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Ask Izzy

By Isobel Rimmer (June 2008 Issue)
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Dear Izzy

I am keen to develop a leadership initiative in our organisation. The current structure is very ‘hierarchical’ and I am concerned that the current CEO is from the school of thought that believes ‘leaders are born, not made’, from what he said the other day. What would you suggest I do to get him on side and to get a programme off the ground?

Lucy, Hull

First of all, you’re not alone – a new HR or L&D director is often brought in (presumably because the organisation sees the need), but then struggles to get his or her ideas implemented.

Rigour and proof

To avoid anyone applying the ‘pink and fluffy’ label to your programme, make sure the approach you take has its foundations in rigorous and well researched facts. Research, backed up by proven methods and results, will be acceptable to even the toughest CEO. So show them the evidence: how have other organisations used this approach and what have they achieved?

How have others, for example:

  • Improved productivity (increased revenues, margin, profit)?
  • Saved the organisation money?
  • Made it easier to attract the best talent?
  • Reduced staff turnover (show how much money has saved)?
  • Reduced sick leave or stress-related sickness?

People embarking on a leadership programme need to know what’s in it for them, personally, as well as for the organisation. Using a 360° tool upfront to provide accurate, data-based feedback will help you enormously. In the same way that you need to know your weight at the start of a diet or fitness regime, managers and leaders need to know where they’re starting from.

The Kouzes and Posner Leadership Practices Inventory (LPI) is a great tool. At Masterclass we’ve used it in thousands of different situations – from some of the biggest commercial organisations and public sector bodies to small, ownermanaged companies – and I would certainly recommend it, but use an external provider to give the feedback.

Why? You’re dealing with sensitive data and sensitive souls. It’s much easier for a senior executive to accept feedback on his leadership behaviour from an external consultant who specialises in this than from his HR or L&D director. It may take more of your budget, but the chances of you succeeding are significantly higher. You’re also, by using an external facilitator in a coaching capacity, getting people to see the benefits of one-to-one coaching.

The beauty of language

Another advantage in using a 360° tool upfront is that people incorporate the language of leadership behaviours in their everyday lives. As Kouzes and Posner point out, leaders ‘challenge the process’ – they look for new and innovative ways of working.

We worked with a global IT company that used the Situational Leadership model in its US operation. When its CEO transferred to the UK, he wanted his team to embrace this approach, too. Getting people to understand the different management and leadership styles got people talking in a new language – they recognised and understood what was meant by S1 or S4 management style – they could relate to it, it made sense, it became part of their culture.

Feedback, feedback, feedback

Practice doesn’t make perfect, it makes habit. You need practice with feedback to get close to perfection. If you’re introducing a leadership programme, you must think how people will give and receive feedback on the new behaviours and approaches. Spending time working on these skills is critical to the success of any programme, but particularly one in leadership development.

Coach your leaders in the skills of giving and receiving feedback. Intellectually it’s not difficult but, without the opportunity to practise and perfect the skills, your investment may not deliver the returns you want.

And never assume that people know how to do it – they don’t. And they’ll avoid giving the ‘difficult’ feedback on people’s behaviour.

One manager once said: “I’ve been told I give off the wrong vibes.” Not surprisingly, he was at a loss to know what to do about it. Mind you, having worked with him, I could see what his boss was trying to say… But we got there in the end!

Isobel Rimmer is managing director of the Masterclass training company.
She can be contacted on +44 (0)1753 676666

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