Facilitation, Coaching and Mentoring

Every person that takes part in one of LMI’s Programmes is facilitated through our unique process by a fully trained member of the LMI team. The facilitator not only imparts knowledge and feedback but also acts as a coach and mentor to the participant. 

LMI is not a coaching and mentoring organization but it forms an integral part of the multi sensory learning process that we use so successfully when taking people through our range of written programmes that include action planning and personal evaluation. The Facilitator acts as the link between the client, the participant and the LMI organization. 

So you may ask; why does facilitation, coaching and mentoring add value to our personal development programmes? 

WHY FACILITATION, COACHING & MENTORING? 

Facilitation, coaching and mentoring is usually needed by organisations for the following reasons: 

  • Help people set better goals and then reach these goals.
  • Help people perform their role more effectively, particularly when faced with a new role.
  • Help people to focus better so as to produce results more quickly.
  • Help people address development needs and so develop their career potential.
  • Help people who are seeking a better balanced and whole life.
  • Provide people with the tools, support and structure to accomplish more. 

WHY IS FACILITATION,COACHING & MENTORING NEEDED? 

  • People need help to get started on any process of change. 
  • People need help to get them to think and behave in a way which will make them more effective and productive.
  • People need external perspective to get them to think about the change dynamics that are taking place in their work and personal environments.People need to be encouraged to learn new habits of success and improve their self image and self confidence.

  • As with top sports performers, managers also need but rarely get, personal coaching to learn new techniques, gain feedback on performance and improve their mindset. In sport this is the way in which performance is continually improved to keep pace with and beat the competition. Coaches work on improving knowledge, skills and motivation.

 

WHY IS FACILITATION, COACHING & MENTORING

EFFECTIVE? 

  • Relationship between the facilitator, coach and mentor and client creates momentum.
  • Goals are set that pull the client towards the goal rather than goals that require client to the push themselves towards the goal.
  • The programme can be tailored to satisfy the client’s personal and work goals and can cover education, learning new processes for application, putting into practice and ongoing development.
  • The client is able to start a process of self-analysis to understand how they got to where they are today, what they want to achieve and how they can plan and review progress to realise their goals. 

ROLE OF THE FACILITATOR, COACH  & MENTOR 

  • Listen to the individual
  • Prompt and challenge the individual.
  • Provide unbiased judgements based on broad business experience.
  • Be a trusted confidante.
  • Be an independent source outside the organisation.
  • Help to develop specific goals and action plans. 

THE PRACTICALITIES OF FACILITATION, COACHING

&MENTORING 

  • The number of sessions is dependent upon the chosen LMI programme. Meetings usually take place every two weeks at the participants or teams place of work but frequency is tailored to suit the clients’ needs. In many instances the facilitation meetings are supplemented by telephone calls or email exchanges in between, depending on the need, the urgency and the sought of relationship required.
  • A win – win agreement with the client and his or her sponsor at the outset ensures critical success factors are set, reviewed and delivered.
  • The LMI range and application of educational and process application tools is extensive depending upon the competencies and skills that need to be developed. As an example these can cover:

 

-Effective personal leadership                         -Interpersonal communication skills

-Effective personal productivity                    -Supervisory Management

-Effective management development           -Strategic thinking

-Visioning                                                                 -Delegation

 -Goal setting                                                           -Time management

-Understanding motivation                             -Team working

-Project management                                         -Decision making & problem solving

 

It really is a case of identifying the personal development requirements at the outset and then designing the scope and length of the facilitation, coaching and mentoring programme to deliver the required result. 

All programmes will cover: 

  • Win – win agreement i.e. set business and personal goals at the outset.
  • Self-evaluation questionnaire.
  • Tailored programme to achieve business and personal goals.
  • Education – understanding the issues.
  • Process – learning new processes for application.
  • Putting into practice – practising and developing what has been learned.
  • Ongoing development – continuous self-learning. 

