Category Archives: L.E.A.D.

gen-y-leaders

Future Leaders: The Generation Y Workforce

We hear a lot about them in different sectors, from the social, through to the real estate market and especially in the workplace. The millennial generation, also referred to as Generation Y, is the latest emerging group of employees. Generally born between 1980 and 2000 (a disputed time line between some researchers), those belonging to this often contentious group are facing a workforce that is vastly different to their predecessors. Not only is it different because of the industries, technologies and fields that are advancing and retreating, it is different for its perception of what leadership is and how to best foster it within an upcoming workforce that is more mobile and looking for the same mobility in their work.

Within Deloitte’s latest Millennial Survey titled ‘Winning over the next generation of leaders’, the survey unearths information pivotal for anyone who is hiring millennials, working with millennials or promoting millennials.

One key element the report shines a light on is that, in general, millennials ‘express little loyalty to their current employers and many are planning near-term exits.’ Whereas previous generations followed a much more secure path from education through to long-term employment, millennials are more short-term focused, choosing their next move with what could be categorised as a ‘one foot in the door, one foot out’ type of attitude. But is it as simple as looking at millennials and categorising them as short-term workers? Or alternatively, do we all need to take a step back to look how the workplace is geared to support the growth of the next generation of potential leaders and innovators?

In a fast approaching future where millennials will represent the largest segment of the workforce, the challenge of attracting and maintaining a solid workforce has perhaps never been more difficult. As Deloitte’s survey revealed, of the nearly 7,700 millennials surveyed in 29 countries around the world, nearly a quarter of them would be looking to leave their position in a year. That figure increases to 44% when the timeframe is extended out to two years.

In terms of fostering leadership paths and leaders, these figures leave much to be desired in terms of strong retention of millennial staff. If Gen Y are to be the future leaders of both existing and not yet conceived industries, forward thinking organisations need to be strategising now about how to gain their attention and maintain it beyond the pivotal two year mark indicated by Deloitte’s research.

So, how do employers start to look at this ‘loyalty challenge’ as an opportunity to best utilise their millennial staff instead of a short coming of an entire generation of skills workers?

The report points to some confronting numbers regarding millennials, even if they have reached leadership positions. Of those surveyed, millennials in senior positions express their intention to leave their organisations relatively soon. In the current survey, approximately 1 in 5 respondents were either the head of a department or division, or have a position within the senior management team. This tells us that the issue with retention isn’t necessarily that the opportunities for advancement aren’t there, but must lie at a different origin for many millennials who are leaders in their industries.

Within our annual L.E.A.D Survey, we find that salary is still a fairly strong retention point of difference for many employers, managers and employees. However, is this translating at the same level for the upcoming millennial workforce? According to Deloitte’s research, millennials are less impressed by a business’ scale, age or its ‘buzz’ achievements. Instead, millennials are focusing more on ‘positive energy’ around a business – what does it contribute to the world, how does it align with their values, and what are they aspiring to achieve.

In short, the report points to the fact that millennials are less likely to wish to stay or lead in an organisation that doesn’t support their values or doesn’t make active choices to support them as an individual within the organisation.

Millennials want to contribute to the positive impact they believe business has on a society, but in doing so they wish to hold onto their own beliefs while achieving those of the organisation. Knowing this, current leaders can start to initiate change in their organisation to support these desires of their millennial team members and leaders

So, how can employer’s best facilitate the right environment for Gen Y to be leaders themselves? A few key suggestions may be:

  • Focus on team building to foster greater loyalty

While many millennials will still feel loyalty towards an organisation, increasingly more are reporting loyalty as a result of being in a team that is productive and like-minded. There is a greater responsibility than ever for team leaders and department heads to consciously and proactively develop and maintain team cohesion. By using this to your advantage and focusing on building strong teams with enhanced interdepartmental interaction, you will be encouraging bonds to be made that are focused on group achievement and team directed innovation.

  • Encourage a mentoring program amongst millennial staff

Mentoring doesn’t have to necessarily be between staff of different generations, it also has a place between millennial team members. For the mentor, the opportunity to demonstrate their values as they see them operate within the organisation will solidify their own position and reasons for remaining loyal to their team and mentee. For the mentee, they will have a light of influence to look to who can directly relate to their perspective and ideals, but can also facilitate the alignment of these values alongside those of the organisation.

