A number of references claim the cost of one poor leader, over one year, is around $125K.
This paper first tests the assumption that leaders impact performance. The case is compelling.
Then it draws upon academic and commercial research findings - in particular the Paretian Distribution concept - to make some realistic and conservative costs estimates for average and poor leadership. The results suggest $125K number is overly conservative; and could be an order of magnitude too low!
It’s clear that effective leadership performance improvement is important and valuable. However, less than 10% of executives believe their organisations build leadership skills very effectively. So the paper concludes by talking about the four critical keys of leadership performance improvement that ensure it delivers measurable behaviour change and commercial benefits. Effective leadership performance improvement is one of the highest ROI allocations for limited company capital resources.
Implementing Sustainable Frontline Leadership Improvement Systems
This short ten page paper outlines the author’s concerns about front-line leadership development in commercial and government enterprises. When it comes to translating a company’s strategy into results, mid-level to first level leaders, those who oversee front-line operations, are important. Front-line leaders are the ones who are most responsible for a company’s day-to-day relationships with customers and the bulk of employees.
This paper discusses the definition and value of effective leadership, measurement issues, and potential solutions in sustainable front-line leadership development. One of the most influential engines to drive change and business performance improvement is a leadership development program that sets out to nurture leadership talent in a lasting way, that is entrepreneurial (i.e. focussed on business results rather than competencies), and enterprise-wide.
Companies are continually in a state of change. But change remains a challenge and few companies navigate the process and achieve the outcomes they want. Despite the evolution of change management practice McKinsey and others estimate that about 70% of change initiatives still fail to meet the objectives upon which they were justified. Change struggles exert a heavy human and financial toll on organisations and change failures have an unacceptable cost.
We believe change management is due for some innovation and that success can be significantly improved by leveraging neuroplasticity and real world emulations that prime individual employees, organisations and culture to change, literally overnight.
Change, in business, remains a challenge and few organisations manage the process and achieve the outcomes they want. Most (i.e. about 70% of) change projects fail. And the change struggles exert a heavy human and financial toll on organisations.
To improve the likelihood for success managers need to better understand the nature and process of organisational change. First, they need a structured change management process. Second, they need an understanding of the predictable emotional response to change and the counterintuitive ways to address human behaviour. Addressing these two issues may take extra effort but the return on investment, reflected in significantly increased project success rates and financial returns, is compelling. This paper presents the practical actions that you can take to improve the likelihood of change succeeding in your organisation.
Modern corporations have a reputation for attention to performance management. In particular they have had success with process management and asset management. Top performers (experts) have skills and capabilities (expertise) that often remain an untapped resource in terms of developing commercial effectiveness and productivity. Corporations do not have a track record for replicating the talent of top performing managers and front line staff that have direct impact on revenue, cost, productivity, quality and customer satisfaction.
It is now possible using neuroscience, applied cognitive psychology and Neuro-Linguistic Programming (NLP) modelling techniques to discover how top performers produce their outstanding results. Custom-designed training and coaching programs can teach these effective strategies to average performers, improving their results and enriching their
Modern corporations have a reputation for attention to performance management. In particular they have had success with process management and asset management. Top performers (experts) have skills and capabilities (expertise) that often remain an untapped resource in terms of developing commercial effectiveness and productivity. Corporations haven’t had the same track record with replicating the talent of top performing managers and front line staff that have direct impact on production throughput and quality.
This whitepaper presents how it is now possible using Applied Cognitive Psychology (ACP) and Neuro-Linguistic Programming (NLP) modelling techniques to discover how top performers produce their outstanding results. Custom-designed learning and coaching programs can teach these effective strategies to average performers, improving their productivity, and enriching their organisations.