WHY TAKE THE FIRST STEP NOW? 

  • Businesses will never reach their full potential unless their people reach theirs.
  • Knowledge alone is not enough. Facilitation coupled with coaching and mentoring helps people to be better equipped to work and live life to their full potential.
  • Just sending people on courses and workshops to learn about new topics and skills doesn’t      generally work on its own. As with sport the coach in the leadership and management arena stays with the client to help implement the new skills, changes and goals and to make sure they really happen.
  • Personal facilitation and coaching and mentoring overcomes the “poverty of time” issue faced by so many businesses and people in the information age. It takes place at the client’s place of work, is progressive, personal and is time and cost efficient for the client and the organisation.

Facilitation, Coaching and Mentoring

Every person that takes part in one of LMI’s Programmes is facilitated through our unique process by a fully trained member of the LMI team. The facilitator not only imparts knowledge and feedback but also acts as a coach and mentor to the participant. 

LMI is not a coaching and mentoring organization but it forms an integral part of the multi sensory learning process that we use so successfully when taking people through our range of written programmes that include action planning and personal evaluation. The Facilitator acts as the link between the client, the participant and the LMI organization. 

So you may ask; why does facilitation, coaching and mentoring add value to our personal development programmes? 

WHY FACILITAION, COACHING & MENTORING?

Facilitation, coaching and mentoring is usually needed by organisations for the following reasons:

  • Help people set better goals and then reach these goals.
  • Help people perform their role more effectively, particularly when faced with a new role.
  • Help people to focus better so as to produce results more quickly.
  • Help people address development needs and so develop their career potential.
  • Help people who are seeking a better balanced and whole life.
  • Provide people with the tools, support and structure to accomplish more. 

WHY IS FACILITAION,COACHING & MENTORING NEEDED? 

  • People need help to get started on any process of change.
  • People need help to get them to think and behave in a way which will make them more effectiveand productive.
  • People need external perspective to get them to think about the change dynamics that are taking place in their work and personal environments.
  • People need to be encouraged to learn new habits of success and improve their self image and  self confidence.
  • As with top sports performers, managers also need but rarely get, personal coaching to learn new techniques, gain feedback on performance and improve their mindset. In sport this is the way in which performance is continually improved to keep pace with and beat the competition. Coaches work on improving knowledge, skills and motivation. 

WHY IS FACILITAION, COACHING & MENTORING EFFECTIVE? 

  • Relationship between the facilitator, coach and mentor and client creates momentum.
  • Goals are set that pull the client towards the goal rather than goals that require client to the push themselves towards the goal.
  • The programme can be tailored to satisfy the client’s personal and work goals and can cover education, learning new processes for application, putting into practice and ongoing development.
  • The client is able to start a process of self-analysis to understand how they got to where they are today, what they want to achieve and how they can plan and review progress to realise their goals. 

ROLE OF THE FACILITATOR, COACH  & MENTOR 

  • Listen to the individual
  • Prompt and challenge the individual.
  • Provide unbiased judgements based on broad business experience.
  • Be a trusted confidante.
  • Be an independent source outside the organisation.
  • Help to develop specific goals and action plans. 

THE PRACTICALITIES OF FACILITAION, COACHING &MENTORING 

  • The number of sessions is dependent upon the chosen LMI programme. Meetings usually take place every two weeks at the participants or teams place of work but frequency is tailored to suit the clients’ needs. In many instances the facilitation meetings are supplemented by telephone calls or email exchanges in between, depending on the need, the urgency and the sought of relationship required.
  • A win – win agreement with the client and his or her sponsor at the outset ensures critical success factors are set, reviewed and delivered.
  • The LMI range and application of educational and process application tools is extensive depending upon the competencies and skills that need to be developed. As an example these can cover: 

-Effective personal leadership                         -Interpersonal communication skills

-Effective personal productivity                     -Supervisory Management

-Effective management development            -Strategic thinking

-Visioning                                                                  -Delegation

 -Goal setting                                                              -Time management

-Understanding motivation                                 -Team working

-Project management                                             -Decision making & problem solving 

It really is a case of identifying the personal development requirements at the outset and then designing the scope and length of the facilitation, coaching and mentoring programme to deliver the required result. 

