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It’s Time For A New Integrated Leadership Model That Fits Today’s Business Realities

Outcome LeadersCreating goals is easy.  Measuring results after the fact is easy.  Executing while continuing to engage is another story.  And without the full engagement of those that execute these plans, it’s hard to achieve the success today’s complex business environments are seeking. Today’s leaders must become masters at engaging their teams and managing the activities that lead to the outcomes they want rather than focus exclusively on the outcomes. Lagging indicators and results are no longer sustainable measurement of success of failure. Effective outcome oriented leaders are highly organized, disciplined planners and optimizers of personal productivity. They focus the energy of their teams on successful execution, by setting realistic and achievable goals, by managing risks and removing obstacles. They run effective meetings that achieve the right results and they ascribe to the philosophy that the right people, right role, right time will always achieve the right results.

Outcome Leaders are Execution Masters. Relentless executors translate strategy and vision into operational plans to achieve the desired results. They drive execution of these plans through clear expectations, exceptional communication and leadership that engages employees and compels them to act. These leaders establish high performance standards and hold themselves and others accountable. They are masters at delegating responsibility and authority at the right levels of the organization. Relentless executors find ways to address challenges and remove obstacles to keep moving forward.

Outcome Leaders are Realistic Goal Setters. These leaders establish realistic goals and targets that are clear, measurable and achievable. They involve others to ensure these goals are aligned with the organization’s strategy and vision. These leaders are exceptional at optimizing the efforts of their teams and working with other business units to create synergy, reduce unnecessary work and streamline business processes. They identify potential risks and anticipate problems at the planning stages, so they can develop contingent plans.

Outcome Leaders are Process Reformers. Process reformers are never content with producing anything less than optimum results. The set expectations for quality outcomes by developing common, streamlined work processes that facilitate instead of encumber. They identify and examine core processes on a regular basis and identify areas of improvement. They research best practices, make use of process improvement methodologies and invite feedback from multiple stakeholders to analyze, evaluate and prioritize improvement efforts. These leaders are diligent in ensuring accessible documentation for core processes to facilitate the training of new employees and provide a reference for existing employees.

Outcome Leaders are Astute Financial Managers. Financially astute leaders are exemplary forecasters and use key financial metrics to track trends. They leverage the expertise and financial acumen of their corporate financial department to make well informed decisions to invest the company’s financial resources and excel by conducting “what if” analyses and developing contingency plans to ensure the profitability of new and existing product and services. These leaders understand the levers that pinpoint successful trends and troubling areas and use scorecards, performance checks and monitor progress to redirect efforts when goals are not being met. Astute leaders and understand the benefits of conducting post-audits to glean the lessons that can be applied to future endeavors.

Outcome Leaders are Meeting Masters.  These leaders understand that meetings are critical to achieving goals and operations plans and they are role models for running effective meetings. They set clear, achievable agendas and expected outcomes. They identify the critical participants for each meeting to keep meetings short and focused for those in attendance. Their meetings are focused on sharing timely information, clarifying problems, inviting feedback, finding solutions and making informed decisions to achieve desired results.  Meeting masters jointly set meeting agendas with participants to get the highest productivity and contribution. These leaders ensure follow-up on items that cannot be completed during the meeting and use meetings as learning and engaging environments for all participants.

Join me next time to explore a variety of opportunities for developing the leadership competencies today's leaders need to excel.
ReframeThere is no denying that leaders are bombarded with new business realities on a daily basis. Customer expectations are increasingly more demanding. Global competition is fiercer than ever and businesses are expected to operate 24/7, see at the same time technological advances force them to constantly adapt their products and services. The pressure to change business processes and strategy is relentless. Furthermore, today’s workforce is complex, multi-generational and mobile with varying motivations and expectations. In an ever shrinking labour market brought on by record numbers of boomers ready to retire, you’ve got the makings of a perfect storm. Is it any wonder that leaders are tired and stressed?

Many leaders are unprepared to deal effectively with today’s challenges and this is the single biggest issue that is causing stress. And organizations aren’t certain where to begin to create leadership development programs that are both effective for the individual and sustainable for the organization.
They are hesitant to invest in expensive and lengthy development programs without assurances those program will have the desired results for both the individuals and the organization. Some struggle to clearly articulate what development is needed, and which is priority. The issue stems from the multitude of skills and talents that are required of leaders to be effective in today’s complex environments. Development is a complex issue and a one size fits all recipe simply won’t work. A new approach that is pragmatic and sustainable is needed to develop current leaders and to fast track the development and integration of new leaders.

A new model for leadership competencies, aligned with your business strategy and goals is needed to achieve the success you need today and tomorrow. And any new model must include an integrated strategy that addresses the development needs of existing and future leaders. Join me next time as I propose such a new model of leadership competencies and development.
ReframeThere is no denying that leaders are bombarded with new business realities on a daily basis. Customer expectations are increasingly more demanding. Global competition is fiercer than ever and businesses are expected to operate 24/7, stomach at the same time technological advances force them to constantly adapt their products and services. The pressure to change business processes and strategy is relentless. Furthermore, doctor today’s workforce is complex, doctor multi-generational and mobile with varying motivations and expectations. In an ever shrinking labour market brought on by record numbers of boomers ready to retire, you’ve got the makings of a perfect storm. Is it any wonder that leaders are tired and stressed?

Many leaders are unprepared to deal effectively with today’s challenges and this is the single biggest issue that is causing stress. And organizations aren’t certain where to begin to create leadership development programs that are both effective for the individual and sustainable for the organization.
They are hesitant to invest in expensive and lengthy development programs without assurances those program will have the desired results for both the individuals and the organization. Some struggle to clearly articulate what development is needed, and which is priority. The issue stems from the multitude of skills and talents that are required of leaders to be effective in today’s complex environments. Development is a complex issue and a one size fits all recipe simply won’t work. A new approach that is pragmatic and sustainable is needed to develop current leaders and to fast track the development and integration of new leaders.

