Is An Inexperienced Leadership Epidemic Killing Your People & Business?

We haven’t seen an economic down turn like we are experiencing for almost two decades now. As such Generation X & Y managers who are filling the leadership void now are ill equipped to deal with crisis management and the humanistic leadership skills required to cope with retaining and engaging their remaining time poor key talent.

With many seasoned veteran baby boomer leaders now retiring, less down-turn-experienced leaders are now being pushed through the ranks. “If these leaders don't play their engagement cards right, they can easily find themselves without a full house of valuable employees in 12 months time when the economy bounces back”.

In the year ahead the international economic environment has jolted some less knowledgeable leaders into thinking about reducing human capital and leadership expenses. “Some companies are reducing leadership development at exactly the time when the most acute leadership skills are required” says Ian Hutchinson, Chief Engagement Officer at LifebyDesign.com.au

During tough times, everyone is being asked to do even more with less. As such it can be increasingly challenging to keep your top talent engaged and motivated during these times as it can directly impact an individual’s morale, performance, bonuses/rewards and work life balance.

Leadership Readiness Programs

Top leaders are looking for positive leadership strategies and key engagement solutions that maximise performance and productivity in these times of economic downturn.

With budget cuts and downward pressure to do more with less leaders are currently asking questions such as:

• How do we proactively & effectively lead our people in this difficult environment?
• In these changing conditions do we need to focus on employee engagement more or less?
• What are the best low cost ways of engaging our talent right now?
• What can we do now to minimise any negative impacts for our employees?

New leadership readiness programs are specifically being developed for leaders in these new times. Master classes such as “People Glue” are becoming instantly popular. For more information go to http://www.peopleglue.com.au/

Talent Doesn’t Leave Organisation, They Leave Leadership

“Intelligent leadership is putting even more focus on engaging remaining top talent with self-leadership, an approach which is becoming increasingly important. Self-leadership is all about helping people become more resilient in times of change with techniques to focus positively on what they can control rather than negatively on what they can’t control”.

“Economically spooked organisations need to avoid making knee-jerk reactions and consider the negative effects that can quickly impact and reverse all the positive employee engagement work that can take many years to transform and rebuild. Many companies are intelligently looking at more cost effective and scalable employee engagement solutions such as http://www.mecentral.com/ , an online engagement system now licensed in five countries and used by a number of Best Employers including Vedior, now a consecutive fourth year award winner.”

Job Fulfilment = Performance + Productivity = Profitability

For most people, work is an important part of their lives. Work can give people a sense of fulfilment, structure, identity and belonging if in the right role. Many employees find work defines their lives and heavily influences their lifestyle.

But, equally, job boredom can be a source of dissatisfaction, frustration and disengagement if it is allowed to be so.

"Productivity explodes when people love what they do."
Po Bronson, What Should I Do With My Life

Ideally employees should take responsibility for their own career paths and futures. But let's face it, how many really do? Sometimes people know what they do not want, but not what they really do want. A large percentage of the workforce seems to fall into roles and their work is created by default rather than by design.

So would it not make sense and be great to ensure our people's work is as fulfilling as possible - especially considering that they spend almost a third of their lifetime working?

Responsibility
Many old school managers might say: "Oh, but it is the individual's responsibility". But if we want our people to be engaged, productive and profitable then, surely the organization is responsible for giving them the tools, systems and guidance to be enjoying their day-to-day work as much as possible. New leaders are taking responsibility to review and fine-tune individuals work situations.

Become A Job Fulfilment Catalyst
When was the last time you checked in with your employees on how much they are enjoying their work?

71 per cent of organisations providing tools and resources such as career management programs say that it has improved their ability to attract and engage employees.

If as a manager you feel you don't have the skills, then consider:

• A coaching, mentoring or training program for yourself
• Online or in house career development programs for employees
• Quick start tools