All programmes will cover: 

  • Win – win agreement i.e. set business and personal goals at the outset.
  • Self-evaluation questionnaire.
  • Tailored programme to achieve business and personal goals.
  • Education – understanding the issues.
  • Process – learning new processes for application.
  • Putting into practice – practising and developing what has been learned.
  • Ongoing development – continuous self-learning. 

WHY TAKE THE FIRST STEP NOW? 

  • Businesses will never reach their full potential unless their people reach theirs.
  • Knowledge alone is not enough. Facilitation coupled with coaching and mentoring helps people to be better equipped to work and live life to their full potential.
  • Just sending people on courses and workshops to learn about new topics and skills doesn’t      generally work on its own. As with sport the coach in the leadership and management arena stays with the client to help implement the new skills, changes and goals and to make sure they really happen.
  • Personal facilitation and coaching and mentoring overcomes the “poverty of time” issue faced by so many businesses and people in the information age. It takes place at the client’s place of work, is progressive, personal and is time and cost efficient for the client and the organisation.

Managing a High Performance Environment

In workplaces all over the UK, there is a drive to improve performance – to obtain better quality and greater productivity. To do so is essential for national and international success in a highly competitive global market – for many, it’s simply a must for organisational survival.

But generating better quality and greater productivity is only possible when the workplace environment permits such improvement. Simply imploring the team to work harder or inducing them to perform to achieve a short-term gain will not guarantee lasting improvement.

high performance wheel

Consider the High Performance Environment Wheel. The six spokes within the wheel provide the structure for building the environment. The three key focus areas around the rim provide the momentum to propel it.

A high performance environment is typified by:

  • Teamwork – how well a group of people work together to achieve a common goal
  • Production – how efficiently goods and services are produced and delivered – the overall effectiveness of getting things done
  • Quality – a mutually agreed standard for the acceptability of goods & services
  • Communication – the extent to which the people in an organisation can talk to each other and convey with clarity their expectations of performance and support
  • Knowledge and skills – the recognition and appreciation of existing skills, the support for and desire to enhance and expand learning in the environment and improve the personal contribution to the team’s output
  • Security – how secure employees feel when they are working and how well the organisation supports initiatives to improve well-being

If one of these ‘spokes’ is missing or not performing as it should be, the environment will not be as productive. And in driving or propelling a high performance environment, the essential ingredients are:

  • Relationships and performance
  • Commitment to security, learning and innovation
  • Continuous improvement systems

Without one of these drivers, the environment will be held back.

Periodically apply the wheel to assessment how your teams are functioning to ensure that they are working to peak performance that has not succumbed to procrastination, miscommunication or a lack of focus.

For more information and to discuss how LMI UK can become a trusted partner in the business performance improvement of your people, please get in touch.

Michael Levy 0161 980 0780 / 07903 183931 / m.levy@lmi-uk.com

Leadership Lunch

Leadership Forum

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Inspiration and Affirmation Notes

Two roads diverged in a wood, and I took the one less traveled, and that has made all the difference

LMI’s development programmes are designed to inspire people and to give them self belief so that they can become better leaders of themselves and other people. 

We all need affirmations and inspiration to help us keep going in spite of the obstacles that stand in our way. Determination and persistence are just one of the leadership habits that need to be applied when setting out to achieve your success outcomes.

 These notes are an aid for people who need to be reminded that attitude is everything and personal change and the road you take towards success is dependent on the choices you make and your courage in overcoming fears and self doubt.  

