Leadership competencies and communicative practices

True leadership means that you benchmark all aspects of the business to measure your success; you do not focus and only consider the economic indicators. This approach enables the organisation to shift away from a performance measurement system.

True leadership emerges when a wider frame for managerial success is created. This means that leadership itself must be used as a benchmark and performance indicator. For that to be feasible, leadership talent needs to be developed and nourished with that in mind.

In many organisations, this process requires support from the top of the organisation to promote, recognise and encourage the leadership qualities and behaviours that are required for the future success of the organisation. 

Addressing necessary actions and competencies

One of the foremost challenges for change management implementation is securing the talent and competencies to meet the new targets set by the organisation: both hard core professional qualifications and also the softer, personal competencies.

This process consultancy helps you focus upon and identify the challenges the organization faces when actions are taking place and change is being implemented throughout the organization.

Cross-organisational fertilization and shared learning are core aspects of securing alignment of the entire management team and focusing the team on the same goal and vision. Securing accountability and commitment becomes indispensable for a targeted and clear communicative strategy.

Action is targeted to secure the management team to be able to handle both the short-term deliverance on goals and at the same time securing that the organization is flexible and geared to the long-term challenges of being innovative and initial organizational readiness.

The speed and direction that change management processes take are defined by the needs of the organization. Needs definition is achieved through a discovery process that aligns management on the status of readiness of the organization. From there the different elements of the Leading Change Process are addressed and implemented depending on the needs.

Some examples of tools utilized for Leading Change

1) Organizational Development (OD) Tools and Process Competency Gap Analysis, Action-Oriented Interviews ©, Action Plan Alignment, Appreciative Inquiry Interviewing (AI) and Reflecting Teams Methology

2) Business Psychology Tools, Leadership Dialogues ® (LD), Individual and Peer Coaching as Leadership Tools, Real-Life Learning Labs, Leadership Enhancement & Executive Coaching, Personality Tests (e.g., CPI ® Team Maturity Index ©, MBTI ©, etc.)

3) Taking organisational innovation and strategy implementation to business performance, through leadership empowerment. Strengthen innovation and strategy implementation by developing leadership, enhancing people performance and meeting business objectives. This solution addresses implementation of change in your organization, utilizing the specific tools of Business Psychology, Organizational Development (OD) and Leadership Dialogues (LD).

Solutions offered:

Solution A: Targeted at an executive leadership team that together are driving a strategic change implementation process.

Solution B: Offered to individual managers who need to drive change in their own business area.

Solution C: Elements may be included in a tailor-made consultancy process that aims at identifying and targeting the primary change drivers in the organziations and the specific foci for the senior management team to ensure that their leadership capabilities are both aligned among themselves and are sufficiently durable to lead their respective organization to an accountable and ambidextrous.

Change drivers and vision clarity

To deliver on the vision, strategy, and the goals of the organization, both the executive and senior management teams need to create an alignment between these three components of the business. This is usually a defining task, as it is often assumed that that alignment already has taken place during the strategic implementation. It is often not the case, and organizations struggle without knowing how to make quantum leaps. The effect is a slow and ill-suited change implementation.

Utilizing the suggested OD process, the real work for the leaders of the organization can begin to unfold, and direction and focus becomes clear. Through a series of workshops, seminars, meeting and case identification, management becomes empowered through knowledge creation, awareness of business implications of change, and through that can create sustainable short-term wins and long term focus for action for the strategy's successful implementation. Action plans and milestones are a core part of this process.

Leaders in process

Once alignment and ownership has been established, the real challenge in change implementation begins. Through specific methodology and leadership focus, managers re-orient their focus and develop a broader leadership base to encompass and develop their own organization human capital. All areas in the business have different and individual focus areas, and managers achieve specific orientation that deals with precisely their business areas needs. People react differently to implementation of change processes in the organization, and managers are supported both in defining gaps and in (re)aligning the organizational competencies to meet the demands of tomorrow.