This is the first post in a series on LKS Quaero’s leadership development programs, published in advance of our 2018 Public Program in Newcastle.
Organisations tend to contact us when something’s going wrong – and it’s usually a pressing problem.
Sometimes it’s something that crops up time and again. It might be a matter of safety. They might be concerned about performance as the organisation is not achieving the results that they think the should given the people they have in place. It could be about the culture; motivation isn’t there or people aren’t putting in as much effort as they should. These organisations have tried implementing improvement programs or sending staff to leadership courses before. The improvements haven’t stuck afterwards or else nothing ever changed. Ultimately, the organisational culture remains resistant to change.
For other organisations, it’s clearly a problem of leadership. Often, it’s about someone from a technical background who has been moved into a leadership position, often for the first time. They’ve brought across their excellent technical skills, but are don’t have the necessary grounding in leadership. Leadership skills – motivating people, setting expectations, and seeing that the work is done – are a completely different skillset to completing that work yourself. This common problem is sometimes just for one person, but is often the case among a whole leadership team, particularly if there has been no leadership development before.
And sometimes it’s the nagging knowledge that something in their organisation is not right. It’s draining resources and morale, not to mention the impact on results, but the organisation can’t quite find the bottom of it.
Pervasive problems like these tend to come down to the same thing.