The Ken Blanchard Companies Ignite newsletter is a must-read for leadership, learning, and talent development professionals. Highlights from the just published August issue include
One of the biggest challenges leadership, learning, and talent development professionals face when they propose a new initiative is convincing their CEO of the financial impact of the proposed initiative. Without a clear sense of the positive financial impact, it’s easy for a leader to dismiss a new proposal as being too disruptive, too expensive, or too time consuming.
An analysis of more than 200 organizations by The Ken Blanchard Companies found that every year of delay in improving leadership skills costs the typical organization an amount equal to 7 percent of their total annual sales.
A senior leader at Duke Energy approached Stephanie Bush, director of learning and development, with a request for building leadership skills in his division. Already familiar with Situational Leadership® II (SLII®), Stephanie decided to pilot the program with this leader’s management group to see if it met their needs.
“I knew our leaders wanted to be able to have impactful coaching conversations with their team members. They needed to be able to set goals, hold people accountable, and provide a leadership style to match their employees’ needs. That is exactly what SLII provides.”
The feedback from the pilot sessions was so positive that SLII was added to the curriculum for the Duke Energy Leadership Academy which was created to support “Leading the Duke Energy Way” by aligning to the business strategy and leadership imperatives.
Michael Bungay Stanier, author of The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever shares how time pressed managers can effectively coach direct reports by asking instead of telling, being a little more curious, and engaging a little more often.
The nature of leadership continues to evolve as organizational structures and business models change. A new Blanchard white paper looks at how top-heavy leadership approaches are shifting and in their place, individual contributors are being asked to step up in new ways, take on more responsibility, contribute differently, and look for ways to empower themselves—essentially to become self leaders.