Regardless of the type of organisation you are involved with, whether it be profit driven or charitable, a strong leader will be essential for achieving goals and driving progress. The foundation of good leadership is based upon a solid understanding of what motivates and inspires others. Every employee works better when properly motivated and when given direction. A successful leader is someone who can help others reach their full potential. The following points are just some of the key elements needed to become a successful leader. If you need to lead people regularly this is information you can’t do without.
Be the Change you want to see
It has been said that people are the average of their five closest acquaintances. What this statement suggests is that the behaviour and habits exhibited by people are determined by the people they come into contact with on a regular basis. Given this, if you want an employee to work hard and commit, you will need to set a good example and do the same yourself. A quality leader will be a role model for employees. How can you inspire confidence if you are incapable or lazy? Go the extra mile and you will find others more willing to do the same.
Talk from the Perspective of Others
A good leader knows how to influence people and win them around to their way of thinking. This is extremely important as a leader must guide people forward. If people don’t agree with the leader’s decisions they may be reluctant to follow. When you’re attempting to persuade people to act, remember to talk from their perspective. Put another way; explain to people how the job you need them to complete will benefit them. People are very likely to be concerned more with their own well being than that of the organisations as a whole; therefore demonstrating how they can benefit is an effective motivational tool.
Make use of the Software
As a leader you need to utilise every resource possible, there is lots of great software for HR professionals available. Using the software will help you to keep track of your employees, including personal information, expenses claims and pay review information. As well as for administration, HR software can also be very helpful when initially learning about new employees. Being able to remember a person’s name and birthday, for example, can be useful when trying to show you’re a leader who cares. Showing you care is important because employees who feel valued and respected are going to be more inclined to commit to the organisation.
Become an Emotional Intelligence officer.
Being able to manage your emotions, and understand the emotions of others is a skill every leader needs to master. This skill, often abbreviated to EQ, is essential for dealing with the emotional challenges you will deal with as a leader, and also for helping employees overcome emotional barriers of their own. Being able to empathise with your employees will help you to understand their perspective, allowing you to communicate with them in a way they will respond positively to. There is also much evidence to suggest that a happier employee will also be more productive. If you can help your employees achieve a higher state of happiness you will be adding productive value to your organisation.
By becoming a role model, talking from the perspective of others, utilising HR software and developing an in-depth understanding of emotions you will be well on your way to becoming a competent leader with the ability to guide a team of people forward. Having these skills will help your organisation expand and will make managing and leading your employees enjoyable and easy. Don’t hesitate, take action today and get the most from yourself and your employees.
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Team morale is a massively important element of motivation and is also a key driver of productivity. If you can manage the morale of your team effectively, you can help them produce results in a way that will be as fulfilling for them as it is for you. Different team members with different personalities in different roles will respond to some morale-boosting tips better than others, so please don’t use this guide as a checklist. Be selective, and tailor your strategy to which you think your subordinate or team members would love.
1. Keep employees informed to tackle ‘them and us’ attitude
The retail industry (among many others) suffer from a ‘them and us’ culture, where employees increasingly see management as standing against them. This culture explains the high absenteeism, shocking employee turnover and extreme demoralisation that some retail giants (See: Walmart) suffer from. A communication defficiency between the organisational layers is the main cause of this problem. Elect to be up-front with employees, discussing problems and storms on the horizon as they’re discovered, and not after decisions have been made.
2. Explain the value and benefit to the business they’re creating
A workers morale is derived from the value they believe they’re creating. In this way, a director of a multinational corporation will have a serious morale surplus! However, a cashier at a fast food chain may not feel as well-endowed. Naturally, these grass-root positions in organisations still create plenty of value for the company though, and it pays to remind their occupants of this fact. A manager could, for example let a cashier see how many sales they’ve put through the till that week. It will likely be an impressive figure reaching into four digits for a full-time employee, and may let them impress themselves!
3. Deliver proper training
When your employees are being trained, are they simply thrown in front of a TV and told to sit through a dull and dated video? Or do they get to be coached one-on-one by a consultant, and put through a personalised and well-tailored training programme? A thorough and professional training scheme will fill employees with a sense of empowerment and self-respect. The thought that a company is investing time and expenses into developing their skills will remarkably improve their morale. For existing employees, consider a 2-day training excursion to refresh competencies and update their knowledge with recent market/company changes.
