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Considering a career in leadership? This article explores the exciting world of leadership management, career options, and essential skills. https://lnkd.in/g_ikS4en #leadership #management #skills #careergoals #learningroutes

Being a strong leader is full of stress and pressure but is crucial for a business's success. A Frontline Manager oversees daily tasks within a business, and many expectations are placed upon them. Find out the top 10 skills expected from a Frontline Manager: https://lnkd.in/erJGpAMx #LeadershipDevelopment #PersonalGrowth

Stepping into a managerial role? 👏👏👏 Transitioning to management is exciting and filled with both opportunities and challenges. Wharton has three foundational tips for new managers to help set you on the path to success. #LeadershipDevelopment #Management #Argano #Argano4Salesforce

It's important to know when to manage and when to lead to get results from yourself and your teams! Your thoughts? Thanks for sharing this insight, Steven Wood!

Leadership behavior significantly impacts organizations by fostering a proactive and motivating environment. Effective leaders inspire others, promote thought and action, and ensure organizational stability. Leadership is a behavior, not a title, and is essential at all levels to prevent chaos and enhance performance. Good management skills complement leadership, ensuring functional and operational success.

There is a great misconception in the management circles that the top performers are the ones who should get that promotion to management. NOT TRUE!!! The skills that make a top performer is not the same skills that make great leaders. In fat they are often diametrically opposed. As this article highlights. “Research tells us that the individual contributors who get promoted — those who are the highest performing when it comes to their individual role — make terrible managers. It’s not just that they’re not good — they’re the worst.” https://lnkd.in/gRxUcvMJ

New leaders often face a steep learning curve with little training. Peter Cappelli, management professor at Wharton, discusses three common struggles and how to navigate them: 1. Recognize the need for social relationship changes. Understand that your relationships with former peers must evolve, and clear boundaries are crucial. 2. Clearly communicate expectations. Make roles and responsibilities transparent and provide objective feedback early and often. 3. Maintain boundaries. Resist the urge to delve into personal issues beyond the scope of work and know when to involve HR for support. For new leaders, these skills are essential for success in their evolving roles. Read the full article here: https://lnkd.in/e2A5G3xK #NewManagers #LeadershipDevelopment #ManagementSkills #WhartonExecutiveEducation #LeadershipInsights #LeadershipStrategies #LeadershipDevelopment #FutureLeaders #InnovationInLearning #Leadership #BusinessMindset #HR #CEO #CXO #HR #executivecoaching #innovation #business #mindset #coaching #leader #marketing #leadershipdevelopment #networking #education #community #leaders #training

The Difference Between Leadership and Management What most organisations fail to understand is that the actions of translating the organisations vision into a strategy may not happen at the higher levels of management, or within the functions that have been traditionally responsible for setting the organisations strategic intent. The translation of vision into strategy is increasingly occurring within the middle management structure. The great danger is that the political intent of senior management quite often stifles and chokes this transformation, especially if the resultant strategy does not align with the organisations visionary intent, or where the political intent of specific senior Managers is allowed an unfair or unjustified level of impact upon the middle management structures abilities to lead effectively within an otherwise entrepreneurial environment.

Our founder & director, Peter Attfield, contributed to the 15th edition of the "I by IMD" magazine. It's Peter's first contribution to the publication since he joined IMD as their Executive in Residence. According to Peter, "In a world where there is often a fundamental mismatch between #performance, #potential, #recognition and #development, it is not surprising that "#talent" remains on the top of the strategic agenda for most organisations. This, however, is a hard nut to crack!" In his article, Peter challenges the conventional emphasis on identifying and developing 'high potential' talent in organisations, arguing that this often comes at the expense of recognising high performers who bring significant value in other ways. He notes that while companies focus on nurturing future leaders, they frequently overlook individuals who excel in their current roles, such as technical specialists or those who choose not to pursue leadership positions. According to a study by the Corporate Leadership Council, only 29% of high performers are considered high potential, yet these individuals contribute greatly to the organization's success. Peter emphasizes that there’s a fundamental mismatch between #potential, #performance, and #recognition. Many organizations conflate high performance with leadership potential, leaving a significant portion of their workforce unrecognized and unrewarded. This oversight can impact #morale, #engagement, and overall #wellbeing, especially for those who are highly capable but not seen as part of the #leadership pipeline. He argues that organisations need to shift their thinking from purely focusing on potential to valuing both performance and potential equally. Peter questions the reliability of traditional methods like the nine-box grid used for talent assessment, which often skews toward rewarding future potential at the expense of present performance. He suggests that 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝘀𝗵𝗼𝘂𝗹𝗱 𝗿𝗲𝗰𝗼𝗻𝘀𝗶𝗱𝗲𝗿 𝗵𝗼𝘄 𝘁𝗵𝗲𝘆 𝗲𝗻𝗴𝗮𝗴𝗲, 𝗿𝗲𝘄𝗮𝗿𝗱, 𝗮𝗻𝗱 𝗱𝗲𝘃𝗲𝗹𝗼𝗽 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹𝘀 𝘄𝗵𝗼 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗲 𝘁𝗼 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀, 𝗲𝘃𝗲𝗻 𝗶𝗳 𝘁𝗵𝗲𝘆 𝗱𝗼 𝗻𝗼𝘁 𝗳𝗶𝘁 𝘁𝗵𝗲 𝗺𝗼𝗹𝗱 𝗼𝗳 𝗳𝘂𝘁𝘂𝗿𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀. Recognizing and rewarding high performers can lead to sustained success, especially in today’s volatile business environment. To address this imbalance, Peter advocates for providing a "prize in every box," meaning that all #employees, 𝗿𝗲𝗴𝗮𝗿𝗱𝗹𝗲𝘀𝘀 𝗼𝗳 𝘁𝗵𝗲𝗶𝗿 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗼𝗻 𝘁𝗵𝗲 𝘁𝗮𝗹𝗲𝗻𝘁 𝗴𝗿𝗶𝗱, 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲𝗱, 𝗿𝗲𝘄𝗮𝗿𝗱𝗲𝗱, 𝗮𝗻𝗱 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗲𝗱. This approach might include access to #learning and #development programs, #coaching, #mentoring, or public recognition through #awards. The ultimate goal, he argues, is to build a culture that values both potential and performance, ensuring that all employees feel appreciated and motivated. Read the full article below - #humanresources #management

Leadership Sharing #3 Effective leadership hinges not only on individual prowess but also on the ability to foster collaboration and synergy within a team. Team Player Skills encompass a multifaceted approach to guiding and supporting teams towards shared objectives. "Effective Communication serves as the cornerstone, ensuring clarity, alignment, and open dialogue among team members". Through Team Empowerment, leaders cultivate an environment where every member feels valued, motivated, and empowered to contribute their best. Relationship Building further strengthens bonds within the team, fostering trust, camaraderie, and a sense of belonging. Recognition and Reward mechanisms acknowledge individual and collective achievements, fueling morale and incentivizing continued excellence. When conflicts arise, adept Conflict Management skills enable leaders to navigate tensions constructively, fostering resolution and growth. Finally, Goal Alignment ensures that each team member understands their role in the broader mission, aligning individual aspirations with organizational objectives. Together, these skills form the bedrock of effective leadership, propelling teams towards collective success and sustained growth. #leadership #team #teamwork #WeAreOne #gsc #oil HRSB Holdings Sdn Bhd HRSB Engineering & Construction Sdn Bhd HRSB Sigma Envirotech Sdn Bhd Blitz Training & Consultancy Sdn Bhd Hydrospeed Sdn Bhd