Krisztina Lőrinczi and Richard Doust would like to know which conversations are difficult to manage. If you have a moment, visit Krisztina’s Linkedin page and answer the question to help determine the next video to share.
Watch thiss short video and see if you can identify the 10 mistakes the manager is making.
What are the key approaches the manager takes to help her employee work through his concerns?
Episode One
Watch the following videos featuring Richard Doust, Client Interaction & Pitching Coach and Krisztina Lorinczi, Founder and Facilitator of Leadership Potential Accelerator. They will walk you through two videos of what a Bad Manager looks like and what a Good Manager does to help an employee.
In the first video, can you identify the 10 mistakes the manager is making?
What about the second one? What do you like and dislike in that feedback conversation?
What if managers were able to give constructive feedback? How would it impact feelings, motivation and performance?
Reach out if you want your organisation to bring your leadership skills to a higher level.
Drop us a message below identifying the 3 key mistakes the Bad manager makes and 3 key good things the Good manager does, and we’ll give you some free coaching on your current training situation.
Our last article talked about what factors lead to leadership training falling short of expectations. Today, we will look at a recent case study conducted by a client to measure the success of their leadership training using the LPA method.
The LPA method incorporates all the critical factors needed to ensure that companies can enjoy the long-term benefits of our leadership training. They include:
A recent client compared the efficiency of their leadership competencies before, during, and after conducting the LPA journey. The assessment asks, do you believe the person who received feedback has become more or less effective in the following areas?
79% Increase in performance being a role model
82% Increase in performance demonstrating partnership thinking.
And, there were more results to show. How successful have leadership programs been? Have you experienced similar results?
If you would like to explore the possibilities, contact us at 317-643-2572.
Leadership Training alone can not fix a company’s organizational and leadership problems. Yet, companies have been willing to pay for the chance to impact change through training. Globally, in 2015, companies were spending $356 billion on training programs. Did they achieve a good return on their investment? What are the keys to implementing effective change in any organization?
Here are some simple ideas to consider when exploring Leadership Training in your organization:
Senior management drives change based on a clear set of business objectives. Those objectives need to be driven by a clear set of company values. Senior managers need good information to make decisions. And, their people need to be comfortable sharing data no matter how bad it may be. Employees need to receive guidance and opportunities to practice in a safe environment how to give and receive feedback.
Politics plays a role in most companies. Employee gamesmanship and positioning are detrimental to senior management and the company. They tend to provide information senior management wants and not necessarily what they need to hear. Companies need candid feedback about impediments to efficacy and execution, including senior management’s conduct. Even if it sounds strange, a lot of participants that are sent to training do not see the connection between the workshop they are attending and their daily work.
Company setup needs to reflect the openness to the changes made to move forward. The content and direction of the training need to be relevant to the industry. Don’t use training companies that offer off-the-shelf content that does not even use your industry terminology. And it requires a combination of workshops, coaching, and assessment of skills.
The problem with most leadership programs is that they end. Employees go back to their everyday lives, and old habits creep back into the day-to-day operation. Successful programs provide ongoing support and training to help managers apply what they learned to their daily routine. Change happens over time.
As a continued follow-up to your leadership journey, can you measure the progress? Is it positive, negative, or static? A positive leadership journey will take time to impact change. Leadership and culture must be in it for the long haul and commit to creating a safe environment, a culture of openness, and leadership for all business units.
At LPA, we can help your organization reach these strategic objectives with our Leadership Potential Accelerator Program, addressing the pitfalls most companies find themselves with leadership training. And you will be able to track the improvement of your leadership skills.
Today, we are talking with Olena Tymofiyiva, CEO of ALD Automotive Hungary. ALD Automotive offers corporate fleet management and long-term leasing services. They carry out more than 1,700,000 cars worldwide in 43 countries. Owned by the French group Société Générale, which is the dominant financial institution of the eurozone. ALD Automotive is a leader in both Europe and Hungary.
As CEO for Hungary, Olena provides great insight into leadership expectations through practical experience, observation, and leading teams.
First of all – the attitude. Being passionate and determined toward what they are doing.
Another important detail is higher-than-average standards. Standards become habits. And then habits become outcomes. Exceptional results are almost always achieved by humans with higher-than-average standards.
Well, it is definitely both. Leadership is a mindset. There is no universal definition of what makes the best leader. In the same way chefs specialize in certain cuisines or musicians master specific genres, leaders can lead in different ways.
The only things, probably, that keep someone from becoming a sound leader are lack of character, effort and desire. Everything else can be developed. It’s not what you’ve been given, but rather what you do with it that matters.
Some people mistakenly believe that a leadership “title” gives them the “authority” to lead and be more effective. I would say, if you need a title to be heard, you don’t have a voice probably.
Taking a step outside of yourself is very powerful. It helps leaders in three different directions:
1. Acknowledgment – facing the fear & disabling its ability to frighten you
2. Gratitude – having a moment of gratitude and compassion for yourself and other people
3. Setting goals to grow – taking actions toward meaningful things based on true values
I strongly believe that only ability to learn, unlearn and relearn makes people agile and ready for challenges. Seeking, acquiring and sharing knowledge should be a continuous process throughout the life of a leader, to benefit your career and keep you ahead of the game. It’s a well-known fact that humans who changed the world are those who were brave enough to change themselves first.
The first and most important thing to know about leadership is that it’s not a position. It’s a process. Your ability to lead others is only as good as your ability to be the leader of you. Before you can maximize your leadership potential with others, you should be well-led yourself. One of the powerful tools to use is coaching and mentoring, as well as constant re-evaluation. It gives a sense of direction, accountability, and allows leaders to measure how they are doing.
Stay curious. Exceed expectations. Be ambitious. Shift from reactive to proactive.
Take calculated risks to learn continuously and stay out of your comfort zone. It’s ok to have fears, but it is important to find the strength to face and overcome them. By default, we do things we like and enjoy. When we start doing uncomfortable things, we grow.
If you see a problem and want to do something about it, act. If someone else is doing something inspiring, help. You have nothing to lose. Don’t expect anything in return.
Listen to diverse opinions and feedback. Surround yourself with people that inspire you. Who you work with is equally if not more important than what you work on and where you work at.