4 Leadership Trends

4 Leadership Trends

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Leaders need to adopt modern approaches to learning and development (or they’ll hold everyone back)

In short There’s a genuine concern that reluctance to approach learning and development with an open mind will prevent L&D teams from engaging learners. And without engagement, learning doesn’t happen, which means people won’t access the information that makes them better at their job, and we fail to drive collective performance. 

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Leaders need to adopt modern approaches to learning and development (or they’ll hold everyone back)

How can leaders respond? There’s a common theme across those four responses above: they all indicate that leaders can’t see the value in learning! Not making time, failing to invest, and still wanting to stick with the old ways, these are telltale signs of leaders that are underestimating how quickly the world is changing.

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Leaders need to adopt modern approaches to learning and development (or they’ll hold everyone back)

The problem is, when you still have outdated perceptions of learning, you assume that we’re talking about expensive courses, face-to-face training or webinars.  Well, even they won’t help you keep up with the rate of change! People need information and resources that help them overcome specific challenges as they occur, in the context and flow of work.

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Leaders need to adopt modern approaches to learning and development (or they’ll hold everyone back)

And this requires far less investment and time, meaning you can get to the value quicker and change the perception of L&D across teams and organisations. So whether you’re reading this from the leadership or L&D side, it’s time to sit down together, find problems you can solve in minimal time with maximum impact, and build

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Leaders need to adopt modern approaches to learning and development (or they’ll hold everyone back)

a positive feedback loop by demonstrating value.

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Getting the leadership spark back to inspire and engage people

Uncaring and uninspiring leaders, unsustainable work expectations, lack of flexibility, lack of meaning, and a lack of supportive people – so many of the reasons people gave for quitting their last job are directly influenced by leader behaviour (McKinsey & Company). How can leaders respond? Ask yourself these three 

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Getting the leadership spark back to inspire and engage people

questions about each person you’re leading? 1. Are there clear goals for their role that are tied to driving company performance? 2. Is there clarity around what’s expected of them day-to-day and longer term? 3. Do you understand who they are as individuals and what motivates them? Once you can answer those 

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Getting the leadership spark back to inspire and engage people

three questions meaningfully, you’re on the right track to safeguarding against people leaving for the reasons above. By having clear personal goals linked to company objectives, you’re creating a sense of purpose and can provide support that drives impact.   That’ll also enable you to set clear and realistic expectations, allowing people to manage 

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Getting the leadership spark back to inspire and engage people

their schedule and workload more effectively. And lastly, by understanding more about them as an individual, you can be more considerate and caring while supporting their development in the right direction.

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Building more of the skills needed to address burnout

In short 84% of HR Directors feel that employee burnout is a major issue, and yet 49% either feel only somewhat able or unable to support those suffering from it (despite their confidence in spotting when it’s happening). How can leaders respond? Getting to the root cause is your best course of action! There were two more statistics 

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Building more of the skills needed to address burnout

in this report that indicate this might not be happening: Over half of employees are having at least quarterly conversations around performance and their role with managers. Yet only half feel that their managers support them in avoiding burnout. If those conversations, many of which are happening every month, 

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Building more of the skills needed to address burnout

establish the causes of stress, concern, and burnout, we’d not only be seeing less of it, we’d be seeing more encouraging numbers than the ones above. And there’s no set way to get to these answers either! It’s about building cultures and relationships where people feel safe enough to open up about the real issues facing them – both inside and outside of work.

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Calendars are creaking and employees need managers to ease the burden!

In short Employee calendars are creaking under the weight of meetings! Since February 2020, the average Microsoft Teams user has seen their number of weekly meetings increase 153% and the time spent in them rise by 252%. How can leaders respond? At the core of this sits the leader’s responsibility to build 

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Calendars are creaking and employees need managers to ease the burden!

a better culture around meetings and lead by example!   Are clear expectations set around each meeting?  It’s incredibly easy for meetings to overrun when there’s no clear agenda or goal, but by adding that context ahead of the call, you cut down on dead time and ensure there’s a focus on how it should be used.

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Calendars are creaking and employees need managers to ease the burden!

Are the right people attending? When we establish that context above, we understand who really needs to be there and who doesn’t. And then we can only invite the people who can contribute and are needed to solve the issue in that agenda. A short summary can be sent to those nice-if-they-know employees you might normally invite.

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Calendars are creaking and employees need managers to ease the burden!

Don’t run on blanket times! Realistically, how long do you need to discuss or solve the question behind scheduling the meeting? If it’s 15 minutes, don’t stick in 30! The fascination with round numbers is probably contributing to this calendar clogging. Remove regular meetings when they no longer need to happen. Let’s say we have 

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Calendars are creaking and employees need managers to ease the burden!

a monthly product check-in and that project was put on hold for the whole of November. You no longer need that touchpoint in the first week of December. People will probably jump on, realise it’s not needed and jump off. You think they’ve gained 25 minutes back, but that’s been far outweighed by the additional stress and anxiety it’s added when they looked at 

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Calendars are creaking and employees need managers to ease the burden!

the day or week ahead in their calendar. Schedule considerately. If Wednesday’s best for you but everyone in your team has a packed day, then you need to be considerate and schedule it when it won’t cause back-to-back meetings for your people. Prioritise productivity and wellbeing above your own convenience.

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