Training schemes are often out of the control of operational manager, and are ‘slotted into’ the induction programme by senior HR managers. However, if you’re in a small company, you may have sizeable influence over the structure of these training programmes. When it comes to budgets and spending, hotel & travel costs will quickly become astronomical if you choose a distant venue. My advice is to hire a local venue that will take employees out of their workplace, but will not require overnight accomodation. This is the key to receive value for money on training programmes, and will allow you to spend more on top quality talent to train your staff!
4. Consider worker’s outside lives by being flexible
Employees flex their lifestyles to fit their jobs with mixed success. Some people, especially young, single professionals manage to get by fine. However those with many responsibilities, including looking after family simply loose a grip on a sensible balance between fun & meaningful activities, and their career. Employ these ‘common sense’ policies into effect today, to create a positive change:
- Allow reasonable personal calls to be made during working hours.
- Use your discretion in allowing employees to leave earlier or arrive later than normal, with the understanding that the hours will be made up later.
- Put money torwards a medical treatment for a parent’s sick child.
5. Treats and team building exercises
I’d describe treats and team building days as ‘expensive and reliable’. Whether you see them as reliable or not, will depend on what you expect to get from them. If you expect a white-water-rafting day to cohesively give your organisation a firm sense of direction, then you probably need to take your head out of the glossy brochure. If however, you would like to encourage positive behaviour you’ve seen recently, and allow a disjointed, new team a little room to gel as a productive unit, then you could be making a wise investment.
6. Suggestion schemes (for large companies with many employees per manager/shop)
The notion that suggestion boxes are somewhat impersonal is a catastrophic understatement. Suggestion boxes are completely impersonal, and don’t directly help the relationship between management and employees. The cloak of anonymity can encourage people to be reckless, hurtful and careless with what they say.
Question: Why did these old-fashioned boxes make it on my list?
Answer: Because they actually work.
Indeed, despite what I’ve said; suggestion boxes do their job rather well. They’re not there to let employees vent anger, or for managers to gleefully ignore. They’re there to take a poll of employee sentiment, feelings, and pick up some of their ideas. I want you to think about the revolutionary (pun intended) element of the 360 feedback exercise. The key element is that you also get feedback from those beneath you, and a suggestion box is a simple way to do this that has been around a long time before such buzz words were ever printed. You need to be disciplined to encourage the use of a suggestion box. You must not let positive comments fill your ego, nor let the angry or hateful words trash your whole strategy. Gather plenty of responses about the exact topic in question, (be sure to ask for constructive ideas alongside any comments) and sit down in a professional fashion and see what you can incorporate into the working environment.
Expert™ Tip: Don’t look up for support
The green flag from a board of directors to go crazy with employee entertainment and training budgets is an recurring fantasy, but don’t hope for it. Don’t resent those ‘fat cats’ for not even supporting a practical, cheap and (in your opinion) worthwhile training project. Instead, become a manager that others will respect. In the face of an old fashioned and top-heavy corporate culture, make your own success in building morale.
You don’t need permission from your boss to tell Jessica how well hard you know she worked last saturday. You don’t need a dual-sign off on a anniversary card to give to an intern graduate you recruited precisely 1 year ago. Morale comes from the heart, and no board member, no chairman and certainly no accountant can stop you in leading your team to new highs of morale.
To Your Success in Achieving Higher Morale!
Simon Oates ~ Leadership Expert
~ This is a guest post by author Barry Shore, Ph.D from Global Project Strategy.
Companies caught in the grip of this severe recession face many difficult challenges: one of which being how to avoid deteriorating employee morale.
While on the surface one would expect that employees who remain would be grateful that their jobs have been spared, evidence from this and other recessions suggests that they feel overworked, threatened, and vulnerable. In most cases morale really does begin to suffer.
Morale affects performance, and during a recession organizations are threatened with a double-edged sword. At the same time that their business is contracting, employee morale threatens to make matters even worse.
Lower morale can translate into “recession fatigue.” This is a situation where the company experiences a series of problems that include a decline in productivity, deteriorating customer service, increased sick days, falling sales, higher costs, and lower profits.
Indeed, the only way to escape these problems is to stop doing what most companies do. Instead, companies must be proactive in addressing employee morale. Without a proactive strategy “recession fatigue” will take its toll.
How does morale deteriorate?
In most companies morale starts to deteriorate when management becomes aware that the financial crises has become their crisis as well. They instinctively pare down the workforce while at the same time reducing as many other costs as possible.
Unfortunately, these are the very changes that are almost sure to send shock waves through any organization.