Two roads diverged in a wood, and I took the one less traveled, and that has made all the difference.  ~Robert Frost

Human Nature drives us to do what everyone else is doing when everyone else is doing it. Those who want to achieve financial success must learn to fight against this basic instinct.    Jan Somers

Anyone who achieved something great in their lives started off with a simple idea. And then they had the will and determination to make it happen. It sounds simple, but so few ever see it though to the end, instead they make excuses.

You are as happy as you decide to be at any given moment – it is your personal choice, take control of it.

Where you attention goes, your energy flows.

Instead of focusing your thoughts on what you are afraid might happen, focus on what you want to happen. You attract that which you think about most of the time.

There is no such thing as ‘getting lucky’- LUCK is the intersection of preparation and opportunity. You are responsible for one side of the deal.

Successful people seem to be able to make things happen because they work on their goals, and their minds are tuned to pick out new opportunities.

Anybody can count the number of seeds in an apple, but nobody can foresee how many apples will in turn be produced from each seed.

When will you reach the point when you are tired of being average?

Change happens; you must anticipate it. If you cannot change with the time you will become extinct.

The quicker you are able to let go of older ideals, the quicker you can adapt to new ones, but be careful what you become in pursuit of your goals.

Smell the cheese often so you can tell when it is getting old – stay in touch, complacency will sink you.

It would be safer to roam through the maze searching than to remain in a profitless situation.  Dr Spencer Johnson – Who Moved my Cheese? 

It’s not the size of the man in the fight, it’s the size of the fight in the man

Two critical qualities that you will find common to any genius:  Creativity and Imagination

Commit yourself to a goal by taking action today – only by taking action can you claim your prize.

Courage does not mean having no fear. Courage means acting despite your fear, and when you do that seeing how that fear will dissipate.

The difference between successful people and everyone else is not a lack of ideas, nor a lack of knowledge. It’s merely a lack of will.               ~Vincent T Lombardi

Everything you ever want is just beyond your comfort zone.

Setting goals and deciding to do something is a great start, but a waste of time unless you have the will power and the commitment to follow through.   Just do it!  ~Nike

It has been said that people generally fit into 3 categories;

  • Those who make things happen
  • Those who watch things happen
  • And those who wonder what happened

Act or be acted upon

Know exactly what you are going to do before you do it.

Don’t let your pride get in the way of those apologies. You can’t move on until you have, no matter how much you think you can.

It’s not knowing all the answers that’s important, it’s knowing those who do.

Winners never quit, and quitters never win.

You’ve never failed until you quit.

Success breeds complacency, complacency breeds failure.

The reason people fail is that they either don’t start or they don’t finish.

Everybody lives under the same sky, but we all set our own horizons.

Do today what others won’t, so that you can do tomorrow what others cannot.

Don’t ask advice from someone who has not done what you are setting out to do.

Nothing on earth can be done to stop a man with a winner’s attitude, and very little can be done to help a man with the wrong attitude.

Many of life’s failures are people who did not realize how close they were to success when they gave up.   Thomas Edison (1847-1931).

I have not failed. I’ve just found 10,000 ways that won’t work.     Thomas Edison (1847-1931).

The only thing we have to fear is fear itself   ~Franklin D Roosevelt

The man who says he is too old to learn has probably always been too old to learn  ~Henry Haskins 

The best way to predict the future is to create it.

The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.

Success is the achievement of your predetermined worthwhile personal  goals.

Leaders are readers

The empires of the future are the empires of our minds

Attitude is everything.

 

LMI EUROPEAN CONFERENCE, CANNES, FRANCE 22-23 March, 2013

LMI EUROPEAN CONFERENCE, CANNES, FRANCE 22-23 March, 2013

Delegates from the UK, Ireland, France, Germany, Spain, Portugal, Netherlands, Sweden, Norway, Finland, Romania, Russia, Saudi Arabia, South Africa, Egypt and Turkey, heard Randy Slechta, Vice President, LMI worldwide, give his keynote presentation “The Road Ahead”

He highlighted that the 3 top concerns of businesses throughout the world right now were:

  • Leadership Gaps (not enough of the right people skills to fulfil their goals)
  • Low Employee Engagement
  • Losing Their Top Performers

The situation has got worse since 2007. People who feel loyal to their companies are down by 42%. Those who trust their employer is down by 41% and 20% are looking to leave their companies when the opportunity arises.

