The most powerful force for change in leadership behaviour comes from within the individual. Attempting to impose behavioural change from an external source is almost always destined to fail. Performance Improvement and Performance Management are not the same thing.
Leadership is not the sole preserve of particular personality types. Rather than being trapped in narrow personality categorisations leaders can make positive changes to aspects of their behaviour to enhance their impact.
Unlike our personality our leadership behaviour isn’t fixed throughout our careers. The best leaders are constantly modifying and shifting their behaviour according to the needs of their organisation, the challenges they face, and the culture within which they operate.
Regardless of how much someone might study leadership books, observe good leadership practice, or attend courses, if it does not result in a change in leadership behaviour then nothing has changed.
Identifying and delivering the right behavioural leadership change can have an exponential impact upon an individual leader’s effectiveness and their organisation. We don’t need to change everything the leader has known or done before to make them better leaders.
We specialise in working with the top two leadership tiers in an organisation. It is only by demonstrating that senior leaders take the idea of behavioural change seriously that change permeates an organisation.
Leaders need to view themselves from a variety of external viewpoints to create a three-dimensional picture that provides a bedrock for change; a benchmark for measuring progress; and a means of enabling improvement that is of benefit to the individual and their organisation.
Everything we do with leaders connects to their organisation’s overall vision; the strategy that they intend to follow to achieve that vision, and the values that should underpin the behaviour of all those in the organisation.
Even the most self-aware and self-critical leaders can have significant blind spots about their leadership assets; their default behaviours; and their opportunities for improvement. We have an obligation to reveal those blindspots.
If leaders are to place their trust in us and share their vulnerabilties with us then we must treat all our interactions with them and their personal data with the greatest confidence. We do not share confidential data about participating leaders with their superiors or our clients’ internal HR functions.