic direction, while engaging their staff.

Our expectations of leaders and managers has grown astronomically because of increased complexity and the rate of change. The response by most organizations to transform their leadership and management styles to respond to this change has been slow, and in most cases lacks a comprehensive learning and development model.

In our work with organizations, leaders, managers and individual contributors, we find that the complexity, rate of change and workload stifles their ability to slow down to learn to do things differently in order to be productive.

The answer is not so much in the provision of training, but rather in the shifting of a mindset and removing outdated models.

How will we meet this challenge?

Leadership At All Levels

March 27, 2010 in L3 Leadership, Leadership development, Management Training by Marc Michaelson | No comments

In an unpredictable economy, companies that have a network of leaders through-out the organization are the ones most likely to thrive. Employees who are given the opportunity to develop leadership skills are more inclined to take responsibility and feel pride in their work. When they are empowered to make decisions and be accountable For their actions, potential leaders take ownership in the success of the company, and often become high level performers who offer their discretionary effort.

The velocity of workload is increasing and so has the pace of change.  With that said, an employee’s ability to make independent decisions is especially critical as services, products and customer expectations evolve. In the wake change, the role of leadership is shifting as well. Front-line employees are expected to lead teams, mid-level managers are heading up strategic initiatives, and downsized staffs are expected to take responsibility for more work with less guidance.

These new opportunities call for more than supervisory or management skills. They also require managers to arouse engagement and establish an environment of respect and fairness, in which employees are encouraged and expected to contribute their opinions, ideas, and concerns.

How are you adapting your style to facilitate the inclusion and participation of leaders at all levels— those contributors who do not have the title but bear the responsibilities?

Finding The Time To Think!

August 31, 2009 in L3 Leadership, Leadership Coaching, Leadership development, Management Training by John Anderson | No comments

Some of the most important work we do with our leader coaching clients is in “finding space for strategic personal thinking”. By this we mean creating the space for them to slow down for a moment, be present and get clear on what’s important to them.

To actually get clear on what the impact is that they want to create with their leadership. Doing this requires making time to help and support themselves to be as “clear, and present”, focused and conscious as possible. One of the most important exercises here taking charge of their total life as a leader

We very often notice a common theme in executive coaching. It’s the issue and value of creating the space and the permission for one to engage in total life leadership. People tend to pass it off as “Not now, later. There are more important things to do.” Or, they will say, “My Life can wait, this can’t.” Or, they will even more simply feel, “There is no time.”

There is always a reason for not engaging in total life leadership, sometimes even a really good one. Often executive coaching clients are not aware that total life leadership or L1 is an opportunity to create more energy, integration of life and work, leading to stronger overall leadership. The fact of the matter is, Total Life Leadership or L1 an opportunity.

Unfortunately, it is often not until an effective leader experiences a problem or a life-threatening issue, or witnesses a problem in someone else, that he or she will pay more attention to her health and personal self-care. Often, it is not until the pain of not doing it gets stronger than the pain of actually engaging it, that her or she starts to take action.

One of the stakes we hold for business coaching clients, whether they are working with leadership or personal issues, is that this piece must be attended to. Whether it concerns health issues, energy issues, holding boundaries, work/life integration or eliminating tolerations that are sucking their energy, Total Life Leadership fills the energy bucket and is essential for sustaining focus and presence today.

It doesn’t matter what your agenda, taking the time to honor yourself and give yourself The gift of self leadership, L1 will help clear the decks for more powerful and effective leadership. Envision the possibilities.

For the most part today, without Total Life Leadership we walk around on “borrowed energy” in a depleted state, less clear and less focused.

* How can you make your most powerful choices and decisions from a place of exhaustion and depletion?
* How can you show up authentically and powerfully from a place of surviving vs. thriving?

Newer entries »