Page 18 - NBIZ Magazine April 2022
P. 18

❹ WAYS                                            can be difficult. To do well, leaders should know more about
                                                               themselves, the people they lead, and how these people per-
                                                               ceive their leader(s). With that knowledge, leaders can adjust

                                                                 to meet the needs of their team(s) and organizations.  
           for Selecting & Developing                               Coaching and Training: Helping leaders know more
                                                               ❸about themselves and how others perceive their
          Capable, Confident Leaders!                          leadership abilities is a great place to start. But to actively
                                                               take the next step in developing leaders, one needs to double
                                                               down on coaching and training. One needs to help leaders
                                                               flex and build their leadership muscles—especially during
               uring times of economic uncertainty, shifting work   difficult times. If a company restructures teams and roles, it
               conditions, and global crises, companies need capable   should make it support leaders with training and coaching
        Dleaders that drive results more than ever.  They value   to keep them engaged and driving results. Defining what
        leaders who can adapt to change, maintain communication,   one expects from a leader in his/her company is a great start.
        and guide their organizations toward brighter horizons. Or-  Next, make sure leaders in the organization fully
        ganizations need leaders that see a crisis as a challenge and as   understand the company’s culture, job processes, and sys-
        an opportunity to create something even better than before.  tems. To help leaders develop further, create individual or
           So, what can companies do to evaluate who the right   team projects that challenge them in new ways, a virtual
        leaders are for high-stake roles? And what can organi-  training event, or mentorship opportunities. Now that so
        zations do to engage these leaders to perform their roles   many people are working remotely, this provides a great
        successfully and to drive the results needed to survive an   opportunity to give leaders access to mentors in other
        economic downturn? The below explores four methods     locations that can help with their development. One can
        companies can utilize to select the right leaders and   learn a lot from people who’ve found success already—no
        engage them fully in their roles.                      matter how seasoned they are.
                                                                   
             Job Fit: While hiring may not be a priority for many   Motivation: As with anything else, if people feel
        ❶businesses during times of economic uncertainty,      ❹motivated to do something, they’ll likely follow
        surviving is. Companies can increase their odds of survival   through on it. One can keep leaders motivated by helping
        and success by realigning employees to roles where they can   them create individual development plans and career paths
        excel. That could involve re-evaluating who the key people   so they can visualize their future with the company—even
        are that the company needs to advance high-stakes projects   if the future seems difficult or full of uncertainty. Once a job
        and initiatives during uncertain times. Identifying these key   or role becomes stagnant, motivation begins to drop. Career
        people requires the re-evaluation of roles, team design, and   pathing can help leaders visualize their goals, connect with
        job requirements. Reassessing roles, however, places a lot   a sense of purpose, maintain their motivation, and work
        of extra pressure on managers and leaders that already feel   even harder. After all, what does a leader have to gain if
        heightened stress during times of crisis.              there is nothing to strive for? Also, don’t forget to recognize
            Therefore, the first and most important question   leaders for significant performances and achievements in
        companies should ask about their leaders is, “Is this   public. That can be motivating, too. And remember that a
        person right for the job?” Job fit has everything to do with   crisis brings out the best in some leaders. It’s often a time
        whether a leader will succeed or fail. If management puts   for them to do things that make their jobs exciting, whether
        a person who is afraid to delegate or make decisions into a   that means operating at a fast pace, generating new ideas,
        leadership position, does one think they’ll succeed?   or persuading others to buy into a new vision. So, encourage
           Will they be able to operate under pressure or inspire   leaders to step up and make the most of these opportunities.
        others despite an uncertain future? This is where it becomes   As you select and engage leaders to achieve success,
        especially valuable to know one’s employees at a deeper level.   keep in mind—leaders don’t just appear overnight. Like
        Selecting the right individual for the proper role means   anyone else, they need continuous training, development,
        spending more time thinking about how their cognitive abili-  encouragement, and room to make mistakes. That's espe-
        ties, behavioral traits, and interests will help them succeed.  cially when stakes and stress levels run higher. Remember
                                                               to cut leaders some slack and keep the lines of feedback
             Feedback: Feedback provides one of the most effective   and communication open. If leaders have what they need to
        ❷tools for developing leaders, especially during times of   succeed, they can give the rest of the organization what it
        crisis and rapid change. The more leaders know about how   needs to succeed as well.
        others perceive them, the more they’ll be able to learn about
        themselves and improve at what they do. Feedback allows   For more information on a solution that uses feedback,
        leaders to raise their level of self-awareness and adapt to the   insights, and reliable data to develop capable, confident,
        needs of their teams and shifting circumstances. Of course,   and successful leaders, contact Michelle Caspole at
        getting people to adapt and change based on feedback alone   MCaspole@Assessmentspecialists.com.

        18  NBIZ  ■ April 2022
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