But, as is often true during an organizational crisis, communication between management and the workforce suffers. Rather than hearing about the crisis firsthand from management, the informal grapevine takes over, often raising anxiety to new and exaggerated heights. Employees become angry, detached and eventually resigned to the possibility that they my lose their job.
In many cases, the less information that management provides to the workforce … those terminated as well as those left behind … the greater is the shock wave.
Managing Those Who are Left Behind
These downsizing’s are tragic enough for those who lose their jobs, but those who stay also suffer as management expects them to pick up the slack, do more with fewer resources, and work longer hours.
Restructuring the organization and paring down the workforce, should not be the first and last step as the organization hunkers down to survive the recession. The second step, which is equally as important, is to manage the transition for those left behind. Unless properly managed, morale is almost certain to suffer. And unless management is proactive in addressing this issue, the organization will be in a weaker competitive position once markets turn around.
Four Leadership Principles
There are four leadership principles that, if followed, may help managers navigate through the transition in an honest and ethical way. They may help to minimize “recession fatigue” and to establish a healthier organizational environment for those left behind.
1. When tough steps need to be taken, management should openly discuss the challenges they face with employees. It will be uncomfortable, especially for those who are conflict avoidant, but employees will respect the honesty.
2. The frequency of communication with the workforce must increase. Communication reduces anxiety and can stabilize, if not improve, morale. Don’t delegate this responsibility to lower levels. Top management must do it.
3. Maintaining the morale of those who remain must become a top priority. It is important to recognize that they are suffering from a “Post Downsizing Stress Syndrome.”
4. Resist the temptation to take a hard line on those employees who remain. In his book, “Good to Great,” Collins identifies the five characteristics of effective leadership. They include: personal humility, professional will, diligence, and ambition for the company not themselves. Professional will and diligence is not enough to get through this crises. Equally important are personal humility and ethical behavior. They are not only essential in dealing with people who are caught in the middle, but can ensure a more motivated, productive, and committed workforce once the recession is over and jobs become more available.
Depending on the culture of the organization, some of these principles may be very difficult to execute, but ignoring the plight of those who are still employed may be an inappropriate response that could jeopardize the long run prospects of the organization.
I read an interesting article today in Fortune Magazine on how to cope with, and even fix a control freak boss. I’d like to share it with my readers.
The problem posed to the magazine by a reader was one that I’m sure most of you can relate to:
“Dear Annie: We used to have a great team here, until our boss was replaced by a manager brought in from another part of the company who is now trying to control our every move. He insists on telling everyone what to do and how to do it in minute detail (even though we’ve all been excelling at our jobs for years). No detail is too ridiculously tiny to escape his scrutiny, and he’s constantly issuing new rules and guidelines, some of which contradict each other.
As a result, some of us are just taking the passive-aggressive approach and ignoring him, which means he bears down harder on the whole group. I could give you examples that would curl your hair, but the point is, it’s driving us nuts. Is there anything we can do to change his behavior, or do we just grin and bear it until the next boss comes along?”
I want you to have a think about what you would advise this reader. What seems the most sensible approach to fixing a control freak? The answer produced by Albert J. Bernstein may surprise you!
He actually advises frustrated employees to not show their annoyance, to not confront their boss and critisise their controlling nature, because this will cause the manager to worry even more.
He goes on to explain that managers become control freaks because they are extremely frightened of failure, and how it will reflect upon themselves. Because of this, they fail to trust others in using their own methods to complete tasks, and thus they become a frustration-inducing control freak (This is why proper delegation is one of the traits that features in my: Seven Habits of Incredibly Successful entrepreneurs article).
He specifically offers the following solutions, that offer ways to reduce the fear your boss holds:
- Give plenty of reassurance. This involves grasping a clear picture of what your manager expects from you at the start of a task. Take extensive notes that can leave no doubt in their mind that you fully appreciate his vision.
- Offer progress reports before they ask for them. Control-freaks will be comforted by plenty of information regarding your progress, so make no attempt to hold this information back. Indeed you should be pro-active in delivering such information on a regular basis. This will help prevent your manager from feeling they need to swoop down on your at a busy time to demand an update.
- When your boss tries to change your work, asks if this means the end goal has changed. This is a powerful weapon that can potentially stop control-freaks in their tracks, and indirectly cause them to question their own behaviour. If the goal and method was agreed extensively at the beginning (you can pull out your notes to emphasise this fact), and you have a good track record of accomplishing tasks with that given method. Then surely a change in method is unnecessary.
