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    Entries in leadership development (2)

    Tuesday
    Sep062016

    LEADERSHIP LESSONS FROM THE BATTLEFIELD

    I'm not much of an historian, and certainly not a military historian, but the name of Field Marshall William Slim keeps coming up in my leadership reading. Slim commanded a British field army in Burma fighting the Japanese in the '40s. Here are some things that Slim did that made him highly effective as a leader, despite being low profile.

    1. Keep it simple. Slim regularly received 100 pages of orders when what he really needed was five. He writes in his book that the most important part of an order was the 'commander's intent'. I'd call that vision.

    2. Establish a battle rhythm. Despite spending three and a half years fighting the Japanese, when at the time an 12 month deployment was more common, Slim maintained his energy and focus by exercising, reading and sleeping. He trusted his men to handle things while he rested.

    3. Planning is everything and nothing. Slim was a mad planner and made sure of everything before going into battle. Even then, not everything went to plan and when it didn't, he was flexible about changing.

    4. Ruthlessly enforce standards.  Slim made it known exactly what he expected and ruthlessly followed through. His people responded and he achieved results. For example, malaria was rife at the time and was a major threat to his troops. He banned shorts and short sleeves to protect against mosquitos.

    Here's my favourite quote from Slim.

    "When you cannot make up your mind which of two evenly balanced courses of action you should take, choose the bolder."
    Tuesday
    May312016

    WHAT'S UP WITH LEADERSHIP IN AUSTRALIA? FIVE THINGS YOU SHOULD KNOW.

    The results from the largest ever leadership study in Australia have just been released. The Study of Australian Leadership (SAL) was conducted by Melbourne University and funded by the Federal Government.

    SAL surveyed 8,000 individuals across 2,500 workplaces. It involved senior leadership (CEOs), as well as frontline leaders and employees.

    Key findings:
    1. Frontline leaders have the most impact on employees, shaping their work experience and creating the work environment.
    • Takeout: The performance of your frontline leaders, not your MD or CEO, matters most to your employees. 
    2. Leaders drive the organisational capabilities that lead to better performance. 
    • Takeout: The better your leaders are, the better your organisation will perform.
    3. Leadership is critical for innovation which is vital for business performance.
    • Takeout: Everyone is talking about innovation, but we should be talking about leadership driving innovation.
    4. Engagement, culture, trust and 'intention to quit' are results of good leadership.
    • Takeout: Whether your people care or not, trust each other or not, or are going to stay or not, are direct results of leadership.
    5. Investment in leadership development pays. Leadership development results in more confident, capable leaders who drive both performance and innovation.
    • Takeout: Investing in leadership development means you will get better leaders, and with it, all of the benefits as outlined above.
    Key Question for You!

    What are you doing about leadership development at your place? This research has just been released. It's hot off the press, it's reliable, current and trustworthy. 

    If you need help developing leaders, call or email. We can help.