COMMERCIAL LEADERSHIP EFFECTIVENESS
AN ESSENTIAL SKILL TO DRIVE SUSTAINABLE BUSINESS RESULTS
Leadership is an integral part of most managerial positions in any organization. Most managers are generally good in delivering the required results because they are generally good in the functional skills needed to perform the tasks. However they tend to struggle to influence others beyond “telling them what to do”. This often results in that most employees feel that they are managed with a “top down” approach and therefor experience the lack of personal growth, development and job satisfaction.
Developing managerial effectiveness
Developing managerial effectiveness is the challenge of developing the relevant skills — such as time-management, prioritization, strategic thinking, decision-making, and getting up to speed with the job — to be more effective.
Inspiring others is the challenge of inspiring or motivating others to ensure they’re satisfied with their jobs and working smarter.
Developing employees is the challenge of developing others, including mentoring and coaching.
Leading a team
Leading a team is the challenge of team-building, team development, and team management. Specific leadership challenges include how to instill pride, how to provide support, how to lead a big team, and what to do when taking over a new team.
Guiding change is the challenge of managing, mobilizing, understanding, and leading change. Guiding change includes knowing how to mitigate consequences, overcome resistance to change, and deal with employees’ reactions to change.
Managing internal stakeholders
Managing internal stakeholders is the challenge of managing relationships, politics, and image. This leadership challenge include gaining managerial support, managing up, and getting buy-in from others
“Getting results today and tomorrow”
We define leadership effectiveness as “Getting results today and tomorrow” It is not so much what a manager does to them but what they do with them.
Highly effective managers know how to tailor their management style to the needs of their employees. For example, if an employee is new to a task, an effective manager will use a highly directive style—clearly setting goals and deadlines. If an employee is struggling with a task, an effective manager will use equal measures of direction and support. If the employee is an expert at a task, an effective manager will use a delegating style on the current assignment and focus instead on coming up with new challenges and future growth projects.
Research by The Ken Blanchard Companies shows that leadership flexibility is a rare skill. In looking at the percentage of managers who can successfully use a Directing, Coaching, Supporting, or Delegating style as needed, Blanchard has found that 54 percent of leaders typically use only one leadership style, 25 percent use two leadership styles, 20 percent use three leadership styles, and only 1 percent use all four leadership styles. Which often causes a “mismatch” between the style used and the need of the follower.
Most managers tend to rate their own style higher than perceived by their followers and subject matter specialists. This misconception is often caused by the fact that leaders don’t get feedback on their leadership style and therefore don’t see the need for change.