How to Make Delegation Work for You

How to Make Delegation Work for You
By Rhianna Hobbs

Are the leaders in your organisation making the most of their valuable time and their people? Delegation is a key productivity, employee development and team cohesion tool, and there’s a good chance your people aren’t doing enough of it. So what can you do about it?

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Leadership Program Design: Are you trapped by your habits?

Leadership Program Design: Are you trapped by your habits?
Written by Carly Newman

When it comes to designing an effective and meaningful leadership development program, what is your typical starting point: Your organisational capability framework? A learning needs analysis? The CEO’s hunch? Inspiration from the latest HBR article? 

In our work, we have the opportunity to observe the various ways OD and HR professionals go about the leadership program design process. In many instances their approach can be categorised into one of four ways:

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Are you a conformer or a reformer?

Are you a conformer or a reformer?

As a leader, are you a conformer or a reformer?  Do you push the boundaries?  Are you prepared to take your people into uncomfortable territory for the sake of necessary business transformation?  If so you are demonstrating the qualities of adaptive leadership.

Adaptive leadership is characterised by the “practice of mobilising people to tackle tough challenges and thrive” (Heifetz, 2009).    In today’s workplaces where ever increasing uncertainty, competition and complexity are forcing organisations to change the way they do business, adaptive leaders are those that are able to catalyse the organisation and its people to thrive within this new challenging environment. 

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Leadership: Laying the foundations for success

Leadership:  Laying the foundations for success

Organisations and their leaders have long considered engagement as the key mechanism to trigger greater employee contribution to business performance. Over the past decade there has certainly been strong evidence to support the case that when employees are more engaged business performance goes up. But is employee engagement alone enough to foster and support consistent and durable business performance?  Recent research is saying that it is not, and that the key variable in the engagement equation is employee wellbeing.

This growing body of research indicates that without wellbeing, simply described as an employee’s positive emotional state and sense of fulfilment, engagement is often short-lived or unsustainable.  

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Authentic Leadership – the missing ingredient in Leadership Development

Authentic Leadership – the missing ingredient in Leadership Development

Leaders have the potential to influence their employees to go well beyond their own expectations and achieve success.  When such influence is experienced positively by employees the results are measurably beneficial to a business or organisation.  Measures of employee engagement, resilience and mental health, commitment, innovation, and performance all increase, and subsequently have a healthy impact on the bottom line.  Sounds simple doesn’t it!  Positive influence by leaders equals a wealth of good results. 

So why is this story so infrequently told across corporate Australia?  Workplace disengagement is high and rising, as are measures of stress and bullying claims.  Change fatigue has become overbearing for many, employee satisfaction is declining, and increasing pressure and difficulties in balancing work and life demands are commonplace. So what’s going wrong?

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