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The Leadership Development Crisis

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The Leadership Development Crisis

  1. 1. THE LEADERSHIP DEVELOPMENT CRISIS Your Solution Starts Here
  2. 2. Most organizations struggle with leadership development. They promote their top performers into management roles, or hire talent from outside only to put them through a few workshops and seminars, and then throw them to the wolves. Don’t feel bad, it happens out of necessity and with the best intentions. In the Darwinian process that follows, those with the ability to survive and thrive are rewarded; those without it are disciplined or reassigned. An alarming number of people fall into the second category. THE LEADERSHIP DEVELOPMENT CRISIS 2
  3. 3. WHY DO SO MANY LEADERS FAIL? Why do so many people botch their chances at success? It’s not simply that new leaders lack the talent or skills for the job. They fail, I’ve come to believe, because their companies’ development approaches fail them. Harsh, but true! Statistics show that hundreds of leaders-in-training stumble as they attempt to master the difficult and subtle task of general management, assimilation into a new culture, authentic communication, and overall understanding of what the position truly requires of them. These prospective leaders fall short because companies don’t recognize the degree to which personal characteristics, ideologies, or behaviors affect an individual’s ability to lead. The truth is, people don’t check their individuality at the door before leaping into the great corporate melting pot, nor do they all fit a single leader-in- training profile. 3
  4. 4. 3 PRIMARY SHORTCOMINGS At the source of this gap are 3 primary shortcomings. 1. The company has not clearly defined ‘who they are’. 2. The leader doesn’t have a hyper-clear understanding of ‘who they are’. 3. The leader doesn’t know ‘who the company is’. Even more dangerous, all three could be in play simultaneously. This ambiguity creates numerous levels of dysfunction and corporate dissonance. Taking steps to ensure that all parties involved are crystal clear on these three core needs sets the stage for long term success. 4
  5. 5. THE FOUR TYPES OF LEADERS I n Y o u r C o m p a n y 5
  6. 6. The Reluctant Leader About 20% of the participants in our program are “reluctant leaders.” These employees often have the raw material to make outstanding managers, but they’re sabotaged by their own lack of confidence. Their deeply ingrained insecurities manifest themselves in a variety of ways—indecisiveness, risk aversion, and the tendency to avoid conflict. To transform reluctant leaders into strong ones requires helping them change their assumptions about their own abilities, providing them with specific training in decision making and conflict management, and giving them steady doses of encouragement The Arrogant Leader Only 10% of our participants fall into this category, but they stand out the most because they can be brazen. Arrogant leaders are just as insecure as reluctant ones, but they overcompensate for their self-doubt by convincing themselves that they are already terrific managers. Because they are ambitious self-marketers, most organizations promote them without a second thought. Yet arrogant leaders can wreak havoc on their teams. Transforming such people into capable managers requires a rude awakening in the form of harsh feedback, hands-on practice in empathetic listening and teamwork, and even threats of demotion or dismissal. 6
  7. 7. The Unknown Leader Roughly 25% of our program participants are “unknown leaders”—ambitious, highly competent, yet cautious people who form relationships more slowly and tentatively than others. Because they are often introverted, their personal networks are small and they rarely initiate conversations. People don’t usually look to them for leadership, and they have little “brand recognition” in their organizations. To transform unknown leaders into effective managers again requires 360-degree feedback, followed by careful deconstruction of their underlying belief that networking means glad-handing, and that it is a waste of time. It’s also effective to force unknown leaders into meetings with new people, but, as is the case with reluctant leaders, this requires a lot of monitoring and support. Additionally, we’ve found hands-on management experience in an unfamiliar environment to be helpful in bringing unknown leaders out of their shells. The Workaholic By far the largest number of managers in our program— fully 45%—are workaholics. Many have anxiety-driven, addictive personalities, choosing work over and above family, spiritual growth, sports, hobbies, love, or friendship. Of course, workaholism has degrees of severity: There are those people who love their jobs and work long hours without suffering negative consequences. But acute workaholics are like hamsters on a wheel, laboring relentlessly to finish endless daily tasks. Typically, extroverts hooked on activity and action, severe workaholics are far more likely to suffer from burnout, stress, and the attendant physical problems— chronic fatigue, heart disease, high blood pressure, and so on. Unfortunately, most companies continue to reward workaholism. 7