  • Demonstrate the organisation’s values in action

Millennials, particular those in more senior positions, are no longer just looking for that foot in the door. They are looking for purpose in their work and in the organisation they work for. Authenticity and the demonstration of this from their organisation is perhaps the greatest retention strategy for millennials in any industry. Don’t just talk the talk, walk the walk wherever and whenever you get the opportunity to.

graduates-of-2015

Congratulations to the 2016 LMA Graduates!

As 2016 draws to a close we would like to celebrate the thousands of people who have participated and graduated from an LMA course this year.
As high achievers, we hope that you continue to practice LMA’s teaching, utilise the tools within the workplace and set goals in both your personal and professional lives.

Remember that high achievers:

  • Think positively (Above the Line)
  • Are willing to pay the price for success
  • Are willing to accept personal responsibility
  • Expect to succeed
  • Set goals in all areas of life
  • Are on a journey of self discovery and self improvement

Congratulations to the 2016 Graduates of Leadership Management Australasia!

Click a thumbnail to a photo or scroll through the gallery.

following-the-leaders_lead-whitepaper-nov-16-header

New L.E.A.D. Survey Whitepaper

Following the Leaders or Leading the Followers

Developing Effective Leadership in the 21st Century

New information to help leaders understand what is expected of them in their roles and how best to identify and develop future leaders with confidence and success.

The Whitepaper delves into the most profound issues to emerge from this wave of the L.E.A.D. Survey, issues that implore leaders and managers to invest the necessary time and energy to understand and leverage the leadership potential that exists within their organisations.

Download the L.E.A.D. Whitepaper to view the issues, needs and expectations of over 4,000 employees, managers and business leaders.

Use the form above to download this handy resource, feel free to share it on social media.

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Business team enjoying victory

Diversity – Buzzword or Bonus Play?

A lot of airtime has been devoted to the topic of diversity lately – particularly cultural or ethnic diversity.

On the world stage, the US Presidential election front-runners trade blows daily about building walls (physical and emotional) to protect ‘our values’ from those who would threaten ‘our way of life’. In response, leading global recording artists have just joined forces to send a clear message through song about the need to work together more effectively as a diverse world community.

In Australia (and to some extent in New Zealand), diversity in workplaces, communities, family structures and personal relationships has been at the forefront of societal debate of late through, for example:

  • The emotionally-charged discussion around legalising same sex-marriage in Australia
  • The prospect of a referendum to formally recognise Indigenous Australians in the Constitution
  • The introduction of Australia’s National Disability Insurance Scheme (NDIS) and the subsequent snail’s pace in enabling eligible claimants access to services under the scheme
  • Discussions around gender ratios in high-profile organisations and their perceived negative impact (e.g. Victoria’s Metropolitan Fire Brigade)

It seems every time you turn on the TV or radio someone is questioning the merits and value of diversity and amplifying the negative impact they believe it is having on our way of life – like it’s a Yes/No decision as to whether diversity ‘should be permitted’.

Are we too diverse or not diverse enough? Are we too accepting of different world-views or are we becoming increasingly intolerant or even xenophobic? Are we suffering because we’re too pluralistic, or are we failing to truly capitalise on the many benefits of the diversity that surrounds us?

Diversity is used as shorthand or code for ethnic/cultural diversity – when clearly it is so much more than the shade of one’s skin or shape of one’s eyes. By limiting the discussion in this way, organisations are seriously missing golden opportunities to tap into and leverage the richness, the colour and movement of their workforce.

Results from the Leadership Management Australia (LMA’s) current Leadership Employment and Direction (L.E.A.D.) Survey highlight that diversity is very much part of our organisational cultures and, by definition, is a part of our lives that will increasingly need to feature in the thoughts and plans of modern leader and managers.

However, there is plenty of scope to harness, leverage and benefit from diversity to an even greater extent than is currently evident – it just takes courage and commitment from all of us.

Capitalising on workforce diversity

Looking at the extent to which organisations are currently capitalising on the diversity in their workforce, we see that all segments (employees, managers, leaders) believe their organisations are capitalising on the diversity of skills and experience of their workforce to a far greater degree than other diversity categories:

diversity-graph-1

Q. To what extent do you believe your organisation is capitalising on the following aspects of diversity in your workforce?

Overall, 80% of employees, 76% of managers and 83% of leaders believe their organisations capitalise on diversity in skills and experience to a great or moderate extent.

