by Astrid Davies | 21 May 2024 | Diversity of Thought, Leadership Matters
Photo by Nick Fewings on Unsplash
“Integrity is doing the decent thing, even when no-one is watching” (CS Lewis)
Integrity: the quality of being honest and having strong moral principles (Oxford online references)
Both of these definitions give us a clear picture that integrity is something to be prized. It is a positive, something that is good and seen to be good.
What these definitions miss, however, is the frequency with which this key leadership value is overlooked, discounted, assumed. Too many people think integrity is a given.
As a matter of fact, I was coaching a client today and this arose. We were carrying out a piece of reflective practice, where the client was encouraged to reflect on their leadership behaviours and to identify what was innate and what they considered “Leadership” (capital L).
Everything the client was saying indicated that integrity was at the core of their value system. And yet they happily listed “Delivery”, “Reliability” and “Honesty” as desirable traits they felt they showed. Interestingly, when I wondered aloud whether “Integrity” might feature, they said, “Oh Integrity is a given!”
Why is Integrity a given?
Integrity is something that is seen by many leaders as a basic necessity, a key leadership skill that means you can’t get past GO and collect the proverbial £200 without it (a Monopoly board game reference, in case you’re unaware).
This makes me glad and sad in equal measure.
Why? Well, put simply, I wish more leaders understood that Integrity is actually a damned sight less common than they think!
Many people are in senior positions and assume (or have conferred upon them) the title of “Leader”. However, those people may not actually inspire, engage and influence positively; these are key leadership behaviours that don’t come naturally to everyone. Just because someone wears the trappings of high office, doesn’t mean they lead effectively. And to be clear, I define “effectively” as ethically, behaving in a responsible manner for people, planet and profit where that can be kept in balance with the first two.
Ethical leaders will behave professionally, supporting their peers and challenging their opponents with courtesy, reason and facts. This responsible leadership approach is actually an extension of their wider personal behaviour set. They don’t just get up and put on their ethical pants. That’s not how ethical leadership works.
And it is the very fact that they eat, sleep and breathe behaving positively which makes them discount Integrity. For them, it is indeed a given. Integrity is seen as “the way we do things”. It is an assumed behavioural state.
This is dangerous. Assumptions are ALWAYS dangerous. It is a wise leader, who remembers that everyone is different and, therefore, that the odd display of tactful Integrity can be helpful in making one’s position clear. In doing so, this normally flushes out those wannabe Leaders in the vicinity, whose grasp on Integrity which is rather more insecure.
Ask yourself the question.
To tell which side you’re on, ask yourself the question, “How do I demonstrate Integrity?”
If your answers provide evidence of putting others first, advancing the cause of others and using your own position of influence to help resolve issues for others, you have probably nailed it.
If, however, your answers include such things as popularity, prestige and not taking the last biscuit in the office kitchen, you’ve probably a way to go!
OK, so this may be a rather facile way to determine your attitude toward integrity, which feels at odds with the very concept. That’s intentional.
The point is to ask yourself to consider Integrity in the context of how you lead. Actually think about it. Be intentional about thinking about the role that Integrity plays in your life. And you, like my lovely client today, may enjoy the realisation that your leadership displays Integrity in abundance. You just hadn’t noticed it. It was just a given.
If you would like to explore this topic further, please get in touch. We can have a no-obligation conversation about ethical leadership and see what you’re including in your leadership assumptions. You never know what you might learn!
by Astrid Davies | 25 Apr 2024 | Diversity of Thought, Leadership Matters, Sustainability
The intersection of ethics, sustainability, and leadership has become a focal point for organizations aiming to thrive in the long term. It has always been my company’s focus. However, what should ideally be a collaborative effort toward a brighter future often subsides into a blame game, where proponents of these approaches are labelled as sanctimonious saints or as blame-shifting shamers. There is certainly a whiff of this in some places where I give talks.
In this blog, I will examine this and explore how it affects the collective journey toward a more ethical and sustainable world.