Low employee productivity and engagement is now becoming the largest risk to companies. 85% of employees are giving less of themselves than they feel they could.

8 out of 10 people distrust their boss or manager and only 10% of people feel that their organisations hold their employees accountable for their results. Engagement of top level talent is down by 25%.

Randy reaffirmed that this evidence was demonstrating that there is an urgent need for a “New Leadership Concept”. He posed the question “Are companies wasting money on things that do not work” He showed that leadership is not just about knowledge; it’s more about behaviour, values and results.

LMI are the only global company in the organisation and people development business that have the complete set of knowledge, tools and processes for developing the “Total Leader”. Randy highlighted that you cannot skip each stage. Leadership development is a growing process similar to child – infant –young person –adolescent- adult.

Those companies that focused on improving employee engagement demonstrated that the outcomes were:

  • Increased Sales
  • Increased Productivity
  • Improved Results and Accuracy and Certainty 

The emotional state of employees is what impacts on their loyalty, commitment, self motivation and personal productivity and how much they are prepared  to use their “Discretionary Effort”

If you give your employees the chance to learn and grow they will thrive and so will your organisations. If a person or a business is not going anywhere then it is less likely that they will feel well and successful.

Randy again emphasised that LMI have all of the leadership and management programmes, tools, processes, knowledge and experience gained from working with people for over 50 years in 70 countries throughout the world. He cited the key areas to master were:

  • Personal Productivity       – Executing and getting results
  • Personal Leadership          – Influencing / Leading yourself
  • Motivational Leadership  – Engaging and leading others
  • Strategic Leadership          – Leading an organisation

Randy Slechta is also an accomplished golfer and explained that you cannot be a successful leader /manager by just being good with a “putter”. You needed to be able to use all 14 clubs in your golf bag!!!!

The Conference also covered many other topics in presentations, open discussion and workshops. These covered the following:

  • A sales presentation that sells
  • Training for a fast start.
  • Leading and motivating for results
  • The common denominator of success
  • Effective win –win agreements
  • Keys to growth

The Conference made it evident that the world is changing fast and becoming more competitive. Those countries that are prepared to learn and apply the latest leadership and management thinking in their businesses, to help people grow and realise their true potential are the ones that are likely to achieve continual and sustained success.

Six Qualities of a Top Performer – do you have them?

top-performer-200x150

From Michael Levy

From over decades of working with people from every level, in small to very large organisations, across every sector, we have found there are six characteristics or qualities that almost every top performer shares; and conversely, are under developed or missing in people not considered top performers.

1. Focus

All top performers have unswerving singleness of purpose. They are 100 per cent committed to their chosen pursuit. The reason for this is their unbridled enthusiasm for what they do, seeing the total picture and not getting bogged down in details. They focus on what is important, what pays off and on success essentials.

2. Integrity

Top performers understand that success comes from establishing trust with prospects and clients. This trust only comes if the person believes totally in what they do. Top performers, almost to a fault, are congruent in their words, beliefs and actions. They use their own products. They are their own best client. They walk the talk. They do and deliver what they say they will do.

 

3. Service

Win-win relationships. Top performers understand that for future success, it is absolutely critical that their clients are happy. To do this, they do three things:

  • They study their clients. They learn their ‘language,’ they learn the problems, challenges, issues, they learn the competitors, they learn the dynamics and strive to know their clients’ business almost as well as the client.
  • Top performers master asking questions to find out if and how they can help prospective clients. They understand that the client will show them what they need and how they want to buy, if they only ask the right questions.
  • Top performers under-promise and over-deliver. Their goal is not a satisfied client, but an absolutely excited, happy, thrilled and overjoyed client.

