Jolanda Grob

Great leadership development creates transformation and lasting impact. The real power of facilitation lies in holding space rather than filling it, asking questions that spark reflection, modelling authenticity and courage, linking skills to purpose, and turning events into journeys. When done well, facilitation becomes less about slides and more about creating the soil where leaders grow. #facilitation #leadership #development

37

Why Leadership Succession Planning Fails Most of the Time Most succession plans don’t work. In my experience, organizations spend too much time on “who’s next” and not nearly enough time on creating the system to cultivate more leaders at more levels. Too often, critical success factors aren’t defined, leaders aren’t taught how to build great teams and identifying top talent becomes an annual “checkbox” exercise with little follow-up or follow-though. Succession done right is not just about a name in a box, it’s about building leadership capacity across the organization. When you prepare the organization and team as much as the individual, leader transitions don’t just fill gaps, they drive better organizational performance and results. If your organization is treating succession like an annual checklist, it’s probably already behind. Get posts, insights and practical resources delivered to your inbox. Join our monthly newsletter: https://lnkd.in/gTd8bJgb

76

21 Kommentare

If You Want To Build Genuine Transformation, Follow The Evidence Research shows that most transformational initiatives do not succeed. No matter who does the study or what methodology they use, the failure rate always comes out around 70% or 80%. That’s just tragic. Many say that change is hard—and that is often true—but so are a lot of things, like putting a satellite up in space or performing brain surgery and we certainly wouldn’t accept a similar failure rate with those things. Throughout human history we have progressed by learning how the world works and then building strategies based on that knowledge. The good thing is we actually know a lot about change. Hundreds of studies over many decades have established that: 1.Transformational ideas come from outside the community and incur resistance. 2. There is a common and persistent “KAP-gap,” in which shifts in KNOWLEDGE and ATTITUDES do not necessarily result in a change in PRACTICES. 3.Transformations follow an “S curve” pattern, meaning they start out slowly, hit a tipping point and then accelerate exponentially. 4. Ideas are socially transmitted from peer-to-peer. Yet when we look at what common change management frameworks advise: CREATE A SENSE OF URGENCY AROUND CHANGE: But if change follows an s-curve, starts out slowly and then accelerates, why would that be necessary? In fact, trying to start with a bang likely to trigger resistance prematurely than to speed things along. CREATE AWARENESS, DESIRE AND KNOWLEDGE ABOUT THE CHANGE INITIATIVE: Yet the evidence clearly shows that shifts in knowledge and attitudes do not necessarily result in shifts in practices. USE EMOTIVE, RATHER THAN ANALYTICAL LANGUAGE: Okay, not necessarily a bad idea, but study after study shows that change is socially transmitted from peer-to-peer. So communication strategy is a secondary, not a primary issue. The truth is that change is not about persuasion, but empowerment. It’s driven by small groups, loosely connected, united by a shared purpose. As leaders, it's our job to help those groups connect and to inspire them with purpose.

28

9 Kommentare

New leaders often think their most important priority is getting their people to do more, work harder or deliver faster. But while managing output is often an unavoidable part of the job, it should never be the most important part. In fact, my advice to new leaders is always this: be fanatical about not slipping into management mode.   Because driving effort will never drive performance. It will only get compliance. I’ve seen firsthand that the leaders who have the deepest impact, on their people and their organisations, aren’t obsessed with output – they’re obsessed with conditions. They ask: Do my people feel safe enough to speak? Clear enough to act? Trusted enough to stretch? The best leaders don’t push harder – they make it easier for others to move with purpose. And they don’t measure performance by speed or volume. They measure it by how well their teams think, how quickly they learn, and how confidently they decide. If you’ve worked with (or for) a leader who understands the difference, you’ll know how powerful this is.

314

20 Kommentare