Ethics and Sustainability – more than buzzwords
Ethics and sustainability are no longer mere buzzwords; they’re imperatives for businesses (and so much more). Embracing ethical practices and sustainable initiatives isn’t actually about altruism. Instead, it’s about securing a viable future for their business and its customers, for years to come. Leaders who recognise this reality are often at the forefront of change, advocating for responsible business practices and environmental stewardship. They know it makes good business sense. People want to “buy good”, to make themselves feel better, as well as make a difference to the planet or their local community.
The trouble is, despite best intentions behind these efforts, these business leaders sometimes become entangled in a web of judgment and finger-pointing. Those who champion ethics and sustainability are sometimes perceived as holier-than-thou figures. Some people see them as flaunting their moral superiority for praise and validation. This perception can breed resentment among those who feel judged or inadequate in comparison.
Furthermore, there’s a disappointing tendency to demonise these same leaders, if they are perceived as falling short in their ethical or sustainable endeavours. Instead of fostering understanding and collaboration, this approach can alienate potential allies and perpetuate a cycle of defensiveness and hostility. It can also lead to endless rabbit-hole investigations to prove that someone in their company misused a paperclip in 2003, or any other irrelevant minutiae which could undermine the message. The message is, after all, threatening. There are $billions globally tied up in all the business interests that pollute geographies or subjugate communities.
Moving from blame-game to shared learning – some thoughts
So, how do we break free from this blame game and foster a more constructive dialogue around ethics, sustainability, and leadership?
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First and foremost, it’s crucial to recognise that no one is perfect.
Ethical and sustainable decision-making is complex and often involves trade-offs and compromise. There are many parts of the sustainability movement that pursue the ultimate purist solution and miss out on the day-on-day progress possible right under their noses. Rather than aiming for perfection, business leaders should focus on progress and continuous improvement. Improvement that they can see, measure and explain to their stakeholders (staff, community and customers). I would also recommend they celebrate small victories and learn from setbacks, keeping the long-term vision in mind. “Eye on the prize, people!”
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Moreover, fostering empathy and understanding is essential.
Recognise that everyone is on their own journey, and change takes time. Instead of vilifying those who haven’t fully embraced ethics and sustainability, seek to understand their perspectives and challenges. What are the competing priorities and market conditions they are undergoing? Empathy builds bridges and opens the door to meaningful conversations. Here again, it can also be used, skilfully and ethically, to help customers understand what is going on within the business. This builds that relationship with the market which is the Holy Grail of marketing, after all.
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Furthermore, leaders must lead by example.
Actions speak louder than words, and demonstrating a commitment to ethics and sustainability through tangible initiatives speaks volumes. Whether it’s reducing carbon emissions, promoting diversity and inclusion, or championing fair labour practices in any part of their global operation, embodying these values sends a powerful message to both internal and external stakeholders. Increasingly it is also important to their shareholders.
This last point is important. Hiding in the Global North and commissioning cheap clothing from sweatshops in the Global South that pollute local rivers and are deathtraps in terms of building safety, is greenwashing. Let’s name it and, yes, shame it. We DO need to be free to call out poor, dissembling behaviour. There is a world of difference between pointing out lies, and criticising a business for not having made enough progress but understanding their journey and supporting them to achieve targets. Investors increasingly want to look good – greenwashing doesn’t.
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Additionally, education and awareness are key.
Many people may not fully understand the implications of their actions or the benefits of adopting ethical and sustainable practices. If it was easy and cheap, don’t you think people would have done more of it by now?! By providing resources, training, and transparent communication, leaders can empower individuals to make informed choices and contribute to positive change. Their staff are the best ambassadors for sustainable change and can be empowered to live and breathe the message, really “being the change”.
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Collaboration is also essential.
No single organisation or individual can solve the complex challenges we face alone. By forging partnerships and working together toward common goals, business leaders can leverage collective expertise and resources for greater impact. This is again challenging, where business has traditionally operated a cut-throat competitive economic model of growth – and growth at the expense of the competition. Collaboration fosters innovation and accelerates progress toward a more ethical and sustainable future. And increasingly, business leaders are seeing the power of this collaboration, in saved costs, better product design and improved market longevity. Finally, it’s cool to “collab’ “!
