We strengthen your business through enabling your people

Focus on your business strategy, you can’t please every market

The business market is a vast ocean with new ideas and opportunities emerging every second like tides. It is rather impossible to please every sector of the market. The growth of your business depends on the internal business strategies and target customers, and not on the competition in the market.

Save Time

Save your valuable time by making use of short-cuts and contemporary technologies discovered to ease the stress on business people

Stay Organized

Organization of meetings, staff and office, to name a few are some of the most crucial ways to keep track of the business whereabouts.

Drive Revenue

Concentrating on the products and services to be delivered, rather than the other similar businesses in the market, is the best strategy to drive revenue.

Grow Your Company From Within

Any external growth seeds from internal ones. Build your team of people and employees who are willing to thrive for the betterment of the company.

Strategy And Mission

A good strategy, mission and goal can surpass intelligence and hard work.

Knowledge

Knowledge is power – hence possessing knowledge about the business and business market is essential in surviving.

People

Do not be a people pleaser – if your products and services are good enough, people will be pleased anyway.

Use Training And Development Strategically

The strategy for training and development plays a crucial role in building a business

Latest Updates

Leaders Eat Last – Infographic

When it comes to the subject of leadership, advice is a dime a dozen. There is an endless sea of books, blog posts, and self-help speeches that purport to teach leaders how to make their teams succeed. Yet few pause to consider the most important question of all: What is a leader? In his landmark book, Leaders Eat Last, Simon Sinek answers this crucial and complex question.

In an argument that draws upon psychology, biology, and real world case studies, Sinek concludes that mutual trust is the cornerstone of all successful organisations. He demonstrates how managers and executives can inspire workers to reach maximum potential by fulfilling their side of a fundamental social contract—a contract whose rules have been hard-wired into our bodies and minds via countless years of evolutionary necessity.

But in a modern business world where executive’s all-too-often sacrifice the welfare of workers for their own personal benefit, true leaders are in short supply. As a result, many employees simply aren’t motivated to help their companies succeed. In 2012, 56% of corporate failures were linked to poor management. Meanwhile, 30% of workers in the UK are dissatisfied with their jobs, and companies are suffering from a steady loss of productivity. Clearly, we need better leadership.

Based on Sinek’s research, this infographic charts a course for would-be leaders to follow. What you find here will probably surprise you, because it turns out that many traditional corporate practices actually undermine the physiological effects that fuel passion amongst employees.

So read on to learn how companies like Google build phenomenal teams within unconventional workplaces, while rigid corporate offices stifle innovation and tear apart teams with their unnatural infrastructures. By orienting your working habits to reflect the values and biological needs that motivate us, you can transform your business into a powerful social organism—one in which enthusiastic employees work together to overcome challenges. When leaders eat last, everyone eats better.

See Enhance for our guide to creating an unconventional learning space that works for your business.

Leaders-Eat-Last-Thales-Infographic-900px

Five common challenges in leadership development

Matt-DriscollWhen it comes to L&D, there seems to be a big focus this year on the development of leadership talent. 61% of L&D influencers and decision makers we surveyed earlier in 2014 cited management and leadership as their top priority. Another major talent management organisation undertook recent research that found only 14% of organisations have confidence in their leadership talent pipeline to be able to meet their needs. It is fairly easy to see, then, why many firms are turning their L&D focus to the top.

Developing leaders poses a number of unique challenges, however. It is an area in which many organisations – with all the best intentions – often fall down on. The variety of different types of leaders is vast, and each individual leader is a complex person in his or her own right. It is important to understand what the common challenges are, why they exist, and how you can overcome them.

1. Distinguishing between managers and leaders

You often hear people talk about managers and leaders interchangeably. Both – when competent – are of great value to the organisations they work for. But while there are obvious similarities between the two roles, there are also some key characteristics that firmly distinguish them. Management is more about implementation and control. Yes, managers may be responsible for people, but their role revolves more around making sure their teams are able to complete their jobs and achieve their goals. Leaders, on the other hand, are responsible for inspiring and innovating, and coming up with the ideas that will drive the business forward. In short: leaders create the vision; managers, through people, make it happen.

If you are trying to develop leadership capabilities within your own organisation, it is important to understand these differences. Firstly – because you want to ensure that any learning intervention is properly structured and targeted to develop the right behaviours and skillsets. Secondly – because you want to target the right people within your organisation, i.e. those who are leaders, not managers. If you don’t target the right learning at the right people, then your intervention could be doomed from the start.