Contrast this with just 61% of employees, 53% of managers and 57% of leaders who believe their organisations capitalise on cultural or ethnic diversity in their workforces. Only marginally better ratings are reported for organisations capitalising on age and gender diversity in the workforce:

AgeGenderEthnic/culturalSkills/experience
EMP

%

MGR

%

LDR

%

EMP

%

MGR

%

LDR

%

EMP

%

MGR

%

LDR

%

EMP

%

MGR

%

LDR

%

Great/moderate685764635858615357807683
Small/Not at all263930303630314133182313

(EMP – Non-managerial/supervisory employees, MGR – Middle managers/supervisors, LDR – Executives/senior managers)

Q. To what extent do you believe your organisation is capitalising on the following aspects of diversity in your workforce?

So what does all this mean for today’s leaders and managers?

Clearly, there is a great deal of room for improvement for organisations to make better use of the rich tapestry that exists on these and other dimensions of diversity – such as religious, sexual, ability/disability, work history, working conditions and so on.

So here are some important questions to ask yourself:

  • What am I doing to identify, understand, harness and leverage the diversity of my workforce?
  • When was the last time I focused some energy on better understanding what lies within each of my team members?
  • And perhaps most importantly, how can I embrace, celebrate and amplify the positive impacts and benefits that a diverse workforce brings to my organisation?

We’re sure you’d agree – this is a far more productive use of the airwaves than to simply shut down the diversity conversation because it’s all too hard or threatens our ‘local village’. Bottom line – this is the new way of life for the village – you’d better get used to it!

About the L.E.A.D. Survey

The data presented in this article were drawn from Wave 1 of 2, 2016 of Leadership Management Australia’s (LMA’s) Leadership Employment and Direction (L.E.A.D. Survey) and are based on the responses of:

  • 127 Leaders
  • 292 Managers
  • 2,037 Employees
  • 2,456 TOTAL RESPONDENTS
Making-a-stand

Leaders, Leaders, Wherefore Art Thou Leaders?

As we sit in the throes of one of the longest-ever Australian federal election campaigns with both major and minor parties trading insults and engaging in scare-mongering, the question that is begging to be asked is; “Where’s the leadership in all the froth and bubble?”

Each year, the Leadership Employment and Direction (L.E.A.D.) Survey 

highlights the importance of leadership development at all levels in our organisations and indicates where some of the more damaging misconceptions between leaders, managers and employees may stem from. While some political leaders may be demonstrating more of a ‘do what it takes’ approach to securing the leadership, the L.E.A.D. Survey results illuminate a few things about what we believe are ‘required or expected’ from leaders with whom we have regular contact in our own organisations.

As the presence of strong leadership comes up for debate again in Australian politics, the L.E.A.D. results clearly indicate that defined leadership in our own organisations is an overwhelming contributing factor to our overall success, both perceived and actual.

Strategic importance of leadership development

More than two-thirds of employees at all levels of organisations believe leadership development is either the most important or one of the top few strategic challenges facing their organisations:

Which of the following best describes how strategically important leadership development is for your organisation’s future?

Leaders

(Executives/ Senior Managers)

Managers

(Middle Managers and Supervisors)

Employees

(Non-Managerial/ Supervisory Employees)

The most important strategic challenge for my organisation141116
One of the top few strategic challenges for my organisation645758
Just below the top few strategic challenges for my organisation162015
Not an important strategic challenge for my organisation384
Unable to rate257

Satisfaction with current leadership development processes

Between 23% and 41% are dissatisfied with the current leadership development processes being used in their organisations – a sad situation given these very processes are where leaders of the future learn necessary skills and build their capabilities in leadership:

How satisfied are you with the leadership development processes currently used in your organisation?

Leaders

(Executives/ Senior Managers)

Managers

(Middle Managers and Supervisors)

Employees

(Non-Managerial/ Supervisory Employees)

Very satisfied9712
Quite satisfied584858
Quite dissatisfied223418
Very dissatisfied775
Unable to rate448

Leadership competencies

The recipe for effective leadership is reasonably simple to follow. People working at all levels of organisations have a succinct and focused set of expectations that leaders can fulfil – if they put their minds to it. The main area of leadership competency expected of our leaders is communication, developing and coaching others and problem solving and decision-making.