  8. 8. REASONS LEADERS ARE LEAVING The 2018 Retention Report reveals the 50 most important reasons employees decided to leave their jobs and groups them into 10 categories, seven of which are considered more preventable by employers. The Top 5 categories of reasons employees leave their jobs are: • Career Development – No opportunity to grow in a preferred job and career. (21%) • Work-Life Balance – Better work-life balance, which includes more favorable schedules, shorter commute times and scheduling flexibility. (13%) • Manager Behavior – Unprofessional or unsupportive managers. (11%) • Well-Being – Personal or family health issues. (9%) • Compensation and Benefits – Pay was cited more often than benefits. (9%) 8
  9. 9. HOW AN EXECUTIVE COACH CAN HELP? The relatively new field of executive coaching is gaining popularity for the wide range of ways that it can be used to help leaders and organizations. Since it can be tailored to meet so many different needs, let’s begin with eight ways to use executive coaching: 1. Succession Grooming 2. Leadership Team Development 3. Performance Improvement 4. Interpersonal Skills Development 5. Business Etiquette Grooming 6. Promotion support 7. Transition management 8. Conflict resolution . 9
  10. 10. WHAT’S THE ROI? Executives like to say that the company’s most important asset “goes up and down the elevator each day” or “are the butts in those seats each day”. While it is more difficult to calculate a ROI for the investment in a coaching case, it is definitely NOT impossible. The formula is straightforward: % ROI = (Benefits Achieved – Coaching Costs) ÷ Coaching Costs X 100 The trick here is clearly identifying the Benefits Achieved through the coaching program and assigning monetary value to those specific benefits 10
  11. 11. WHO IS SIMS COACHING & CONSULTING Hello, I am Eric Sims and I started SCC in 2007 from a passion to help others succeed using practical application coaching that assists in driving over goal attainment and opens individuals up to their potential. Now I am a leading executive coach & advisor, personal development expert, corporate engagement specialist and thought leader with 20+ experience in the personal development industry assisting numerous organizations and individuals achieve success. From corporate leaders to their support teams, I train in the skills needed to perform at their best. Personally I believe that opportunities and success are limitless if organizations and more importantly, the people within them, are willing to put themselves out on the leading edge of what they love and hustle their asses off. It’s time ‘Live & Lead Exceptionally’! 11
  12. 12. EXECUTIVE COACHING FOCUSES & RESULTS Focuses Results Enhance Executive Leadership and Management Possess great clarity of one’s identity, skills, communication, needs, delivery methods to lead Improve Self-Awareness & Social Awareness Possess an empowering belief system and ability to be powerfully present in the moment. Master Goal Setting, Goal Planning & Goal Attainment Leverage personal skills and resources to highly succeed in life and career approach Developing and Maintaining Relationships Manage emotions, mindsets, attitudes, and behaviors in a way that allows for maximum communication and execution Drive Authentic Communication Sustain authentic interpersonal relationships Foster Fear Busting, Confidence Building, and Performance Boosting Live in freedom from external opinions and beliefs while clearly seeing person strengths and weaknesses Create Personal Branding Align with your infinite purpose 12
  13. 13. 4 Unique Delivery Options Workshops (In-person) – This in person, intense Coaching Series is the finest development program available today to equip leaders from the shop floor to the executive suite, with immediately-usable coaching skills. Private Coaching (Virtual) – I will help you identify what’s holding you back, give you tools to push you past your limits, be your personal cheerleader, and help you reach your goals faster than you ever could on your own. Breakthrough Live Coaching (In-person) -I will come to you with live feedback in the moment and provide you with helpful preparation strategies and performance tools that you can use right away. Group Coaching (Virtual or In-Person) -These sessions are customized to suit the needs and abilities of your specific team or group. You will learn hands-on from one another as you work through your limitations and fears as a team. SIMS EXECUTIVE COACHING DELIVERY OPTIONS 13
  14. 14. Next Steps 1. Connect for a free virtual consultation 2. Set up time for an official 360 degree evaluation 3. Determine areas of focus and desire ROI 4. Plan creation and development 5. Plan Review and alignment 6. Initiate and execute plan 14
  15. 15. FOR MORE INFORMATION www.iamericsims.com Email: CoachSims4You@gmail.com 15
  16. 16. THANK YOU Sims Coaching & Consulting 16

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