Training Industry Magazine - March/April 2020 - 28

INTERPERSONAL SKILLS COMBINED WITH
COMMUNICATION ABILITIES FOSTER STRONG
AND ENDURING WORKING RELATIONSHIPS.

Š	 Is my leader persistent and capable of
working through setbacks?
Š	 Is my leader passionate and able to
take action?
Š	 Does my leader get results?
Š	 Does my leader act like an owner?
Š	 Is my leader accountable?
Š	 Is my leader consistent and reliable
but flexible when needed?
Enthusiasm and commitment can be
difficult to sustain over time, especially
during periods of upheaval. However, to
help the organization achieve its goals,
leaders need to be willing to invest
themselves fully in their work and in the
success of their team members.

COACHING AND FEEDBACK
Coaching is a valuable mechanism
for maximizing the potential of others,
helping people contribute their best
talents and skills while driving results for
the organization. Employees who receive
regular coaching and feedback will perform
at a higher level and be more engaged.
Nearly 22% of our survey respondents
wanted their leaders to be able to
coach and develop others effectively.
In another study we conducted, 70% of
respondents indicated a preference for
leaders who coach them directly, openly
and candidly when working together to
develop solutions. People want a leader
who shares feedback about blind spots,
supports their professional growth and
provides the information they need to
excel in their roles.

| 28

CREDIBILITY
Leadership credibility develops over
time and is determined more by
leaders' actions than their words. Our
research indicates that having a leader
with a high degree of competence,
expertise and experience is extremely
important to people. Employees want
to feel confident that their leader has
the knowledge and skills necessary
to effectively lead the team, execute
on the tasks at hand and generate
desired results. Leaders need to be
avid learners and demonstrate that
they are willing to work as hard or
harder than everyone else. Leaders
truly set the tone for how people
grow and invest in their ongoing
personal development.

DIRECTION AND STRATEGY
People in the modern workforce want
to be connected to a cause they can
feel good about; something that is
sustainable, enduring and bigger than
themselves. They want to be valued
for their abilities and recognized for
their potential. They want to work for
visionary leaders who set audacious
but attainable goals and fight tirelessly
for the future. Understanding the
importance of the work they do
everyday matters to them. All this
should underscore why having a clearly
communicated direction and strategy
is a key component of employee
engagement. Visionary and strategic
leaders know exactly what winning
means for them, their teams and the
organization. They can formulate an
ideal picture of a preferred future state
and clearly describe the destination to

others. They are not afraid of thinking
big and going all out, but they also
balance their ambitions with agility,
patience and reason.

MANAGEMENT ESSENTIALS
Interestingly, only 5.6% of our survey
respondents indicated that fundamental
management skills were important to
them in a leader; soft skills seemed to
take much greater precedence. Even so,
a leader's success depends in part on his
or her ability to master the fundamentals
of management - planning, organizing
and staffing - combined with and
supported by people-leadership traits.
The people in our study who contributed
to this category indicated that they want
to follow someone who executes on
plans and makes things happen. These
are leaders who have the discipline
and organizational skills needed to get
things done effectively and efficiently.
We have found that leaders with strong
business acumen and an enterprise
mindset are better able to influence
others and drive results. They know how
to bring plans, processes and people
together to unlock great results.

WHAT DOES THIS MEAN
FOR YOU?
Although everyone has their own
leadership style and strengths, your
success as a leader will be determined
by your ability to consistently
demonstrate and cultivate capabilities
and characteristics that fall into the
eight categories above.