4. Relationships

Top performers understand they’re not selling products, they’re creating relationships. They know in their hearts that their success is determined by the quality of these relationships. Consequently, they network, seek referrals and constantly build up their relationships. They turn clients into centres of influence who become ambassadors for their business.

5. Smart-Hard Work

Top performers understand that it takes hard work to succeed at anything. They work smart. However, they understand that in order to work smarter, they develop and follow a system, keep very detailed and accurate records and statistics on their activities and results.

6. Continuous Improvement

Top performers are never totally satisfied with their performance. They constantly look for ways to invest in themselves. They study their industry. They set goals to beat their best. They work to improve the system – not to change the system, but to improve it, to optimise it, to maximise it, to multiply it.

 

Look closely at these six qualities. What qualities are missing or would benefit from development? What can you improve? By recognising that life is too precious to accept only average or worse, we can take action to incorporate, believe in, trust and live by these success essentials.

 

Source: Randy Slechta, President of Leadership Management International, Inc

Effective Motivational Leadership

Effective Personal Leadership

Leadership Lunch – Manchester

Sales Forum – Manchester

Are you a Task Manager or a People Manager?

This is not a fictional story and the changes took place over many weeks. As a scenario many can relate to, its clear from my conversations with managers, that tinkering with possible solutions only produces a short term fix.

One of my clients, Ray, a senior financial services manager in his early 30’s commented, “I know I should delegate more but it doesn’t seem fair on the team to be dumping my work on them” he explained. “And I can’t ask everyone to stop calling me for help because they need to get their jobs done too!”

Recognising the need to take a fresh approach to his business challenges, no one was more surprised than he was when he became a bonafide leader of people, rather than a task manager. This is what he did.

In spite of his concerns, he knew what he wanted from his role and what he needed from his people. Ultimately, clear-cut, written goals were to him the foundation for obtaining what he was looking for.

  1. Ray worked on developing his plan for getting there: his road map to keep him on track. His plan also helped him anticipate and overcome obstacles that would get in the way.
  2. Ray asked himself the question “what’s in it for me?” and identified compelling benefits: fewer working hours; increased sales; more family time and considerably less stress. The importance of self-motivation cannot be undervalued.
  3. Ray knew he could do this! Initially, small successes built his confidence, he developed his people skills, he delegated tasks that he knew he should not do and he protected his time. Ray’s self belief bolstered his expectation of success.
  4. Finally, he Never Gave Up. Sometimes things didn’t go to plan. Delegated tasks came back incomplete, or not on time or to a poor standard. Ray used his desire and confidence to follow through with his plan and never gave up.

Failure to change from being a task manager to a people manager stems from giving up too soon, “I tried that – it didn’t work!” The same failure stems a defeatist attitude, “I knew when I gave out that work, I’d end up doing it.” The same failure stems from a lack of time to plan and set goals, “I’m just too busy – I’ll try get round to that tomorrow!” Be aware that obstacles can get in the way of achieving a result – be just as aware of cast iron excuses being given.

Obstacles are what you see when you take your eyes off your goal. Stay Focused.

Yes, stay focused! This is a key determinant to your results. It’s less about what is happening around you – it’s more about what is happening inside your head!

For further information :

Effective Motivational Leadership

Effective Leadership Development

Leadership Forum

Leadership Lunch

Leadership Breakfast

Michael Levy

Guest Speaker for Leadership Lunch – Manchester, Thursday April 25th

I am delighted to announce that my Guest Speaker for the Leadership Lunch event on Thursday 25th April is Mr Paul Dooley. Paul is a hugely respected leader in the Commercial Insurance market. He will share from his 26 years experience, keys to his leadership success and how he is about to educate the good people of Knutsford in the Art of Tea!

The Leadership Lunch is an invitation only event. One of very few events that brings together business owners, business leaders and senior executives to come away from their place of work and focus on an a key area of leadership in a supportive peer group environment.