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My last observation is that it’s crucial to cultivate a culture of accountability and transparency.
Rather than live in fear of social media keyboard warriors and lazy hacks, genuinely holding themselves and others accountable for their actions enables leaders to seize the initiative. In doing so, it enables them to do it with compassion and a focus on growth rather than blame. There is an emphasis on collective endeavour, rather than the Lone Ranger hero. Transparency builds trust and credibility, laying the foundation for meaningful transition to sustainability. It also sells, and sells well.
Ethics and Sustainability in practice
In my own personal situation, I navigate the tensions between being “Saint Astrid of the Wind Turbine” and being seen as a finger-wagging harpy the best I can. The journey toward ethical and sustainable leadership is fraught with challenges, for everyone. I run a micro-consultancy, linked to a domestic dwelling. I can’t prove my energy efficiency, I don’t qualify for grants. In short, it is hard for me to walk to talk in many ways.
Nevertheless, my job is as much selling the possibilities and opportunities as it is supporting leaders to find their roles easier. And what possibilities and opportunities! By transcending the blame game and embracing empathy, education, collaboration, and accountability, I am seeing more and more business leaders navigate these complexities successfully. They make more money and have a happier workforce. Doing good, well, really is a great way to keep your staff as well as your customers. Ethical sustainable leadership pays – eventually.
I am privileged to play a part in this for some. If this blog has given you food for thought and you would like a chat about how I support leaders to transition toward sustainability in their business, please get in touch. I would be happy to help you too.
Image credit: Torsten Dederichs on Unsplash
by Astrid Davies | 5 Apr 2024 | Diversity of Thought, Leadership Matters, Sustainability
Leadership is a massive topic, but I would argue there’s a crucial trait that sets apart the truly remarkable leaders from the merely adequate ones: values-based leadership. It’s not just about making decisions; it’s about making the right decisions, grounded in ethics and principles that serve not just the leader, but the entire community or organisation they lead.
What exactly makes a values-based leader?
First and foremost, the values-based leader is guided by a strong moral compass. This compass isn’t just a tool for navigating tough situations; it’s a fundamental part of who they are. Values-based leaders understand the importance of integrity, honesty, and fairness in all their actions. They don’t just pay lip service to their core values; they live them every day, setting an example for others to follow but also purely for themselves as how they do what they do.
Ethics and values are at the core of everything they do. These leaders recognise that their decisions have consequences, not just for themselves, but for everyone around them. That’s why they take the time to consider the ethical implications of their actions, weighing the potential risks and benefits before making a choice.
But it’s not just about doing the right thing when it’s easy; it’s about doing the right thing even when it’s hard. Values-based leaders are prepared to stand up for what they believe in, even if it means going against the grain or facing criticism. They understand that true leadership requires courage and conviction. This can lead them to put themselves on the line, if that is what it takes to do what’s right.
This approach emphasises the importance of aligning leadership practices with core values, ethics and principles. Instead of simply focusing on achieving goals or maximising profits, values-based leadership prioritises the well-being of people and the planet. Specifically, it focuses on IMPACT.
The importance of impact
Values-driven behaviour isn’t just a box to check off; it’s a way of life for these leaders. They understand that their actions speak louder than words. Some may work hard to lead by conspicuous example. On the other hand, other leaders choose to follow their values discreetly, keeping their own performance ethically-aligned and staying in their lane. As with so much in leadership, there is a broad spectrum. Whether it’s treating employees with respect, being transparent with stakeholders, or making environmentally responsible choices, leaders driven by their values consistently demonstrate their commitment to doing the right thing.
The important thing here is not what the leaders do, so much as the difference it makes. It would not be terribly ethical for a leader to make a massive show of “doing the right thing” only for this to benefit no-one but themselves! A values-based leader will focus on answering the “So What?” question. Not only that, they will focus on answering that with actions and results which benefit the maximum number of people. That number could be a team, an organisation or an entire community. The point is that the benefit is based in consultative activity. This means the leaders make sure to involve stakeholders in the decision-making, and also in defining what success would be. Here again, it is important that the leader does not make decisions on behalf of people. It is not ethical to project personal opinions, motivations or moral standards onto others. That is not leadership either.