2. Achieving context

When it comes to L&D, one size definitely does not fit all. If you assume that all leaders – regardless of individual context – will benefit from the same type of development, then you will almost certainly be disappointed with the outcome. There may well be a set of common traits that successful leaders have, but simply taking that entire list and applying it to somebody isn’t going to work. Instead, take the person as the individual they are. Look at their existing skills, and then work out the specific competencies which would better enable them to meet the objectives that matter to your business.

If, for example, your business is going through a period of significant change, then your investment would be best placed developing the competencies in your leaders which would enable them to effectively lead people through that change. If, on the other hand, a lack of motivation among staff is an issue, then the ability to inspire and persuade would be good leadership traits to develop. Not all leadership skills are going to be relevant for your culture, your business, and its specific situation. Pinpoint the ones that are, and then do whatever it takes to create them in abundance.

3. Connecting the learning to their day job

When you are dealing with people at the height of their careers, in strategic leadership positions, it is not enough to simply deliver theory and expect it to have a significant impact on performance. The learning needs to be fully tied in with the learner’s working role, and personalised in a way that will enable them to go back to work and immediately be more productive or effective, or exhibit a change in behaviour, as a direct result of that intervention.

One way to achieve this could be through peer coaching – enabling leaders to talk through real business problems with each other and get practical advice on how to solve them. You could also work with the leaders to build a specific set of actions around their day-to-day tasks and objectives, or any important upcoming projects that will enable them to better achieve those objectives or lead those projects to completion. This is a much more practical and relevant alternative to simply demonstrating methodology through case studies.

Whatever you do, you must create an environment in which the leaders take responsibility for their own development. You can facilitate the link between the learning and their job, but they need to make that connection themselves.

4. Adapting to learning styles

The level at which you are delivering learning doesn’t matter – people have varying learning styles, and the L&D you implement needs to properly reflect those individual differences. When you are dealing with senior leaders who have, more often than not, been working and learning for many years, their individual learning style is even more likely to be steadfastly embedded.

This really ties in once again with moving away from the ‘one size fits all’ mentality – something which is more important than ever for successful L&D delivery, when the return on investment, or return on expectation, of learning activity is being carefully, and increasingly, measured. If you don’t adapt to the learning styles of the leaders you are trying to develop, you reduce the chance of having an impact.

5. Measuring impact

If you are not measuring the effect that your leadership development is having, how do you know your time and money is being well spent? Similarly, how can you expect to hone any intervention for maximum impact if you have no idea whether it is already working or not?

Measuring the impact of any L&D intervention can be challenging. Regardless of the tools or processes you use to measure it, though, leadership development should begin by looking at where the leader is in relation to the level of skill and knowledge required to lead within your organisation, and where they need to be. Then, you can track progress before, during, and after the learning to ensure that the intervention is on target to meet that need.

***

These are just some of the more common challenges faced when developing leaders. But every business is different, and every leader is a unique individual, so the challenges you come up against in your organisation may differ slightly. We would be really interested to hear about your own unique experiences in developing leaders, any challenges you faced, and how you overcame them.

Matt Driscoll is a management and leadership L&D consultant at Thales Learning & Development. With over 13 years’ experience in the L&D field, in a wide range of industries and organisations, including BUPA and AXA Assistance, Matt specialises in helping people develop their untapped potential through coaching and learning interventions.

Making a business case for Learning & Development

HR and L&D managers are increasingly seeing the impact that effective learning and development can bring to their organisation, particularly when the L&D strategy is fully aligned with that of the wider business (as it should be).

Our research earlier this year, however, found that budget constraint is still the most prominent hurdle when it comes to delivering L&D. Organisational buy-in also came out high, which suggests that not everyone in a business understands the true value of L&D.

Clearly there is a common difficulty being faced among L&D owners in terms of securing financial investment and business approval for learning.

Inside this guide we cover:

  • Intro
  • Explaining why L&D is a smart business choice
  • Qualifying/quantifying the value of L&D
  • The five key steps to a successful L&D proposal
  • 10 questions you need to answer ‘yes’ to
  • Contact us for further advice

Click read to open the guide in your browser and feel free to download to save for a future date. We’ll be uploading more each month so make sure you check back for the next in our series!

Get In Touch