Please get in touch with Michael on 0161 980 0780 / 07903 183931 or for more information follow here.

About LMI UK

Proven Development Programmes with a Unique Methodology: LMI UK is part of a leading global organisation that operates in over 70 countries, in 24 languages, worldwide. For over 50 years we have developed a reputation for delivering highly effective Management and Leadership Development programmes to companies large and small and to inviduals at all levels.

About Michael Levy

Since joining LMI UK in 1999, Michael has worked with hundreds of clients to deliver exceptional results that enhance their personal and professional success. His extensive experience covers all aspects of Leadership, Management, Sales and Team development. Working from Senior Director to first line manager, his clients stem from Professional and Financial services, IT, education, creative sector, media, manufacturing, the public and voluntary sectors.

 

 

10 Flaws of a Bad Leader

10 Flaws of a Bad Leader

A recent study revealed the top 10 flaws of a bad leader. Although a leader may think strategically and drive for results, it’s a common occurrence for the very same leader to reach a success plateau where cooperation thins and frustrations escalate. Leaders can become stale and their boss sees results decline and information silos start to drop and absenteeism begins to soar. 

The study analysed the behaviour of 30,000 managers and close to 300,000 360 degree evaluations of their peers, reports and bosses. By analysing the top 1 %, bottom 10% and recently terminated executives they looked for warning signs that predicted failure. What they found was that bad bosses stem from signs of omission, lack of commitment and a lack of leadership development programmes.

What makes a “bad leader” is they could be doing more in the eyes of those below and above them. These “bad leaders” require leadership development programmes so that they can accurately be in tune with what’s going on internally, and so they can better articulate a clear vision and purpose to teams. By investing in formal leadership development of themselves they get a clear understanding of what it takes to personally inspire the leadership of others. Before you can lead other people you must first be able to lead yourself.

Some of the leadership development needs can commonly be identified from the following key 10 flaws of a bad leader.

1. A failure to inspire and a lack of enthusiasm and energy

A number one reason sited by their peers labelling them as unenthusiastic and passive.

2. A failure to improve and learn from mistakes.

A large reason why leaders fail is because they have reached a level where they no longer need to learn more about leadership training. They feel that leadership development programmes are below them when in fact by participating in a leadership development programme they display to peers and colleagues that they are willing to learn from their mistakes and willing to grow.

3. An acceptance of mediocre performance.

Poor leaders do not attempt to make goals long term and as a result employee’s coast – feeling that mediocre performance is acceptable.

4. No vision or direction

Poor leaders are unsure of what the future holds and unsure of what decisions need to be made, and what direction needs to be given. Because of that, transparency levels are low and employees feel that they’re not working towards a common goal, or any goal for that matter.

5. No desire to collaborate or to be a team player.

A successful leader has frequent communication with his or her team, they don’t avoid interaction with peers or subordinates and they work to develop personable relationships. Poor leaders view work as a competition and colleagues as opponents.

6. Walk’s the walk. But doesn’t talk the talk

Leaders’ not accountable for their actions is the greatest way of losing trust amongst peers. Poor leaders make bad leadership practices acceptable.

7. Unable to lead, innovate, or share new ideas.

Poor leaders are unimaginative and closed minded and as a result training programmes become stale and disengaging.

8. Failure to develop others

By not participating in or providing leadership development programmes, then leaders are seen as self – centred and uncaring for their peers / colleagues. The greatest thing a leader can do for a peer or subordinate is to demonstrate care and a want to develop their skills.

9. Poor interpersonal skills.

Poor leaders talk down, be rude, are abusive and insensitive of those around them. Because of this fear and pressure among subordinates increases whilst respect and admiration for their leader decreases.

10. Bad judgement and poor decision making.

The worst of all leaders are those who have no care whatsoever and just jump into the fire without considering the consequences. They fail to see the long term implications of not developing leadership in their team.