Values-based leadership write large
Furthermore, values-based leadership isn’t just about individual behaviour. As well as their personal performance, leading through their values also means they create a culture of ethics within and around an organisation. Ethical leaders understand the importance of fostering an environment where honesty, integrity, and accountability are valued and rewarded. They empower their employees to speak up about any concerns and provide the support and resources needed to address them effectively. Essentially, we are talking about a culture of trust.
We can see that values-based leadership isn’t just a nice-to-have; it’s a must-have in today’s complex and interconnected world. Leading according to an ethical framework shows that leadership isn’t about power or authority. Rather, it is about responsibility and service. By staying true to their values and leading with integrity, these leaders have the power to inspire positive change and make a lasting impact on the world around them.
In today’s world, ethical and values-based leadership is in short supply. Let’s all agree to do better and be better in our leadership, so we can build back the bonds of trust being shattered every day by unethical leaders all over the place. Our future could well depend on it.
by Astrid Davies | 25 Mar 2024 | Diversity of Thought, Leadership Matters, Sustainability
Ethical leadership is not something that, at first appearance, features much in today’s world. Whether that be failing CEOs’ bonuses, or dubious PPE contracts, there is not much that shouts “morals” in our news feeds. However, that’s not the whole picture; it’s just the noisiest. Public hunger for a cleaned-up leadership act in public life is starting to spill over into the business environment. In that context, ethical leadership isn’t just a moral compass; it’s a strategic advantage.
With increasing dissatisfaction over unethical behaviour, consumers are recognising the importance of ethics and values in their purchasing decision-making. That means, in turn, that business leaders are starting to recognise the role of ethics and values in driving profitability and differentiation in the market. Let’s explore how prioritising ethical leadership can positively impact a company’s bottom line and set it apart from the competition.
Ethical leadership has the potential to play a crucial role in enhancing a company’s reputation and attracting customers who align with its values. Consumers today are more socially conscious and ethically minded, preferring to support businesses that prioritise ethical behaviour. And, we have to note here, that is genuine ethical behaviour. There is the issue of “-washing” (e.g. “greenwashing” using climate-aware values as cynical camouflage for the same old exploitative practices dressed up with minimal value-aligned gestures). This has resulted in the global boycotting of certain brands because of the lack of morality. In turn, this shows us that consumers wield a lot of power. On the other hand, by demonstrating a true and transparent commitment to values-based practices, companies can build trust and loyalty among customers. That will drive sales and growth. [The whole issue of whether traditional economic models in pursuit of growth and consumption is viable, is another issue. I would urge you to review Doughnut Economics for this very different perspective.]
Ethical Leadership in the workplace – talent attraction
Ethical, trustworthy behaviour fosters a positive organisational culture too. Cultures like this attract and retain top talent; few employers of choice are unprincipled and exploitative these days. Ethical leaders create environments of trust, transparency, and accountability, leading to higher employee engagement and productivity. Reduced turnover costs further contribute to the company’s bottom line. In this way, ethical leadership is not only morally sound but also financially prudent.
As the next generation of leaders emerges, there’s a growing demand for more ethical and values-based leadership. Employees want to work for companies that align with their values and principles, more than ever before. Millennials and Gen Z leaders are rejecting the profit-driven mindset of previous generations. This means seeking to operate in a way that aligns with their personal values. Businesses that embrace this shift and prioritise ethical leadership will attract top talent and position themselves for long-term success in a changing world.
Ethical Leadership in the workplace – talent retention
In another blog, I have addressed the issue of people leaving bad managers. Ensuring that your company operates according to a clear ethical framework, centring around ethical leadership principles, is a great way to prevent this. A clear leadership behavioural framework sets parameters which make it straightforward to comply, for any manager wanting to do the right thing the right way. Introducing these frameworks is a joyful part of my work. It is incredibly rewarding, to introduce a values-based management approach and see the difference it makes to how people enjoy their own work too.
