Training Industry Quarterly - Winter 2013 - (Page 11)

LeadersHiP 2.0 | Ken Blanchard and ScoTT Blanchard F An equATIon for suCCess In Any eConomy a sense of well-being that leads to high levels of motivation and engagement. If people feel disconnected or don’t understand how their work contributes to the whole, it often leads to a sense of disconnection and, subsequently, a lack of meaning in their work. In our conversations with leaders, we are often asked about the link between a person’s perception of well-being and their actual performance. One of the concepts we share time and again is that people who are more connected with what the company is doing, who believe in the company, and who see their work as meaningful are more productive and work more earnestly on behalf of the organization. Leaders need to realize that their role is to motivate people to focus on what needs to be done and also to create a connection. Leaders must lead and inspire. Senior leaders have to set the tone by taking care of the people who report to them. Attitudes at the top of the organization ripple downward. If managers feel hassled, unempowered, or under pressure, they will have a hard time providing good experiences for employees or customers. investing in Front-line and Mid-level Managers is essential In sharing our research with a wide variety of organizations, we’ve noticed two contrary assumptions that drive organizational attitudes. The first: Invest in people and believe that people are assets — long-term contributors — and that the company’s value is based on the commitment and productivity of its people. The second assumption is represented by organizations who either do not believe that people are a key asset, or who think of this as a second- or thirdtier issue. Our research shows that leadership is the single greatest influence on employee work passion, customer devotion and organizational success. Make sure your organization has a strong strategic and operational mindset in place. It’s the best way to position your company in any economic environment. Scott Blanchard is the co-founder of Blanchard Certified. Ken Blanchard is the best-selling co-author of The One Minute Manager and 50 other books on leadership. You can follow Ken Blanchard on Twitter @KenBlanchard or @LeaderChat and also via the HowWeLead and LeaderChat blogs. Email Scott and Ken. 11 leAders need To CreATe A ConneCTIon our years into our slow economic recovery and a lot of people and companies are still worried about the state of their organization — especially from an organizational vitality and employee morale standpoint. While there are no guarantees in business, the good news is that there is an equation leaders can use to guide decisions and position their companies for success no matter what the business climate. it Begins and ends with leadership Approximately eight years ago, we launched a research project to identify the organizational factors that lead to greater employee engagement, customer devotion, and subsequent organizational vitality. We reviewed hundreds of studies completed over the previous 20 years with the goal of locating success factors that carried across a majority of the studies. One factor surfaced as a common component of success: Leadership. Our research showed that the most important factor to improved employee work passion, customer devotion, and organizational vitality was the quality of leadership in the organization. We additionally found that there were two different components of leadership and that both had to be in place for an organization to realize the full benefit — one of them alone without the other did not generate results as effectively as both working together. The first element was strategic leadership. It is represented as the organization’s vision and direction, goals and strategic initiatives. The other element was operational leadership. This is the tactical, “how-to” side of leadership. Once strategy is set, effective leaders shift to an operational mindset that turns the organizational pyramid upside down. Now their job is to respond to the needs of their people and help them accomplish goals and live according to the strategic vision. In thriving companies, strategic and operational leadership work together — operational leadership uses the strategic messages, animates them and infuses energy to get the work done. In struggling companies, there is a disconnect between the bigger message and what is happening on a daily basis. connections are important It’s critical to have both types of leadership in place. When individuals, teams and departments are invested in the outcome by knowing how their work is connected to the big picture, it creates Training Industry Quarterly, Winter 2013 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ http://www.blanchardcertified.com/Home.aspx https://www.twitter.com/leaderchat http://www.howwelead.org/ http://www.twitter.com/kenblanchard http://www.howwelead.org/ http://www.leaderchat.org/ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Winter 2013

Training Industry Quarterly - Winter 2013
Tracking Trends: A Thought on Trends
Table of Contents
Ad Index
Guest Editor: Learning Enables High Performance
The Power of Reflection
An Equation for Success in Any Economy
4 Generations: Managing the Mix
The New Role of 21st Century Training
Don't Let Training Be a Waste of Time
Key Trends for 2013: Sustainability & the Changing Role of the Learning Leader
Collaborative Leadership for Building Trust & Driving Business Results
Delivering on the Promise of Social Learning
Three Emerging Trends in Sales Training
Building Strategic Learning Linkages: Mapping & Measuring Your Learning Strategy
High-Definition Learning: A New Competitive Advantage
Casebook: Wells Fargo Advisors: 5 Best Practices for Merger Training Programs
Tweet Suite
Company News
Closing Arguments: Must-See Technology

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