- Maintain this behaviour over an extended length of time. Our aim is to build the trust that the manager has in your work, so a quick flash in the pan will do little to change their attitude towards you. Only after several weeks or perhaps months of this behaviour, will a control-freak realise that you ‘are one of the few he can trust to get on with it’.
These are certainly an interesting set of points, do you agree with them? Have you stumbled upon a different method of coping with controlling co-workers or bosses in your time at work?
Companies need to have a number of strong leaders within their organization, in order to run efficiently and productively. In some cases, there are quieter, more reserved employees who would make wonderful leaders, if their leadership qualities were properly developed. Here are some tips for developing leadership attributes in employees who don’t always stand out in the crowd as born leaders.
Give quieter employees tasks that require them to speak up. Those who hide behind a desk all day are often overlooked for leadership roles, simply because they don’t show initiative as a leader. Having a task that requires them to step outside their normal box can give them a chance to shine. Add additional responsibilities until you feel they are ready to move on to the next level.
Allow them to shadow you. Many quiet people are the type who learn by watching, rather than the type who just jump in and take the reigns. Show them the behaviors and actions that you would like to see from them and if they have leadership potential, they will begin to emulate those leadership qualities. It might take some time for them to get over any initial shyness about working in an authoritative role, but as they build their confidence by watching you and working alongside you, the actions will become more natural for them.
Put them in a position where they must make decisions as a leader, without them knowing that they are expected to take control. When there is a problem at hand, leave them in a position where they simply must deal with it. Any hidden leadership characteristics they might have will naturally come to the surface, and it may inspire them to strive for more within their career path.
Developing leadership qualities is something that takes time, so don’t think that a couple of additional tasks or “incidental” scenarios will bring out someone’s full potential overnight. Let your less outgoing employees wander into a leadership role and test the waters. Once they find their footing, you may find that you have a powerful and dynamic leader where a meek and mild employee once stood.
Adapted from an article written by Jason Wilton from http://www.leadershipmadesimple.com.
The success of every corporate organization largely relies on its team-members performances, right the way from lower order employees to highly regarded directors. FTSE 100 managers constantly undertake various leadership exercises to improve the performance of their organization. By using these leadership exercises, they can help craft the atmosphere of their organization.
By using the leadership exercises, the person can increase the productivity and quality of the company. He has several leadership qualities to manage the performance of any corporate organization.
One of the integral parts of these leadership exercises is the teamwork consistently. Such ability to perform with groups increases the strength, productivity and quality of such organization. Such teamwork as a part of leadership exercises contain the skill of the leader to spot the positive points of his team members. Also apart from his teammates, he also gives importance to strengthen his organizing abilities. The leadership exercises also include the quality to tie up the skillful individuals into one unified entity. Also while uniting these skills and different human characters, the consent about the type of work, organization, ideology of the organization is one of the integral part. If the leadership exercises fail to satisfy their team members, the productivity will less and that makes crises in the organization.
So create an environment of mutual understanding is vital leadership exercise for making the environment fresh and undutiful. The true leader always gives emphasis to leading from the front. So leading the team with courage and confidence is the significant part of the leadership exercises. Such positive signs from the leader make the environment of the organization positive and optimistic. Also such leadership exercises also possess positive and attacking thinking which makes him and his teammates hungry for success. the encouragement, admiration and appreciation of the legendary qualities, dynamics of the team members is one of the type of the leadership exercises . These techniques are essential to increase the confidence among the team members.
While recruiting and appointing the eligible candidates, various leadership exercises are held by the corporate sectors, government sectors. The main aim of such leadership exercises is to familiar the trainee candidates with factual leadership tasks, responsibilities and problems regarding the leaderships.
In professional courses like MBA program, various internships of technical courses, civil services examinations; there is a provision to firstly conduct the leadership exercises for the selected, eligible responsible candidates of such course. So the main objective behind that leadership program is to develop the leadership qualities like teamwork, decision making in critical situation, developing the positive mindset, attacking attitude, etc. so these are the vital leadership exercises in the training program which makes the candidate well prepared for the actual situation in society while facing the crises.
In such leadership exercises, the inclusion of the leadership tips gives the candidate slight idea or experience about the adversity of exact problem. Such leadership tips contain the objectives of the leaders which are the vital part of the leadership exercises. These tips are making a plan to achieve the target, building a competent team to achieve that target, making the co-ordination between team members to achieve such targets.
