Success is progress

One of the key LMI concepts that we share with all our clients is based around this statement, first coined by our founder, Paul J. Meyer:

“Success is the progressive realisation of worthwhile, predetermined, personal goals.”

Success is progress.

Progress towards a clear goal.

A goal that has worth.

A goal that is personal.

In other words, success is action that moves someone towards the accomplishment of goals that have been thought through and have great personal value to the person working towards them.

It’s simple stuff but you wouldn’t believe how many teams and organisations do not have really clear goals, with step-by-step action plans, that allow all members of that team or organisation to exert their best efforts in achieving them, knowing why achieving those goals has a personal benefit to them as well as the company.

That is why goals are so important and why we work with all our clients to clarify their goals. It’s powerful stuff!

Senior managers are in denial about low levels of trust in their organisations, warns CIPD

One in three employees rate trust in senior managers as weak, but those at the top have a rosier view

More than one in three employees report that their level of trust in senior managers is weak (34%), while an overwhelming majority report that they trust in their colleagues and line managers to some or a great extent (92% and 80% respectively). That’s according to the latest research by the CIPD, the professional body for HR and people development, which is concerned about a counterproductive ‘them and us’ mentality breeding in too many of the UK’s workplaces.

Read the full article here.

We at LMI-UK run several programmes that address the issue of trust in the working environment. Contact Us to find out more 

 

Towards Investors In People

This week we saw the beginning of a very exciting new project, working with a national manufacturing company to achieve their goal of achieving the Investors In People standard.

Our pilot group involves 8 managers from across the business, with varying levels of seniority, undertaking the LMI Effective Leadership Development programme. Plans are already afoot to enrol the senior management team in the Effective Motivational Leadership programme, with the intention to involve all managers in this transformational initiative during 2014.

What has been especially encouraging for this new client of ours has been the degree to which the LMI ‘Total Leader’ solution so closely mirrors the requirements of the IIP standard, and their own empowering leadership ethos. All this points towards a very fruitful, long-term partnership. I look forward to share more news on this in the near future as LMI’s unique services continue to make a big impact for our UK clients.

Financial services & manufacturing leaders worst in UK

leadership

 

The Financial Services and Manufacturing industries have the weakest leaders in the UK, according to a detailed study released this morning by Head Heart + Brain, a leadership development consultancy.

 

 

  • Telecoms leaders are the best bosses in UK
  • 40% of financial services employees say their leaders have put them under a lot of stress in the past 6 months (compared to UK average of 22%)
  • Just 14% of telecoms professionals have been put under a lot of stress by their leader
  • Less than one-third (32%) of UK employees are fully engaged with their job
  • Strong correlation between sectors with poor leadership and sectors where bosses are under a lot pressure
  • The study shows UK leaders are failing to manage change well. Financial services bosses are the worst at managing change – just 11% of financial services employees say their leaders are good at managing change

To gauge the standard of leadership in different industries, Head Heart + Brain commissioned a poll of more than 2,000 people which asked UK workers questions about their bosses based on the key criteria of what makes a good leader.  These criteria are derived from the principles of neuroscience, which shape how effectively people lead in the workplace.  The index measured various factors – from the amount of autonomy employees are given and the clarity and openness of communication about job responsibilities and targets to the quality of feedback and the fairness of leadership.  But by far the most important factor the index analysed was how well leaders help employees understand change – and their part in making it successful.

When Head Heart + Brain asked employees in organisations where some difficult change had occurred over the last six months, “How much does your leader help you understand the change and your role in making it successful?” leaders in the Financial Services sector came out at the bottom of the list – just 11% of employees said their leaders had made a big effort to help them understand the change and their role in making it successful.

Jan Hills, partner at Head Heart + Brain, explains: “The best bosses lead their staff in a ‘brain-savvy’ way, in a manner closely aligned with the way that people’s brains are wired to respond best to leadership.  Neuroscience tells us leaders must follow several golden rules if they are to get the best out of their staff.  Crucially, they must help employees understand why organisational change is good for them.  Fortunately, this research highlights that there are lots of brain-savvy leaders in the UK’s Telecoms sector.  But it also reveals leaders in finance, insurance and accountancy – as well as manufacturing – are managing their employees badly.  That has massive implications for the country – first-class leadership in these sectors is essential if we are to return to the wider economy to full growth.  It’s good news for the future of Virgin Mobile, Vodafone, and Inmarsat – but it’s bad news for the banks, the insurance sector and the UK’s accountants.”

LMI-UK are Leadership Development specialists who offer proven programmes with a unique methodology at all levels of the Organisation to help Managers and Leaders produce the levels of performance needed to be competitive. Contact Us to find out more of how we can help you develop the Leadership skills necessary to stay competitive in todays’ business environment

Mo Ibrahim African leaders prize unclaimed again

The world’s most valuable individual prize – the Mo Ibrahim prize for good governance in Africa – has gone unclaimed yet again.

Mo Ibrahim at the ceremony 15/10/12

 The $5m (£3.2m) prize is supposed to be awarded each year to an elected leader who governed well, raised living standards and then left office.

This is the fourth time in five years there has been no winner.

A committee member said the group looked “for excellence in governance but in leadership also”.

Kenya’s Mwai Kibaki met at least one of the criteria, after he stepped down as president earlier this year.

However, his 2007 re-election was tarnished by disputes which turned violent, leading to the deaths of some 1,200 people.

His opponent, Raila Odinga, said the poll had been rigged in favour of Mr Kibaki, who denied any wrongdoing.

Three people have won in the seven years since the prize was launched: Cape Verde’s Pedro Verona Pires; Festus Mogae from Botswana and Mozambique’s Joaquim Chissano.

Sudan-born telecoms entrepreneur Mr Ibrahim launched the prize in an attempt to encourage African leaders to leave power peacefully.

The $5m prize is spread over 10 years and is followed by $200,000 a year for life.

Do you reward or even recognise great Leadership in your Organisation. It is a rare ability and one that needs nurturing and developing.