Furthermore, ethical leadership drives innovation and creativity within organisations. Leaders who operate from an ethical stance are more open to diverse perspectives and innovative solutions. Such solutions will be more inclusive of the diverse talent within an organisation. It is also probable that the solutions will benefit a wider section of the marketplace too. This innovative mindset can lead to the development of new products or services. In turn, this can open up new market opportunities and even offer the company a competitive edge. This competitive edge can also apply to the recruitment market. The best people will want to work for the best companies. They are likely to define “best” as good terms and conditions, for sure, but also leaders who walk the talk and behave in a manner which is appropriate, fair and principled. “Best” will also cover inclusive workplaces, where decision-making is informed by a wide range of viewpoints and where difference is encouraged and welcomed.
Stand out from the crowd
In any competitive marketplace, ethical leadership will serve as a powerful differentiator. Sadly, it is still all too rare for it to be a genuine factor. However, it is becoming clear that companies that prioritise ethics and values do stand out from the crowd, for all the right reasons. By building stronger relationships with customers and stakeholders, such businesses build brand loyalty, turning customers into advocates for their products and even for the change in the world that their ethical stance supports. Companies such as Patagonia exemplify this approach. Consumers are increasingly choosing to support businesses that share their ethical principles. And, increasingly, those ethical principles include pricing. Making ethical buying choices are less and less the preserve of the affluent, as values-based business also includes accessibility.
In conclusion, ethical leadership isn’t just the right thing to do; it’s also a wise business strategy. By prioritising ethics and values, companies have the opportunity to steal a march on their less-principled competition. They enhance their reputation, attract customers and talent, differentiate themselves in the market, and ultimately drive profitability. The business world is waking up to the public attitude for a more moral marketplace. Those who adapt first, by embracing ethical leadership, will be those who thrive in tomorrow’s market.
by Astrid Davies | 11 Mar 2024 | Leadership Matters
“People leave managers”. It’s an old saying but it’s largely true. A bad manager can be the difference between enjoying work life and it being intolerable. In this article, we explore the transformative power of learning from bad managers. It really can be the way to build and grow as a successful, popular and effective manager.
Managers are almost always a significant influence over our working life. They can be mentors, guiding lights or, often, stumbling blocks in our journeys toward success. Yet, even from the less-than-ideal managers, we can glean valuable lessons. We can then shape our own management approach using those lessons. For instance, we may learn about the importance of knowing your core values and then sticking to them. Or, alternatively, we may learn the dangers of ignoring your own core values to try to fit into a corporate culture where you will never be happy as a result. We may even learn how to treat a team, because of the poor way in which we have been treated.
A client recently confided in me that much of his leadership journey to date had been informed by seeing managers behaving badly in his early career, and deciding he wanted to do the opposite! That has had a potent impact on this particular client. Specifically, it has given him clear ethical standards, a warm and trustworthy communication style and, increasingly, an ability to introduce boundaries for his team and himself, which protect their time and wellbeing and still get results. And they love him for it.
A model which can explains this
There is a handy leadership training model which can explain this in five easy stages. The SCARF model, conceptualised by David Rock, offers a framework to understand the social dimensions that influence human behaviour in organisational settings. SCARF stands for:
Status
Certainty
Autonomy
Relatedness, and
Fairness.
Each element represents a fundamental driver, representing a motivation to move away from a perceived threat (negative), or towards a perceived reward (positive).
SCARF and bad managers
Given we are positioning this article in the negative motivation space, let’s work up an example of a bad manager. Imagine a tyrannical manager who disregards feedback and micromanages every aspect of their team’s work. Such behaviour undermines Status, leaving team members feeling undervalued and disempowered. Certainty dies too, because unpredictability becomes the norm. That is likely to lead to increased anxiety and discomfort across their team (and probably elsewhere). That in turn leads to decreased performance. Autonomy is stifled, which in turn stifles creativity and puts a halt to innovation in any meaningful sense. Relatedness suffers because the operating environment is fraught with control and fear, damaging trust. This lack of trust, in turn, may result in biases coming into play. Favouritism or arbitrary decision-making may be tools in the bad managers’ armoury. This, of course, will compromise any perception of Fairness. Our old “friend” affinity bias kicks in, where cliques form and some workers are “in” with the boss, while others are seen as somehow lesser. All in all, not a great working environment.
