What it means for leaders:
Whether you are a Manager, Business owner or a senior Executive in a large organization your leadership style will either inspire and motivate people to work together and row in the same direction or inspire them to leave.
Over the years we’ve learned that in order to create an environment where team members Exceed Expectations and Stay you need to have leaders that know what it means to be intelligent about their own behavior and the behaviors of others.
This 12 week program will uncover limiting behaviors and expose blind spots leaders may not be aware of. In order for a leader to to inspire and motivate, it’s not enough to have “Engaged Team Members”. You need to have leaders that understand how to engage at the right levels, otherwise Engaged successful people leave.
During your 12 Week program we would set top objectives that can be measured and tracked. These are Behavioural objectives. Behaviours that are getting in the way of your success - in other words - Limiting behaviours, as well as Blind Spots.
Blind Spot tend to be things that you are not aware of. These could triggers, Rules, and Automatic Responses.
There are numerous potential objectives which all stem from the behaviours you act out which are observed by others, and lead to an assessment of your abilities, and behaviours you your observe in others, which tigger you to respond accordingly.
In order to get different results one or both of these must change. To keep doing the same thing and expect a different result is just nonsense. However, any small change in behaviour will result in a changed outcome. That's what we want to achieve.
While small changes are easy, some take longer, and some can easily revert back to old habits if left unchecked. So it's important to stick to the program and practice, practice, practice.
Here are some examples of behavioural changes that occur during the 12 weeks of LeadershipBI.
Lessened waiting for things to happen and taking more initiative to move things forward.
Asking team members for input into decisions, and seeking consensus rather than leading from own experience with confidence.
High level of control was getting in the way of team members feeling comfortable to approach this leader and share their thoughts.