A new model for leadership competencies, aligned with your business strategy and goals is needed to achieve the success you need today and tomorrow. And any new model must include an integrated strategy that addresses the development needs of existing and future leaders. Join me next time as I propose such a new model of leadership competencies and development.
ReframeThere is no denying that leaders are bombarded with new business realities on a daily basis. Customer expectations are increasingly more demanding. Global competition is fiercer than ever and businesses are expected to operate 24/7, at the same time technological advances force them to constantly adapt their products and services. The pressure to change business processes and strategy is relentless. Furthermore, link today’s workforce is complex, multi-generational and mobile with varying motivations and expectations. In an ever shrinking labour market brought on by record numbers of boomers ready to retire, you’ve got the makings of a perfect storm. Is it any wonder that leaders are tired and stressed?

Many leaders are unprepared to deal effectively with today’s challenges and this is the single biggest issue that is causing stress. And organizations aren’t certain where to begin to create leadership development programs that are both effective for the individual and sustainable for the organization.
They are hesitant to invest in expensive and lengthy development programs without assurances those program will have the desired results for both the individuals and the organization. Some struggle to clearly articulate what development is needed, and which is priority. The issue stems from the multitude of skills and talents that are required of leaders to be effective in today’s complex environments. Development is a complex issue and a one size fits all recipe simply won’t work. A new approach that is pragmatic and sustainable is needed to develop current leaders and to fast track the development and integration of new leaders.

A new model for leadership competencies, aligned with your business strategy and goals is needed to achieve the success you need today and tomorrow. And any new model must include an integrated strategy that addresses the development needs of existing and future leaders. Join me next time as I propose such a new model of leadership competencies and development.
ReframeThere is no denying that leaders are bombarded with new business realities on a daily basis. Customer expectations are increasingly more demanding. Global competition is fiercer than ever and businesses are expected to operate 24/7, online at the same time technological advances force them to constantly adapt their products and services. The pressure to change business processes and strategy is relentless. Furthermore, today’s workforce is complex, multi-generational and mobile with varying motivations and expectations. In an ever shrinking labour market brought on by record numbers of boomers ready to retire, you’ve got the makings of a perfect storm. Is it any wonder that leaders are tired and stressed?

Many leaders are unprepared to deal effectively with today’s challenges and this is the single biggest issue that is causing stress. And organizations aren’t certain where to begin to create leadership development programs that are both effective for the individual and sustainable for the organization.
They are hesitant to invest in expensive and lengthy development programs without assurances those program will have the desired results for both the individuals and the organization. Some struggle to clearly articulate what development is needed, and which is priority. The issue stems from the multitude of skills and talents that are required of leaders to be effective in today’s complex environments. Development is a complex issue and a one size fits all recipe simply won’t work. A new approach that is pragmatic and sustainable is needed to develop current leaders and to fast track the development and integration of new leaders.

A new model for leadership competencies, aligned with your business strategy and goals is needed to achieve the success you need today and tomorrow. And any new model must include an integrated strategy that addresses the development needs of existing and future leaders. Join me next time as I propose such a new model of leadership competencies and development.
Integrated Leadership ModelSurprisingly, site many leaders and organizations still buy into the old tried and true model of traditional management and hang on to the hope that the good ol’ days where companies operated in environments of infrequent and slower change cycles, medical fewer competitive forces, and slower rhythms will make a comeback. It’s time to face reality. The skills of the traditional leader simply do not cut it in today’s complex, 24/7, on-demand business environments. Today’s leaders need a new set of integrated skills and capabilities to meet the ever increasing demands of these new organizations, the growing expectations of customers and suppliers, and to meet the needs of their employees. And any new leadership model must encompass a set of integrated and holistic competencies that will drive success in highly competitive, dynamic and changing organizations. Leaders need to be skilled in five critical areas.

  1. Contemplative Leadership - Today’s leaders are more agile in applying critical thinking to envision and create operational and marketing strategies that are based on sound and current business models and information, in environments that are constantly changing and adapting.
  2. Discerning Leadership - Today’s leaders are skilled in influencing, in understanding and embracing cultural diversity and they are politically savvy. They flourish in today’s organizations by being masters in facilitating organizational change that lessens the impact on all key stakeholders. These skills are the underbelly of leadership success.
  3. Interdependent Leadership - Effective leaders know how to engage, inspire and coach their employees to achieve what, at times, may seem impossible. They clearly understand the importance of on-going development, building trusting relationships through open and honest communications, and creating effective feedback mechanisms to engage multi-generational and culturally diverse talent.
  4. Self-Leadership - Today’s leaders are adaptable and flexible so they can thrive in constant change. They know how to work smarter, not harder. They embrace other perspectives, act courageously and they are committed to continuous learning and growth. They constantly seek new ways to raise the performance bar to a level where everyone wins. They initiate business unit level transformations that are imperative to the success of their employees, customers and organizations.
  5. Outcome Oriented Leadership - Today’s leaders achieve results through the development and execution of realistic goals, relentless focus on measurements and feedback, process improvements and by being passionate about helping their customers, suppliers and employees succeed.

Join me next time as I expand on the skills of Contemplative Leaders.

Written by

Dianne Gaudet is a certified Coach who is passionate about helping her clients manage the dynamics of continual life transitions as they reach new heights of personal and professional success. Helping Boomers create rich and inspired lifestyle plans for the retirement life they want is one of her greatest joys. Dianne is the author of a new book, If There Are No Limits... A guide to living with passion, purpose and possibilities. She is also a motivational speaker, teacher and world traveller.