Conversely, let’s imagine a leader who embodies the opposite traits. This leader recognises the impact of their actions on Status, fostering a culture where every contribution is acknowledged and valued. Certainty is provided through clear communication and transparent decision-making processes. Autonomy is encouraged, empowering individuals to take ownership of their work and explore innovative solutions. Relatedness thrives as the leader engenders a sense of belonging and camaraderie within the team. None of that affinity bias nonsense. Fairness will be seen to be all around, ensuring equitable treatment and opportunities for all. Again, no cliques or favouritism. Whether taught or inferred, this leadership development will have been incredibly positive, not only for the manager but for their team too.
Learning from Bad Managers
You can see how it could be possible to learn from the bad manager in this way. It doesn’t take a lengthy leadership development programme to instil this learning. It might only take one unpleasant or disillusioning encounter to create a learning opportunity that lasts a lifetime. Most commonly, however, it is a series of repetitive disappointments and irritations that build layers of learning.
Each interaction, each frustration, can be a negative if taken at face value. However, any manager intent on personal development will choose to take negative events as a catalyst for growth and self-discovery. As humans, we learn resilience in the face of adversity, adaptability amidst the chaos. In the leadership development space, this all explains the importance of empathy in leadership.
It pays to be a good leader
Through these experiences, we form and develop our values and aspirations, shaping the kind of leader we aspire to be. It was this that offered my client his inspiration – and his success. In essence, it is possible to learn positives from negative experiences. This can create an empathetic leader. This, in turn, makes for a leader that others turn to and that teams don’t leave. Put bluntly, it pays to be a good leader.
Bad managers are not the ones that shine a light for us to follow. Rather, they cast a shadow that throws what we want and would prefer into stark contrast. That contrast means we have a double choice. Not only can we move away from the challenge – or even threat – of a bad manager and leave them behind, but we can also leave behind their kind of behaviours. This gives us the reward of freedom from a bad manager, and also offers our teams the possibility to work for a manager who behaves better, leads better, is better to be around. Ultimately, it’s an ethical choice.
I am grateful to my client for his honesty and openness, not only in sharing his story with me, but also in embracing the learning. His commitment to that learning is something his teams enjoy. They enjoy it so much they stay. And that’s the proof, really, isn’t it?
by Astrid Davies | 19 Feb 2024 | Leadership Matters
In the first half of this series, we explored some “low hanging fruit” for keeping your workforce. Here, we are looking at investing to keep your top talent.
“Investing” may sound like this is where the cost-effectiveness of our first article ends. That isn’t so. Investing is putting time and money and effort into an activity, so that you reap the rewards richly and for years to come. As a matter of fact, investing in your people will often yield better and more sustainable impact results than throwing cash at a problem.
Executive Coaching: tailored support to help you recognise and retain talent
Let’s start with something that can be done in-house or by accessing external support, at modest cost: Executive coaching. With its personalised approach, this is a strategic tool for retaining top talent. It communicates a clear message: your organisation is invested in the success of your leaders. How does it do this? By providing tailored guidance to key individuals within the organization, executive coaching enables individual leaders to have the opportunity to “press pause” and leave the hurly-burly of the inbox behind for some dedicated headspace.
In today’s hectic business world, time to think is often listed as one of THE things missing from leaders’ lives. This investment not only enhances leadership skills but also instills confidence and a sense of value in employees, making them more likely to stay and contribute to the organisation’s growth. And let’s be clear, this works for the high achievers and your top talent. In addition, it works for everyone else!
There are two ways you can offer executive coaching. You can hire a professional external coaching provider (like us). Always look for trained, qualified, experienced and preferably accredited coaches.
