Having recently worked with a client organization of over 3000 people, what has become apparent is how impactful leadership development is when it's being modeled by the senior leaders.
In late May 2012, I had the opportunity to work with CEO and President, Kevin Nagel, and the staff and management at Keyano College. Using KESA's "Leading Above the Line" process, we reviewed Keyano's Comprehensive Institutional Plan and established their commitment to keeping things above the line. The two day session utilized a variety of activities intended to bring the College staff, faculty and management together to confirm key directions, organizational changes and to build a greater sense of community.
I was supported by Ron Woodward, Head Coach, Clock Builder Consulting. His observation of the strategic planning session was really insightful: "By engaging people in a variety of modes i.e. intellectually, emotionally and physically, they had the opportunity to reflect on how they can be both personally and collectively accountable for the success of Keyano College".
It's a given that individuals and teams can't be fully dialed up all the time. But what do we do when your high performance team is anything but? This is a real challenge faced by organizations everyday. The biggest problem is members of the team don't always recognize when they've lost their edge. In a recent conversation with one of our clients, we discussed this situation and explored ways in which he, the President of the company, could refocus efforts.
Complex situations require effective leadership skills, focused group process, a division of tasks, and reaffirmation of what we respect. As organizational development consultants we are often asked how a leader can get the most out of their people.
Collaboration is an essential ingredient for numerous elements of organizational life including: project success, staff engagement, problem solving, innovation to name just a few. There are numerous opportunities for integrating the elements of collaboration into projects, team meetings, strategic planning processes and everyday interactions.
A collaborative culture helps to build an environment where contributions and opinions of others are valued and respects, but more importantly, a collaborative culture taps into the creative and innovative talents of people.
Recently while working with a client at a leadership retreat, where one of the team building exercises was rock climbing in Jasper, Alberta in the Canadian Rockies.
Consensus is a desired end result yet it remains an illusive goal for many team leaders and teams. What are the keys to building consensus AND high quality decisions and what are the leadership skills required?
What is consensus: Consensus is the act of obtaining agreement of all members of a group pertaining to a solution or decisionConsensus is a team and leadership skill where the goal is a decision that is consented to by all group members.
Full consent does not mean everyone must be completely satisfied – the decision must be acceptable to the extent
I was introduced to the concept of the "Magic Chair" by a client who referenced the concept as one shared with College Student Councils when they are early in their tenure. The Magic Chair is the seat any new leader sits in that fires 25,000 volts of ego up their butt!