Are We Making the Right Demands on Our Leaders?

Rather than asking what trait or series of traits are most beneficial of truly effective leadership, perhaps we should first ask what we are trying to accomplish as an organization.

As proponents of a more results-based leadership approach, our seminars and experiences have taught us to look first at what end goals the business is trying to achieve, and then build solutions and people skills that will support those goals.

As a caveat, we do want to stress that certain skill sets--such as good communication, organization, and motivation--seem to be effective attributes of many great business leaders.

All too often, however, the job may not require the largely accepted skills most cookie-cutter training companies focus on, but rather a subtle and goal-specific expertise.

While some skills seem to be more effective than others in helping leaders accomplish the goals of a particular business or organization, it is important to consider what end goals are in sight.

For example: A team leader is given the task to develop a better microprocessor.

The target here requires the team leader to use advanced logic, extensive innovation during the research and design process, and reasoning skills to discern whether or not the best knowledge and technology were used in the process. The example suggests that the most important leadership skills required analysis, logic, and a more scientific approach.

In contrast, consider the following: A general manager of a car sales team is trying to meet a monthly quota.

The ultimate ambition here is to inspire his team to sell those cars! In this example, effectively using motivation, successful marketing and communication techniques, and perhaps even disciplinary skills will move the team towards the end zone.

While these cases may be slightly oversimplified, they illustrate that the two leaders require very different skill sets. If the two companies were looking into costly leadership training programs to further develop their key leaders, it would be ineffective for them to select the same leadership development seminar considering their wholly different objectives.

One could argue that in the above instances, the leaders would have needed a contrasting set of skills upon entering the company, which may go further to support the notion that not all leaders are the same, and that the company's end results should be considered even as early as the new hire process.

The best use of training and development time must consider what objectives the company is looking to achieve, in order to match the best skills needed with the goals to be accomplished. What needs to be attained should define where leadership training efforts, if required, are focused--not the other way around.

Consider the following resources for exceptional leadership training programs: www.dalecarnegie.com and www.skillpathseminars.com.

For tips to effectively train your people and streamline your organization, and for other solutions to your staffing challenges, visit www.traininginabox.com. Sign up for our free newsletter at www.quicktrainingsolutions.com to make your HR training and development life easier. Ron Nielsen designs and delivers innovative and effective training solutions for businesses through NTG, his business development and training company.

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