Adapted from an Article Written By Muna wa Wanjiru – http://www.merpetsales.com/leadership/Leadership-Exercises.php
Leadership Development Training is just one of the leadership development articles at Leadership Expert™. In this article, we will be taking a brief look at what leadership development training is, how much it costs, whether it’s a worthwhile investment, and whether there are any cheaper alternatives.
What Is Leadership Development Training?
Leadership Development “refers to any activity that enhances the quality of leadership within an individual or organization“. Therefore leadership development training is the formalisation of these activities into a structured plan to develop leadership in employees. Leadership training has taken centre stage in recent decades as managers across the world have turned their attention to nurturing and encouraging leadership skills in their staff. Modern day leadership development training is the manifestation of that attention.
Leadership development training includes activities such as seminars, leadership coaching, leadership classes, and other leadership services. More often than not, these are provided by external leadership training specialists. Even Fortune 500 companies seem to prefer to outsource their leadership development training rather than keep in-house dedicated staff.
How Much Does Leadership Development Training Cost?
Pricing varies wildly per employee depending on which type of training solution you adopt. One-on-one leadership coaching will cost between £100-£300 per hour, and hence will only be a cost effective leadership development training solution for senior management.
For middle management – small seminars of 5-10 participants are often used, that cost roughly the same (£100-£300 per hour) but naturally provide for a far greater number of employees to benefit from this same fixed cost.
The cheapest or ‘best value’ leadership development training for organisations are hired motivational leadership speakers who can literally speak to hundreds of your employees at once. Logistical problems aside, this solution is common in the USA due to its simplicity and low cost-per-employee. However the drawback with such events are that the package cannot be personally tailored to a specific job role, never mind an individual person. And as such – these events can be largely ineffective in actually improving the real leadership skills of employees.
So as you can see, there is a very clear trade off between cost and quality of leadership development training. You quite simply get what you pay for.
We all face leadership challenges at some point of our lives. If you’re searching for leadership challenges then you’ve come to the right place. You could be looking for one of two interpretations of this phrase.
1. Leadership challenge to mean, an attempt to overthrow your authority. “What can I do to protect myself against somebody overuling my leadership?“. For the answers to these kinds of questions, I suggest you reflect upon your own leadership skills rather than those of your ‘competition’. Are your leadership skills up to scratch? If you want to improve them, click here.
2. Leadership challenges to mean difficult and rewarding leadership experiences. “How can I deal with this situation and come out of it a stronger person?“. This is the topic this article deals with.
In most organisations – you will encounter challenges as a leader many times a year, possibly even many times a week, depending on how much pressure is placed on your role. The key to dealing with these is to quickly picture in your head a clear image of the benefits you would receiving from successfully accomplishing this task. Reduced stress? Increased respect? Improved promotion prospects?
Almost every scenario you will encounter – glorious benefits will await you on the other side. The thought of these will help motivate you, and that is why I ask that you picture them immediately.
Next, you need to look inwards and decide whether you have the appropriate leadership skills and experience to be able to overcome the current difficulty. Don’t worry if you look at your skill set and admit ‘I’m not experienced at this area’, because you can certainly compensate for lack of experience by good preparation.
To hone up your leadership skills I’d recommend buying a quick and effective leadership course such as ‘Apply Leadership‘, which is the product I talk about most to those who ask me which leadership e-course I would recommend. (You can follow the link to read my review).
Once you have the benefits clearly in mind, and a good preparation, it’s time to tackle the leadership challenge head on. This will probably involve implementing a strategy of leading that you are perhaps not 100% comfortable with. Perhaps you read a leadership book that suggested a certain leadership style, but you don’t feel that it’s working. Don’t worry! A subtle change of direction can go unnoticed by the workforce if you display confidence in your actions.
Follow these tips and you will be able to weather any leadership challenge, and emerge from the other side as a success leader with an extra notch on your belt!
Looking For Infomation On Leadership Services?
You’ve landed on the right page.
Leadership services come in many different flavours and vary in price to suit the budgets of different organisations. The 3 main types of leadership services are:
1. Leadership Coaching
2. Leadership Training
3. Leadership Classes
4. Leadership Development Consulting
What I’ll do is quickly run through each type, and provide a link to a page on Leadership Expert that describes more about the different leadership services.
1. Leadership Coaching
Leadership Coaching is one of the most expensive type of leadership service. Provided by individuals whom are usually qualified by experience, and not necessarily qualification; leadership coaching is aimed at senior management of medium to large businesses.
