By Understanding Behaviour We Can Manage Performance
What benefit is it to the organization if short-term goals are met but a leader’s behaviour contributes to employee unrest, sabotage, or high turnover with loss of skills and knowledge?
What benefit is it to the organization if short-term goals are met but a leader’s behaviour contributes to employee unrest, sabotage, or high turnover with loss of skills and knowledge?
Once the pinnacle of power in an organization, the trend over the past 10 years has been to reduce leaders to “Mr. & Ms. Nice Guy/Girl.”
While there are those organizations, traditional and entrepreneurial, that recognize leaders need to be developed and systems need to be in place to support high performance leadership, there are just as many who don’t.
Research shows that most leaders have been in the role for, on average, almost a decade before being trained on how to manage people.
Leadership, like parenting, is one of the few professions that requires little to no training or experience prior to being placed in or promoted into the role.
Have you ever wished you or someone you know came with a User Manual? Wouldn’t it be great to have a guide to why you behave the way you do, and more importantly, what you can do about it?
Unfortunately, the reality is that despite investing time and money into these systems, most organizations only see minimum returns and in many cases, no results at all.