Disappointingly, our leaders (both political and other) seem to limit the effectiveness of their communication and in doing so, they let down the people they seek to lead:

Looking at this list of leadership competencies, please nominate which you believe are the five most critical competencies that leaders and senior managers need to do their job well today.

Leadership competencies

Employees

2016

Managers

2016

Leaders

2016

Communication skills11=1
Developing and coaching others22=1
Problem solving and decision-making335
Planning and organising4=58
Building relationships (external and internal)=574
Teamwork=5=59
Strategic thinking743

So how about it leaders?

How about working to fulfil the expectations people have about your leadership and ensuring it impacts on them positively? Thinking about and acting in accordance with the competencies expected of you will grow your leadership skills and develop quality leaders for the future.

Given the critical importance of leadership development, you owe it to the next generation of leaders to do it well, be the example they should follow and help them to learn how to do it better in future – not just do what it takes to retain the formal leader role or title.

Teamwork-or-Team-woe

Do you know the ABC’s of Teamwork?

Download LMA’s ABC’s of Teamwork eBook to see the top 26 keys to effective teamwork, based on insights from companies throughout Australia and New Zealand.

Effective teamwork harnesses the collective knowledge, skills, power, creativity, insight and effort of everyone on the team to accomplish the team’s goals.

Everyone working together collaboratively also saves time, limits mistakes, improves workplace safety and reduces waste and stress.

Over 40 years of experience in developing people has equipped Leadership Management Australasia (LMA) with a great understanding of what it takes to become a high performance team.

A large number of our clients from both large and small organisations have highlighted that the development of effective teamwork continues to be a focus.

Throughout the ABC’s of Teamwork eBook there are insights from LMA clients who have invested in the development of their people and the nurturing of highly effective teams.

We hope that you find value in the insights and information throughout this eBook, if you have any questions or require any further information then please do not hesitate to contact us.

Download the ABC’s of Teamwork

6 qualities all top salespeople share

Being Brave in a Brave New Organisational World

The workplace is constantly evolving. Changes affect your people and the smooth operation of your organisation, so it’s imperative for any business concerned with long-term viability and success to keep abreast of workplace changes.

To help our clients understand, monitor and predict trends affecting their people and their performance in the workplace, Leadership Management Australia commission the annual Leadership Employment and Direction (L.E.A.D) Survey. Running since 2001, the L.E.A.D. Workplace Survey is Australia’s most authoritative survey of workplace issues and their effect on management and employees.

The latest L.E.A.D. Survey Whitepaper is now available for download, it contains new information to help leaders and managers understand,  communicate with, evolve and develop their people to deliver a motivated workforce and a successful future.

The Whitepaper delves into the most profound issues to emerge from this wave of the L.E.A.D. Survey and provides insights for leaders and managers to be brave in a new organisational world.

Download the L.E.A.D. Whitepaper to view the issues, needs and expectations of over 4,000 employees, managers and business leaders.

challenge leadership

Challenges of Leadership

Whether you have been in a leadership role for a while or you are just stepping into one, you are inevitably going to encounter a series of challenges along the way. From budget related issues through to the enormity of organisational shifts, your leadership role will be clear at times, and at other times it will be a seemingly uphill battle.

The challenges leadership presents are many and varied. However, many of the highs and lows have to do directly with people. When your team is solid and behind you, the tough times will not seem as exhausting and the successes are sweeter as they are achieved together. Conversely, a team that is fractured, divided or unhappy will be in constant shortfall in terms of performance, communication and support. If your team is more like the later, there inevitably will be a variety of organisational and personal issues to blame for the current mood.

The Total Person Concept®

When you are leading people something key to remember is that you are not only leading the business portion of the person – you are leading the entire person with all their individual quirks and personality traits. Each person in your organisation is a complex, unique individual with many roles to fill in life. Understanding this, it is easier to comprehend how certain issues that have arisen in the organisation may have something to do with both the career portion of the person and the personal portion of the person.

Separating Organisational and Personal Problems

Much of the challenge of this portion of your role will have to do with being able to ascertain what are the organisational issues and personal issues, and how to handle them both with equal care. Approaching this part of your job with a willingness to listen, understand and offer assistance yields more positive results than demonstrating a primary intention to punish and enforce rules to return the team to a position of strength and productivity.