2. Leadership Training
Leadership Training is an ambiguous term. Is usually refers to corporate training provided to ‘batches’ of employees, particularly upon recruitment to a certain level of management. Leadership training still retains some of the one-on-one interaction that you’d gain from leadership coaching, except this leadership service can help up to 50 employees to develop their leadership skills at the same time. This slashes the cost-per employee dramatically.
3. Leadership Classes
‘Leadership classes‘ is usually used to describe courses that individuals enrol in outside of the course of their employment. These are undertaken usually with the view to improve performance or to improve their prospects for promotion. These classes are usually rather expensive, and hence is an undertaking that really demonstrates the individuals desire to succeed.
4. Leadership Development Consulting
Leadership Development Consulting is a specific branch of leadership services that have a wider scope than other leadership services. While leadership classes and training focus on the personal development of the participant, leadership development consulting is also delivered with the organisations challenges and problems in mind also. Leadership consultants are first briefed on the specific nature of a businesses problems. The consultant will then analyse both the leadership management, and the leadership culture of the company. The consultant will end by apply their own knowledge and techniques to the scenario, to provide a relevant and effective solution.
How Effective Are Leadership Services?
The effectiveness of leadership services are limited chiefly by the employees willingness to open up to new ideas, and to implement ones that they aren’t at first wholly comfortable with. Leadership services don’t necessarily offer ‘agreeable’ solutions – but tried and tested ones, and thus management must be willing to try out techniques that they have previously rejected.
Is There A Cheaper Way To Improve My Leadership Skills?
Of course there is. Like many things in life – if you look in the right places, you’ll always be able to find a great resource for a bargain. I often recommend ‘The Ultimate Leadership Guide‘ to people because it’s an inexpensive and effective way to boost your leadership skills in a short space of time. It only costs a fraction of the price of a single leadership class, so that’s my advice.
Leadership Culture – What is leadership culture, which type does your organisation have, and how can you improve it?
Edgar Schein (1985) defines Leadership culture in an organization as being comprised of three elements: Basic assumptions, value and artifacts – with basic assumptions being the most important and in-grained element, and artifacts being the most superficial and easy to change.
Basic Assumptions in Leadership Culture
Basic assumptions evolve in a company after an action is repeatedly performed. These basic assumptions become part of our perception of our collegues and processes, and are so pervasive, they touch upon thought processes such as;
1. What we pay attention to.
2. What things mean.
3. How we should react emotionally.
4. What actions we should take in reaction to day-to-day events.
If you’d like to see a demonstration of different assumptions in action, then I’d ask you to imagine the reaction a Bailiff would have to someone objecting to pay them, and compare this to the reaction a small industrial company would have to someone objecting to pay them. To the bailiff this would be an ordinary and unsurprising occurrence – and they would feel little wrong in continuing to hassle the non-payer for money. On the other hand, a small industrial company would be concerned about maintaining good relationships with customers, and would approach the situation far more sympathetically. Neither reaction is necessarily the universal ‘right’ way to handle this occurrence, this is why different cultures form in the first place.
Values In Leadership Culture
Values are a less permanent form of leadership culture, and thus are more easily changed than assumptions. Values reflect consensus in the organisation as to how things “ought to be done”. Examples of popular values are:
1. Equal opportunities for all employees regardless of age, race, religion or sexuality.
2. Employees should strive to produce high quality work.
3. Employees should always pursue challenges and opportunities for growth.
Values sound like ‘lip service’ items, but to take ‘pursuing challenges’ as an example – in professional services firms, it is genuinely frowned upon for a member of staff to attempt to stay in their comfort zone and not wish to be promoted further. Values are those beliefs that are commonly held across the company.
Artifacts In Leadership Culture
Artifacts are the most ‘obvious’ and present manifestations of a business’s culture. These include manifestations such as
1. Mission statements.
3. Methods of communication.
4. Technology used
5. Business strategy, such as level of customer service
Artifacts are proactively constructed and sculpted, and hence can be controlled easily by management. If however, artifacts that have been over-managed can become in-congruent with the employee’s actual culture – and their influence over organisational culture becomes minimal.
How Can A Leader Change The Leadership Culture?
What this theory demonstrates is that the basic assumptions in a company’s culture need to shift to improve the culture as a whole. This can only be changed through leading by example. This means you need to improve your own leadership skills and display them confidently. If you want to quickly improve your leadership skills then I suggest you check out a cheap product that other leadership professionals and I recommend to our clients: The Ultimate Leadership Guide.