The other alternative is to offer coaching by your workforce, for your workforce. This has the obvious complexity of perceptions, hierarchies and workplace interpersonal skills. It is, however, an excellent way to offer personal development to your workforce in a way that works for the whole organisation. This is not something just for HR because “they’re the people people”. It is important that coaching is offered only by properly-trained staff. Those can be everywhere from the Board to the contact centre, and anywhere in between. It will require investment to have your people trained. However, once trained they will be able to offer you a return on that investment, every single day.
Management Consulting: external support for an holistic approach
This is for the organisation where you suspect you may need more of an overhaul than coaching, mentoring and basic courtesy will achieve. Management consulting involves investment to keep your top talent. External advisers focus on your organisational culture and performance. Internal talent development and how best to do it will no doubt feature as part of their recommendations. When organizations prioritise the growth and development of their employees, they signal a commitment to building a sustainable and thriving workforce. An external pair of eyes can sometimes see what is hiding in plain sight for you. This is particularly so, if you are not giving yourself the headspace to consider all your options.
A canny way to make external consultancy work well for you as an investment, is to identify ambitious and thorough high-performers from your workforce. Then offer them the opportunity to work alongside the consultants. This knowledge transfer can really pay dividends. This is because the individuals will feel valued and are likely to give of their best as a result. This in turn will help their best to improve still further.
And if they feel valued and their work is appreciated, you stand a good chance of keeping them for the longer term. That is good news for your organisation and for your workforce, because they will share their skills and knowledge, building a consultant mindset which will underpin continuous improvement across your organisation. And who doesn’t want that?
Business Management: integrating keeping your top talent into the every day
Sometimes a spin-off from external consultancy is an alteration to your organisation’s business management. This gives you the opportunity to embed talent development in your organisational objectives and cultural structure. Put simply, it helps you embed growing your people while you grow your business. Where there is a culture of feeling valued, supported and empowered, workforce turnover can be much lower. This makes investing to keep your top talent something you can grow from within.
Leadership Training Programmes: investing to keep your top talent
The final section of this article is perhaps where you might have thought we would start. Structured leadership training programmes are a well-trodden path. On the face of it, they appear a proactive way to retain staff by investing in their continuous development. When organizations provide access to high quality and relevant leadership and management courses, they empower employees to acquire new skills and stay current in their roles. These programmes can not only enhance current job performance but also prepare employees for future leadership positions within the organisation.
Please note my caveat: “high quality and relevant leadership and management courses”. The internet is full of generic, “sheep-dip” courses which are cheap, offered for a quick buck to woo the unsuspecting into more lucrative (and just as generic) management courses. These are most definitely not the way to go. Investing in these is not investing in your talent. Instead, it is investing in an expensive sticking plaster, which is never going to stem a haemorrhage (metaphoric or of your staff).
I would always advocate bespoke leadership and management development courses, where you have been very specific in your commissioning brief, and where you and the provider monitor the programme progress constantly. You may even end up tweaking the programme to get the best out of the programme, so you get the best out of your people.
Ultimately, you will get what you pay for, in terms of developing your people. To enable your workforce to mentor one another, they will need training so they keep safe boundaries and are effective. To coach one another will require the same.
However … it will cost nothing to acknowledge your workforce for their effort and commitment. And for this acknowledgement to be genuine and heartfelt. Although that costs nothing, it can mean more than the most expensive consultancy programme ever could.
Investing to keep your top talent is a choice. I would argue it is a wise, prudent and forward-thinking choice, so long as you have the money to invest. Organisations that prioritize the growth of their internal talent pool (in both size and quality) create a workforce that is not only skilled but also deeply committed to the success of the organisation.
And this is key. The talent pool includes EVERYONE. You may have identified your top performers, but by widening the developmental opportunities out to everyone, you build an inclusive culture. This is crucial to deliver psychological safety at work – one of the first stages is for people to feel that they belong and are welcome. Nail that, and you will have a culture that grows and retains talent for you.
As ever, if you would like to discuss any of the issues in this article or its previous half, please feel free to book a conversation with me or to drop me a line. It’s so important to get more corporate cultures valuing and growing talent. Let’s make leadership easier, together.