So now you must be thinking well how can I avoid becoming a bad leader? What can be done to ensure leaders stay focused and inspired yet in a unique way that also inspires and engages others?

At Leadership Management International UK Ltd we have been developing leaders for over 40 years and in 60 countries worldwide to live their lives to their full potential and to achieve measured success results both in their business and personal lives.

We have many leadership development programmes that over time can develop the “Total Leader” in the four key domains of leadership, namely; executing, influencing, relationship building and strategic thinking.

In my experience many companies fall into the trap of sending managers on conferences and courses for education and networking but do not give them a tool kit to use as a process for implementation and changing their habits.

As with top level sports people, managers also need but rarely get, personal coaching to learn new techniques, gain feedback on their performance and improve their mindset. In sport this is the way in which performance is continually improved to keep up with and beat the competition. The coaches work on improving knowledge, skills and motivation.

The key leadership characteristics that need to be developed in people are:

  • The ability to vision the future and set goals (desired outcomes)
  • The ability to have written plans and targets in place to reach the goals
  • The self motivation and desire to reach the set goals
  • The supreme self confidence and self belief to reach the set goals
  • The dogged determination and persistence in spite of obstacles and set backs to reach the set goals.

The need for leaders to be able to set goals and shape desired outcomes for their companies cannot be over emphasised enough. The leaders in future who can develop themselves in the following personal skills and habits will bring continuing and sustained success for themselves, their teams and the wider business in which they operate:

  • Build and create a high performing team
  • Create a vision and articulate the purpose for their teams.
  • Connect every team member to the Big Picture
  • Confront realities, dump baggage, and make the appropriate changes to drive forward.
  • Motivate and engage teams to enhance results.
  • Determine the right process for team effectiveness and team morale
  • Develop individual clarity of personal leadership drivers.

And who do we need to expand leadership through? It will be through people with the right attitude who have passion and enthusiasm and want to realise their true potential. These people will have self confidence and a strong self image and self belief based on a set of values they have received through their upbringing and education. They are pro active and team players who want to see both themselves and others succeed.  They are self starters with a positive mental attitude and can do spirit.

There is currently an imbalance of leadership in organisations still weighted towards command and control rather than building collaborative relationships and expanding leadership through personal example. Organisations are people. People are emotional. Leadership is therefore about dealing with the emotions of people so that the goals of the organisation are achieved.

Thirteen Attributes of Leadership

13
Leadership is not about popularity.

Leadership is not about charisma.

Leaders, like the rest of us experience moments of self doubt and inner turmoil. This results in questioning their own character and judgement with honest reflection and a commitment to action.

As the ethic says “He (sic) who does not increase his knowledge, decreases it.” And this applies to leaders too because we live in a world that does not stand still and changes constantly.

Use these thirteen attributes to find one small way to become a better leader tomorrow than you are today.

  1. A focus on Goal Directed Actions.
  2. Self motivated with an understanding of how to motivate others
  3. A capacity to develop an effective vision of the future with crystallized Goals, and a Plan for their achievement
  4. A belief in constant learning rather than assumed mastery
  5. Development of high self esteem in others
  6. A willingness to ask questions, admit weaknesses and listen to answers
  7. Strong and sincere interpersonal skills, including an appreciation of other people and sensitivity towards individuals
  8. An ability to bring about TRUST, build relationships and inspire others.
  9. The ability and desire to develop leadership in others
  10. The capacity to handle criticism by listening and drawing out people’s concerns
  11. An approach that possesses, values and nurtures innovation and initiative
  12. The ability to communicate well at every level
  13. Integrity and trustworthiness

Leadership challenges are constant and form the basis of dicsussions at my Leadership Lunches. My next lunch takes place in Manchester on Thursday 25th April 2013. An invitation only event. Please get in touch if you would like more information.

Michael Levy 0161 980 0780 / 07903 183931

m.levy@lmi-uk.com