Training Industry Magazine - March/April 2020

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2020

Do Leaders Skills Need to Evolve
Table of Contents
Developing the Next Generation of Talent Through Rotation Programs
Leadership Development Strategies and Solutions for the Modern Workplace
Leaders are Learners … Especially When They're Teaching
Developing Leadership Goo
6 Developmental Conversations Bosses Should Have with their New Managers
Driving Sales Training Results Through Manager Coaching
The Significance of Executive Presence
What People Want in a Leader: How Do You Measure Up?
Ditigal Communication Skills: Is Your Message Getting Across?
Creating a Culture of Agility with Character Development
Building Leadership: Scaling Effective Development Alongside Hypergrowth
Fast-Tracking Psychological Safety: This Is Not a Drill!
Teaching Empathy: Driving Leaders to Success
Train Forward: Results From an Emerging Community of Practice
Three Reasons Why Virtual Teams Are Different
Leading in the Age of Technological Disruption
How to Choose a Training Supplier for Leadership Development
New Leader, New Skills
Ernst & Young's Investment in the Modern Leader
Company News
Training Industry Magazine - March/April 2020 - 1
Training Industry Magazine - March/April 2020 - 2
Training Industry Magazine - March/April 2020 - Do Leaders Skills Need to Evolve
Training Industry Magazine - March/April 2020 - 4
Training Industry Magazine - March/April 2020 - Table of Contents
Training Industry Magazine - March/April 2020 - 6
Training Industry Magazine - March/April 2020 - 7
Training Industry Magazine - March/April 2020 - 8
Training Industry Magazine - March/April 2020 - Developing the Next Generation of Talent Through Rotation Programs
Training Industry Magazine - March/April 2020 - 10
Training Industry Magazine - March/April 2020 - Leadership Development Strategies and Solutions for the Modern Workplace
Training Industry Magazine - March/April 2020 - 12
Training Industry Magazine - March/April 2020 - Leaders are Learners … Especially When They're Teaching
Training Industry Magazine - March/April 2020 - 14
Training Industry Magazine - March/April 2020 - Developing Leadership Goo
Training Industry Magazine - March/April 2020 - 6 Developmental Conversations Bosses Should Have with their New Managers
Training Industry Magazine - March/April 2020 - 17
Training Industry Magazine - March/April 2020 - 18
Training Industry Magazine - March/April 2020 - 19
Training Industry Magazine - March/April 2020 - 20
Training Industry Magazine - March/April 2020 - Driving Sales Training Results Through Manager Coaching
Training Industry Magazine - March/April 2020 - 22
Training Industry Magazine - March/April 2020 - 23
Training Industry Magazine - March/April 2020 - The Significance of Executive Presence
Training Industry Magazine - March/April 2020 - 25
Training Industry Magazine - March/April 2020 - What People Want in a Leader: How Do You Measure Up?
Training Industry Magazine - March/April 2020 - 27
Training Industry Magazine - March/April 2020 - 28
Training Industry Magazine - March/April 2020 - CT1
Training Industry Magazine - March/April 2020 - CT2
Training Industry Magazine - March/April 2020 - 29
Training Industry Magazine - March/April 2020 - Ditigal Communication Skills: Is Your Message Getting Across?
Training Industry Magazine - March/April 2020 - 31
Training Industry Magazine - March/April 2020 - 32
Training Industry Magazine - March/April 2020 - 33
Training Industry Magazine - March/April 2020 - Creating a Culture of Agility with Character Development
Training Industry Magazine - March/April 2020 - 35
Training Industry Magazine - March/April 2020 - 36
Training Industry Magazine - March/April 2020 - 37
Training Industry Magazine - March/April 2020 - Building Leadership: Scaling Effective Development Alongside Hypergrowth
Training Industry Magazine - March/April 2020 - 39
Training Industry Magazine - March/April 2020 - Fast-Tracking Psychological Safety: This Is Not a Drill!
Training Industry Magazine - March/April 2020 - 41
Training Industry Magazine - March/April 2020 - 42
Training Industry Magazine - March/April 2020 - 43
Training Industry Magazine - March/April 2020 - Teaching Empathy: Driving Leaders to Success
Training Industry Magazine - March/April 2020 - 45
Training Industry Magazine - March/April 2020 - 46
Training Industry Magazine - March/April 2020 - 47
Training Industry Magazine - March/April 2020 - Train Forward: Results From an Emerging Community of Practice
Training Industry Magazine - March/April 2020 - 49
Training Industry Magazine - March/April 2020 - Three Reasons Why Virtual Teams Are Different
Training Industry Magazine - March/April 2020 - 51
Training Industry Magazine - March/April 2020 - 52
Training Industry Magazine - March/April 2020 - Leading in the Age of Technological Disruption
Training Industry Magazine - March/April 2020 - 54
Training Industry Magazine - March/April 2020 - How to Choose a Training Supplier for Leadership Development
Training Industry Magazine - March/April 2020 - 56
Training Industry Magazine - March/April 2020 - New Leader, New Skills
Training Industry Magazine - March/April 2020 - Ernst & Young's Investment in the Modern Leader
Training Industry Magazine - March/April 2020 - Company News
Training Industry Magazine - March/April 2020 - 60
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