You must be prepared to treat causes rather than symptoms or risk the problem reoccurring later down the track. Use some basic techniques to come to the source of the problem and ensure that you move forward handling it correctly:

Set aside a time to speak directly to the team member alone. Allow to team member to speak without interruption, even if you disagree with some of what is being expressed by them. Many complaints and grievances to do with organisational and one-on-one issues will resolve themselves when people are given the opportunity to discuss them.

  • Ask questions

Ask carefully phrased questions to ensure you are able to learn the real cause of the problem. Ask questions like these:

  • When did this problem begin?
  • Who else is affected?
  • What do you think the cause is?
  • How would you like to solve the problem?
  • What resources are available?

Through asking good questions, you communicate that you are not unfairly pre-judging people or situations, both organisational and personal.

  • Do not argue

Present any information that you can give to the team member in a calm manner, not an argumentative one. By first asking questions you have potentially disarmed the argument or tension brewing in the background. If the issue is an organisational one, your point of view will be more persuasive when you demonstrate that you can see their point of view.

Any personal issues that have been brought in to the work space can be discussed more openly now without falsely attributing them to something to do with the inner workings of the company.

  • Make sure you understand

Repeat back to the team member what you now understand the issue to be. Make certain that the team member goes away with a firm belief that you have heard their complaint or request for assistance, and that you are going to do something about it to assist.

  • Gather additional information

If the issue is an organisational one, investigate what the team member has said, check the validity of the claims and refer to the employees statements throughout the background check. Consult with higher management before making a final decision.

For a more personal issue, from depression through to internal team member arguments, determine if there is an organisational policy for assisting the team member through it. Endeavour to develop a plan with the team member to overcome the problem.

  • Explain your decision

If your decision is distasteful to the team member, take the time to explain it clearly to them and answer any questions. Team members may not always agree with your decision, but you will maintain a stronger working relationship if you stand by your decision and remain tough but fair.

  • Thank the team member

Express your genuine appreciation for the person’s willingness to communicate openly about their issues. Your thanks will encourage more open communication in the future and will create an atmosphere where everyone feels able to express their issues when necessary for the betterment of the organisation.

Interested in tackling the challenges of leadership head on? Find out more about the Challenge of Leadership program from LMA and improve your leadership, management and empowerment skills.

Survey-Finds-External-Training-Methods-Delivering-Greatest-Benefit

External Training Methods Delivering Greatest Benefit

Despite the unscrupulous conduct of a number of Registered Training Organisations in Australia and the resulting investigations and actions to address such conduct, it is refreshing to note that the benefits/effectiveness of professional and outcome driven externally supplied training continue to be recognised by the most important people in the training and development industry – the clients.

It is interesting to note that between two-thirds and three-quarters of leaders, managers and employees in the latest wave of the Leadership Employment and Direction (L.E.A.D) Survey believe that training delivered by external providers delivers the greatest benefit to their organisation. Leaders and employees are fairly evenly divided in their view that training conducted by external suppliers undertaken internally or externally provides greatest benefit, well ahead of internal training conducted by internal staff.

Managers, on the other hand are much more in favour of external providers conducting training at the workplace, presumably as it does not require those being trained to travel to attend.

Training method that delivers greatest benefitLeaders
%
Managers
%
Employees
%
Training undertaken internally, conducted by company staff181916
Training undertaken internally, conducted by external suppliers/trainers344135
Training undertaken externally, conducted by external suppliers/trainers353239
Not sure14810

We can only surmise that the experiences of leaders, managers and employees have provided most with the perspective to conclude externally provided training delivers greater benefits.

This is a salutary reminder that, in the main, RTOs and private training providers seek to deliver benefit and do so to enhance the skills and knowledge of participants, their managers and leaders and organisations overall.

Being-Brave-in-a-Brave-New-World3

L.E.A.D. Survey Whitepaper

Being Brave in a Brave New Organisational World – L.E.A.D. Whitepaper

New information to help leaders and managers understand,  communicate with, evolve and develop their people to deliver a motivated workforce and a successful future.

The Whitepaper delves into the most profound issues to emerge from this wave of the L.E.A.D. Survey and provides insights for leaders and managers to be brave in a new organisational world.

Download the L.E.A.D. Whitepaper to view the issues, needs and expectations of over 4,000 employees, managers and business leaders.

Use the form above to download this handy resource, feel free to share it on social media.

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