Reg­u­larly check your se­nior lead­ers’ en­gage­ment In or­der to en­gage oth­ers, lead­ers must be en­gaged them­selves. And be­sides the nor­mal driv­ers of Pay, Recog­ni­tion and Ca­reer Op­por­tu­ni­ties, se­nior lead­ers are also uniquely en­gaged by their own lead­ers, the qual­ity of the se­nior lead­ers around them, and the peo­ple and work pro­cesses that en­able them to do their jobs. Chal­lenge your lead­ers through coach­ing Rather than re­ly­ing only on ‘ lead­er­ship de­vel­op­ment' train­ing pro­grammes, ef­fec­tive lead­ers look for stretch as­sign­ments for them­selves and their lead­er­ship teams. Ex­am­ples we have seen in­clude in­volv­ing top tal­ent in less fa­mil­iar chal­lenges, shad­ow­ing se­nior lead­ers and cre­at­ing a ‘ju­nior board' of high po­ten­tials to tackle or­gan­i­sa­tional chal­lenges. Fu­ture lead­ers will demon­strate dif­fer­ent strengths and gaps, and it is the role of se­nior lead­er­ship to de­velop the aware­ness of where they stand on the ex­pe­ri­ences, be­liefs and ac­tions that de­fine en­gag­ing lead­ers. Deal with dis­en­gaged lead­ers Not tak­ing ac­tion on dis­en­gaged lead­ers opens up the risk of cas­cad­ing dis­en­gage­ment and dents em­ploy­ees' con­fi­dence in lead­ers mak­ing the right Im­ple­ment an or­gan­i­sa­tional com­mu­ni­ca­tion strat­egy Or­gan­i­sa­tional com­mu­ni­ca­tion is of­ten car­ried out hap­haz­ardly and many se­nior lead­ers find rea­sons not to com­mu­ni­cate reg­u­larly and openly. Your ap­proach to or­gan­i­sa­tion com­mu­ni­ca­tion should con­sider your or­gan­i­sa­tion's cul­ture, the com­mu­ni­ca­tion com­pe­tence of key lead­ers and the mech­a­nisms and tools for on­go­ing com­mu­ni­ca­tion. It is not just about re­leas­ing cir­cu­lars and un­der­tak­ing grand cam­paigns; it needs to be in­grained in the ev­ery­day life of the or­gan­i­sa­tion. Em­bed change man­age­ment ca­pa­bil­i­ties Or­gan­i­sa­tions that want to thrive need to em­bed a change-ready mind­set in their or­gan­i­sa­tional ar­chi­tec­ture. Or­gan­i­sa­tions that are com­mit­ted to ef­fec­tive change are em­bed­ding change man­age­ment ca­pa­bil­i­ties by pro­mot­ing a cul­ture that is open to change, en­sur­ing that lead­ers at all lev­els are pro­vided with sup­port for man­ag­ing change, and ap­ply change man­age­ment pro­cesses, tools and units.

Good lead­er­ship has never been easy and se­nior lead­ers in the Mid­dle East or­gan­i­sa­tions face in­creas­ing com­plex­ity and chal­lenge to de­liver re­sults. Con­fi­dence in lead­er­ship is the foundation that all lead­ers need to at­tain for their vi­sion to bear fruit

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