THE LEADER OF THE FUTURE

By
Randy Slechta
CEO of Leadership Management® International, Inc. & the Meyer Family Companies

Tomorrow’s business environment will be characterized by more complex problems, even faster rates of change, increased global competition, and the commoditization of most products. Turnover of top leaders is now at an all-time high. Trust of leaders is now at a historic low. It will become more and more difficult for organizations to develop and maintain a unique advantage over competitors. What worked in the industrial age, or in the technology, information, and communications age will no longer be sufficient.

We are now entering the “People Age.” The talent that organizations are able to recruit and develop will ultimately determine their fate. Leadership is the key lever to making this happen. Just as the Chicago Bulls needed a great coach in Phil Jackson to bring out the full potential of Michael Jordan, organizations will need the best leaders to recruit, train, motivate, develop, and retain the most talented team members. If you want to build a great team, first develop a great coach. If you want to build a successful, enduring organization, first develop great leaders.
Attracting good people and keeping them is one of the greatest — and most energizing — challenges facing leaders. People join an organization that promises to meet their basic needs; they stay with the organization when it delivers on that promise. A dynamic organizational climate that stimulates creativity and productivity makes the work experience rewarding and exciting, attracts team members you want to recruit, and helps keep the ones you want to retain.
Organizational climate depends largely upon the attitudes, examples, and plans of leadership. Effective leaders carefully design and implement an atmosphere of trust, cooperation, and positive attitudes that encourage and nurture productivity and make it socially acceptable to be creative and successful.
MOTIVATION IN THE 21ST CENTURY
In a world economy based on intangibles, people have become ever more important to the success of businesses. Traditional competitive advantages, such as access to raw materials, geographic location, cost efficiencies, and technological advances now seem to only last for weeks rather than years. It is becoming easier and easier for competitors to catch up and match these advantages. “People resources” have become one of the last areas that can differentiate one organization from another. People truly have become an organization’s greatest competitive asset. Your ability as a leader to develop and sustain self-motivated people is a critical determining factor of your organization’s success or failure.
Leaders are facing a great challenge today. Leaders and managers are finding that the methods of motivation that worked a few short years ago no longer have the same impact. As the world economy changes and people become more prosperous, the needs and desires that motivate them have also changed. Remember, when a need is met and becomes satisfied, it ceases to act as a motivator of behavior.
For an example, when people have plenty to eat, the desire for food is no longer a strong motivator for them. Study after study has shown a huge discrepancy between what leaders and managers think people want at work and what people really do want. Leaders must set aside their assumptions about team members and instead truly get to know them and their desires.
In the 21st century, fewer and fewer people are motivated only by their physical and security needs. More and more people are looking to satisfy their higher-level esteem and self-fulfillment needs. In a relatively fluid global marketplace with greater employment opportunities, team members will not put up with external and manipulative forms of motivation based on the threat of punishment or the lure of a material reward. People want more. People want to find purpose and meaning in their work, not just spend their days earning a living. People want to develop and use more of their potential, not just watch the clock and put in the minimum effort required.

To become a truly motivational leader, it is imperative that you recognize the internal needs of your people. As a leader, it is your responsibility to help team members satisfy these needs and desires in your organization. If your team members can find respect, meaning, and purpose in their work, you will tap into their creativity, imagination, and the huge reservoir of untapped potential that most organizations never see. This is a competitive advantage that is virtually impossible to match or duplicate. Motivational leadership is truly the most effective and shortest route to high-performance results and organizational success.

AN ORGANIZATION OF LEADERS

Ultimately, your goal should be for every team member to become a leader. You want all team members to be leaders in their area of expertise and responsibility. This means that each team member takes complete responsibility for his or her role in the organization, as well as for the results that are produced.

In the 21st century, organizations cannot afford a hierarchy of people who supervise or watch over team members. It is now critical that every team member be able to supervise, manage and lead themselves. When your organization is comprised of motivated, self-managed, self-led team members, it is no longer necessary to waste time and resources to watch over them. An organization of leaders is the ultimate lean, effective, innovative, flexible, and responsive business.

You cannot, however, become an organization of leaders simply by eliminating supervisors. Team members must be developed to learn how to motivate, manage, and lead themselves. Empowerment through delegation is the core process to help team members become leaders.

As you use the empowerment process, you will discover that team members will grow in their ability and confidence to make decisions. This growth will allow you to empower them to take on greater and greater responsibility. The most important element is to start empowering your team as quickly as possible. There is almost nothing an empowered team can’t accomplish.

Copyright © 2015 The Meyer Resource Group,® Inc. ALL RIGHTS RESERVED

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Current and Previous Clients

 

Bank of America

bank-of-america-logosm“It was apparent from the very start that we were working with a professional and experienced company, well versed in the subject matter and keen to incorporate the Bank’s culture and values in to the training.”

Polaris Optics (UK) Ltd

polaris_logo‘I feel I have gained a lot from my LMI journey. Not only have I developed new skills and focus, my existing strengths have also been highlighted and my self confidence increased as a result; all of these factors will help me to continue developing the management team and collectively we can grow the business’.

start-rite shoes

start-ritesm“When I took up my new role the company was going through a period of major transition to reshape the business for the future. In a short space of time we moved from being a manufacturer to a wholesaler and it was essential to redefine our strategic objectives and reskill our people to meet the changing needs of the business. That’s when I approached Leadership Management UK for help.”

The Arthur Terry School

arthurterry“On behalf of the staff, students, parents, and governors of The Arthur Terry School I would like to thank Mark most sincerely for the tremendous and selfless contribution that he has made to the lives of so many here.”

Handelsbanken

hanelsbasm“I would recommend that anyone who is serious about their future development, both personally and in their business capacity, should consider this course or one of the many others LMI provide. A mentor helps by challenging ones understanding. By discussing and explaining my plans and decisions, they evoved further. I believe I have improved during this time and will continue to do so in the months and years to come.”