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 LEADERSHIP FOUNDATIONS

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MAJOR(R)KHALID NASR
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Number of posts : 18
Age : 68
Location : LAHORE , PAKISTAN
Registration date : 2008-03-11

PostSubject: LEADERSHIP FOUNDATIONS   Tue Mar 11, 2008 6:41 pm

LEADERSHIP FOUNDATIONS:ACHIEVING ORGANISATIONAL GREATNESS THROUGH KNOWLEDGE-AGE LEADERSHIP

CHALLENGE:
Are your high-potential employees ready to lead?

As the current generation of leaders marches toward retirement, many organisations are already finding it difficult to find qualified replacements. The challenge lies in both the numbers and experience; there simply aren’t as many workers as will be needed to fill vacated leadership slots, and those potential managers who are available will only bring 5-10 years experience with them.

One of the ways organisations are preparing for this impending leadership crisis is to prepare existing frontline employees to take on larger roles as they grow with the organisation. This approach not only “future proofs” against a mass exit of experienced leadership, it gives organisations the ability to retain vital institutional knowledge, as well as attract and retain high-potential employees.

The Four Chronic Leadership Problems:
As we transition from the Industrial Age to the Knowledge Age, organisations today face four chronic leadership problems:

1.Trust in leaders in historic lows. Just when the payoff for trust was never higher, we have wary customers, hesitant partners, a cynical public, and suspicious employees.
2.Strategic uncertainty. Challenges that once took years to materialise now arise overnight; competitive advantages vanish, governments vie for capital and talent — and hyper-paced technological change means that someone on the other side of the world just turned your business on its head.
3.An ominous shortage of experienced leadership. In some countries, throngs of leaders are retiring. And other rapidly-growing countries lack qualified leaders. The result? Inconsistent execution, weak decisions, missed opportunities, and unfulfilled employees.
4.The war for talent. Just when the right idea can change an industry, knowledge and creativity are at a premium — and totally mobile. People no longer satisfied with just showing up they want to make a difference. The best people hire their employers, not the other way around. And the contribution they can make is more motivating than their pay cheque.
“Leadership is not something that you learn once and for all. It is an ever-evolving pattern of skills, talents, and ideas that grow and change as you do."
- Sheila Murray Bethel

THE SOLUTION:Preparing Future Leaders For the Knowledge Age



The employees must learn how to:

Increase influence with peers, co-workers, and superiors through greater trust.
Make a greater contribution to the team by linking their work to a clear and compelling purpose.
Improve efficiency by aligning their work to the most important objectives of the team and the organisation.
Accomplish better results by implementing a proven system to execute on critical priorities.
Increase the capacity of the team by helping peer and co-workers to find their voice and volunteer their highest talents.





OUTCOMES:

Improve trust and influence with peers and superiors.
Link their work to a clear and compelling team purpose.
Implement a system for executing on critical priorities.
Leverage the talents of peers and co-workers to achieve unprecedented results.


Franklin Covey


Last edited by MAJOR(R)KHALID NASR on Thu Mar 13, 2008 5:05 pm; edited 1 time in total
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jameelzaidi7



Number of posts : 5
Registration date : 2008-03-11

PostSubject: Re: LEADERSHIP FOUNDATIONS   Thu Mar 13, 2008 1:14 pm

What Sheila Murray Bethel is not very far from truth, nor is Franklin Covey overstating the difficulties. Under the circumstances, a question arises why retirement at all. Evidently sizeable investment is made on R&D and Training coupled with the experience gathered by the
employees sometimes at the cost of company when financial overruns & time overruns were becoming a headache for the company.

Apart from it, it is a normal practice in certain companies that employees are sent on 'forced provileged leave' if a certain employee is reluctant to avail the above referred leave. Why? The reasons are following:

1. Management appreciates that 'continuous work & no play, makes Jack a dull boy'. Evidently the worker is bored & his productivity is adversely affected; unless he is affordedd an opportunity to refresh his stamina & get back to work with a fresh vigour & vitality.

2. Management gets a chance to learn about such an employees limitation and/or at times undesirable practices by relieving him for a certain period & appointing his substitute for a short while. Thuis timely action in whatever direction can save the company from a sizeable loss.

Apart from other factors, old age has its own problems. Sometime such an employees retention violates the basic 3E's i.e economy, efficiency, and effectiveness. Besides, old age entails a static attitudes utterly indifferent to the requirements of change because of certain psychological factor and biological decadence due to a rather frequent attack of Syncope. Apart from it, death is a reality; and personnel replacement becomes need of the hour under the circumstances. Hence constant introduction of fresh blood ensures the introduction of latest techniques without affecting the workflow adversely under any given set of circumstances.
Jameel Zaidi
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