Whether we realize it or not, workers have been
under constant duress. Because of scarce
resources, few opportunities for development
and promotions– not to mention the fact that
people often have been required to do the work
of more than one person – a lot of our work
forces is burnt out. Employees across the
country feel overworked, under-rewarded and
-- John Gibbons, VP of Research and
Development at the Institute for Corporate
Impact of the Great Recession
Impact of Low Engagement
• Lack of Goodwill
How do you know?
• Annual Staff
• Employee Feedback
• Retention Rates
I would be happy to be employed here:
Answer Options Response Response
for the next year 16.7% 21
for the next two to three years 21.4% 27
for the next four to six years 19.0% 24
for more than the next six years 37.3% 47
I am looking for a job elsewhere over the next 12 months. 5.6% 7
3 TYPES OF HAPPINESS
(Pleasure – chasing the next high)
(Engagement – time flies)
Meaning / Higher Purpose
(Being part of something bigger than yourself)
If the research shows that
vision / meaning / higher purpose
leads to HAPPINESS…
What is your organization’s higher
What is your higher purpose?
What is your nonprofit’s Strategic Plan? Annual Goals?
As a leader in your
organization, what is
your higher purpose?
A few more ideas…
• Perceived Control:
• Priorities Driven by Staff – Power of Choice!
• Perceived Progress:
• A Pathway for Advancement
• Teambuilding, Increase Connection to Customers/Clients
• Vision / Meaning:
• Clarify mission/vision /values for all, keep visible and
present – revisit often!
Humans have “four basic needs or motivations:
to live (survival); to love (relationships); to
learn (growth and development), and to leave
a legacy (meaning and contribution).”
Leadership of the future then creates
environments in which individuals can self
actualize, in his view, “pay me fairly, treat me
kindly, use me creatively, and in principled
ways that serve mankind.” – Steven
Covey, “Leading in the Knowledge Worker Age”
Leadership development training tries to develop the quality of an individual to see a vision and look into the future, and develop his ambitions and aspirations. Development todaymeans providingpeople opportunitiesto learn fromtheir work ratherthan taking themaway from theirwork to learn.
Developmental relationships primarily taketwo forms: coaching and mentoring. Coachinginvolves practical, goal-focused forms of oneon-one learning and, ideally, behavioral change(Hall, et al., 1999). It can be a short-term interventionintended to develop specific leadershipskills or a more extensive process involving aseries of meetings over time. The most effectivecoaching allows for collaboration to assess andunderstand the developmental task to challengecurrent constraints while exploring new possibilities,and to ensure accountability and support forreaching goals and sustaining development (Ting& Hart, 2004). Mentoring is typically defined asa committed, long-term relationship in which asenior person supports the personal and professionaldevelopment of a junior person. It maybe a formal program or a much more informalprocess. Recognizing the value of mentoring,organizations are increasingly looking at ways toformalize these types of relationships as part oftheir leadership development efforts.Action learning is a set of organization developmentpractices in which important real-timeorganizational problems are tackled. Three kindsof objectives are sought: delivering measurableorganizational results, communicating learningsspecific to a particular context, and developingmore general leadership skills and capabilities(Palus & Horth, 2003). Effective action learningmay range from tacit, unfacilitated learning atwork to focused and high-impact learning projectsto transformations of peopleand organizations (Marsick, 2002).Challenging job assignments are apotent form of leadership developmentand provide many of the developmentalopportunities in organizationstoday. The level of organizationalinvolvement in making job assignmentspart of their leadership developmentprocess runs the gamutfrom simply providing people withinformation about developmentalopportunities in their current job to a systematicprogram of job rotation. Using job assignmentsfor developmental purposes provides benefitsthat go beyond getting the job done and mayeven result in competitive advantages for theorganization (Ohlott, 2004).leadership development itself involvesthe development of the whole person.
Using job assignmentsfor developmentalpurposesprovides benefitsthat go beyond gettingthe job done.
However, the best leadership development programs always include some amount of fascinating and incredibly relevant content. That is, helpful tips, new ideas, proven best practices… the kind of content that causes participants to light up, pick up their pens and start writing.
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